This study examines the importance of foodservice managers’ and organizational members’ involvement in the implementation of strategy. The study assesses the direct and moderating effects of managers’ perception of environmental complexity and firm size on level of involvement during strategy implementation. Findings indicate that firms operating in an environment of greater complexity bring more organizational members into the implementation process. Firm size interacted with complexity to drive higher involvement levels for small and large firms. Furthermore, foodservice firms that utilized implementation processes that involved more organizational members across the hierarchy achieved greater success in strategy implementation. Level of involvement was shown to mediate the relationship between external complexity and implementation success.
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