**4. Employee behavior and strategy implementation**

#### **4.1 Importance of employee behavior in strategy execution**

The success of strategy implementation heavily relies on the behavior and actions of employees within an organization. Employees are the ones responsible for executing the strategic initiatives, translating strategic plans into action, and driving the desired

organizational outcomes [46]. Their behavior influences the efficiency, effectiveness, and overall success of strategy implementation efforts. Therefore, understanding and managing employee behavior is crucial for achieving strategic objectives.

#### **4.2 Social cognitive theory**

Social cognitive theory provides insights into how individual attitudes, self-efficacy, and motivation influence employee behavior during strategy implementation. Attitudes play a key role in shaping employee behavior. Positive attitudes toward the strategy, its goals, and its potential outcomes are more likely to motivate employees to align their actions with the strategic objectives [47]. By fostering a positive attitude among employees, organizations can enhance their commitment and engagement in strategy implementation.

Self-efficacy, a central construct in social cognitive theory, refers to an individual's belief in their capabilities to perform specific tasks or behaviors. Employees with high self-efficacy are more likely to take on challenging tasks, persist in the face of obstacles, and actively contribute to the implementation of strategic initiatives [48]. Building employee self-efficacy through training, support, and skill development programs can enhance their confidence and willingness to engage in behaviors that drive strategy execution.

Motivation is another critical factor in social cognitive theory. Employees' motivation to participate actively in strategy implementation is influenced by their beliefs about the value and importance of the strategy, as well as the perceived rewards and consequences associated with successful implementation [22]. Intrinsic motivation, driven by internal factors such as personal satisfaction and fulfillment, is particularly important for long-term engagement and commitment to strategy implementation. Organizations can foster intrinsic motivation by creating a supportive work environment, offering opportunities for growth and development, and recognizing and rewarding employees' contributions to strategy execution.

#### **4.3 Goal-setting theory**

Goal-setting theory highlights the role of clear goals, feedback, and employee participation in driving behavior alignment with strategic objectives. Clear and specific goals provide employees with a sense of direction and purpose, guiding their efforts toward achieving desired outcomes [21]. Well-defined goals help employees understand the relevance of their tasks to the broader strategic agenda and encourage them to align their behavior accordingly.

Regular feedback and performance evaluations are essential in goal-setting theory. Feedback enables employees to monitor their progress, identify areas for improvement, and make necessary adjustments in their behavior [31]. It provides employees with information about the effectiveness of their actions in contributing to the strategic goals, enhancing their understanding of what is expected and helping them stay on track.

Employee participation in the goal-setting process can significantly impact their commitment and motivation to achieve strategic objectives. When employees are involved in setting their own goals and have a say in determining how to accomplish them, they develop a sense of ownership and responsibility for their performance [49]. This participatory approach increases employees' engagement and commitment to strategy implementation efforts.

*The Role of Employee Behavior and Organizational Culture in Strategy Implementation… DOI: http://dx.doi.org/10.5772/intechopen.113830*

### **4.4 Self-determination theory**

Self-determination theory emphasizes the importance of providing employees with autonomy, competence, and relatedness to enhance their intrinsic motivation and engagement in strategy implementation. Autonomy refers to employees' sense of control and independence in their work. Allowing employees to have autonomy in decision-making, task execution, and problem-solving empowers them to take ownership of their responsibilities and fosters a sense of accountability for strategy execution [50].

Competence represents employees' belief in their abilities to perform effectively in their roles. Providing employees with the necessary resources, training, and support to develop their skills and competencies enhances their confidence and motivation to contribute to the successful implementation of the strategy [51]. Organizations should invest in employee development programs and provide ongoing learning opportunities to enhance their competence and enable them to effectively execute the strategic initiatives.

Relatedness refers to the sense of connection and belongingness employees experience within the organization. When employees feel valued, supported, and connected to their colleagues and leaders, they are more likely to be engaged and motivated in strategy implementation [50]. Organizations can foster a sense of relatedness by promoting teamwork, open communication, and collaboration, which enhance employees' motivation to contribute to the collective goals of the organization.
