Burke-Litwin Framework Summary

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Burke-Litwin Framework: Wal-Mart Stores Inc Analysis Wal-Mart is a multinational retail corporation headquartered in Bentonville, Arkansas, United States. The company operates a chain of warehouse stores and discount department stores in 28 countries. Recently, Wal-Mart announced the decision to change its expansion strategy. In 2014, the company announced that it would cut back on store investments and spend more on e-commerce in order to improve customer experience and increase its sales volume (Soderquist, 2015). This article will use the Burke-Litwin Framework to assess Wal-Mart’s organizational and environmental dimensions that are keys to successful change in its performance following the recent change in strategy of the company.
Burke-Litwin
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The following section identifies the boxes presented in the models as well as map data relating to each factor.
1. External Environment External environment refers variables or forces outside the organization likely to influence organization performance (Burke & Litwin, 1992). Wal-Marts decision to expand its ecommerce platforms to various countries across the globe is affected by different legislations in these countries. In essence, Wal-Mart has to adhere to the legislation in the host countries such as China.
2. Mission and Strategy Mission and strategy variable mainly entails what employees believe is the central purpose of the company and the means by which the company intends to achieve that purpose over time (Falletta, 2005). Wal-Mart’s main purpose is to help improve customer experience by offering quality products at affordable prices. By expanding its ecommerce platforms, Wal-Mart will increase customer experience by making it easy to reach more customers conveniently.
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Employee motivation Wal-Mart Company has been acknowledged for empowering their employees as well as rewarding them in order to motivate them. This has enabled the company to achieve significant growth in sales since the announcement of ecommerce strategy.
12. Individual and organizational performance The improved performance of individuals at Wal-mart employees since 2014 has resulted in increased productivity, customer satisfaction, increased sales, and improved service quality. This has been achieved through employee motivation as well as reinforcement of the company’s culture.
Conclusion and Personal reflection Based on the analysis of the Wal-Mart, it is observable that the Burke-Litwin model has worked effectively in line with the company’s new strategy of expanding its online presence. In addition, by applying the model, I have learnt that an organization undergoing change or transformation must assess carefully both the internal and external factors likely to affect its strategy, as this would enable it become successful. Failure to monitor these factors could result in poor performance in the

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