Investigating strategic-implementation relative to Organisational- Commitment, within Sheffield City Region’s SMEs. Re-connecting management research with the disciplines: Shaping the research agenda for the social sciences

The purpose of this paper is to investigate the theoretical relationship between Strategic Implementation and Organisational-Commitment on the basis that both constructs are interested in the 'goals' of the organisation (Mowday, Porter and Steers, 1982; Noble and Mokwa, 1999). Smith (2009) hypothesised that both constructs are connected and future researchers should conduct empirical work to test the relationship. This relationship was tested using the respected OC, TCM questionnaire and the researcher developed a scale to test strategic knowledge. The questionnaire was issued to three organisations and provided the foundation for a second phase of data collection where 38 employees were interviewed to understand the underlying employee relationship between OC and SI. The results demonstrate that a relationship exists between OC and SI and a number of influencers exist between both constructs, notably the communication between employee and employer, organisational values, and the employee awareness of the values. Finally, how employees are 'exited' from the organisation where they are not perceived to be working in line with the organisations goals and values.