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The purpose of this study is to develop a model of strategic performance factors for effective strategy execution.

This study uses multiple methods combining both the qualitative and quantitative research routes to unearth a more complete picture of the phenomenon facilitating accurate, generalizable, and practically useful theory.

There is a lack of literature on strategic performance factors and their role in effective strategy execution, which turns out be a barrier to the success of strategy execution. This study not only reviews the SPFs in the context of effective performance management leading to effective strategy execution but also identifies linkages among the SPFs to demonstrate the relative criticality of SPFs and how one SPF leads to another SPF. Interestingly, the situation and actor factors, which were explained in a very limited way in traditional models, have emerged as the most influential strategic performance factors.

Although this study attempts to synergize multiple research methods to increase the significance of the findings, a comparatively large sample size would be more useful to test the reliability of the results. Additionally, the SPFs are contextual in nature and, therefore, this study requires extended efforts to test the research propositions in different research settings and reveals the generalized as well as differentiated results. The possible bias in ISM exercise can be improved by having multiple discussions with the respondents. This study extends the theoretical debate on balancing the strategic and operational performance measures for successful strategy execution. The study also fills the gap in the literature by proposing the model of strategic performance factors. Adding methodological value extending triangulation along with the interpretative tool, this study also suggests methodological implication of the research design.

The proposed model of SPF could be useful in measuring the right thing in the right way to ensure effective strategy execution. Management of SPFs such as situation and actor is a further value addition to the debate on balancing lead and lag measures or financial and non‐financial measures. The study demonstrates that organizations should go beyond operation measures (both financial and non‐financial) and also focus on strategic factors such as situation and actors, which actually lead to the other SPFs.

This study took unique steps to integrate the multiple perspectives of performance measures and develop a model which can facilitate effective strategy execution. It not only fills the gaps in the literature but also provides a strategic perspective of the performance measurement and management systems. The methodological experimentation to not only bring rigor in model building but also use interpretive tools is an innovative attempt to clarify the “what”, “how” as well as “why” aspects of model building.

In response to the significant gap between strategy planning and execution, a conceptual model was developed in an attempt to close this gap, particularly in the public sector. The paper aims to discuss this issue.

The paper is based on a literature review and participatory action research, stretching over ten case studies and eight years.

The MERIL-DE model integrates the identified “nine vital stratex components” of leadership, strategic planning, project management, alignment, MERIL (Measure, Evaluate, Report, Improve and Learn), drive, engagement, risk, and stakeholder management. The car analogy demonstrates this integration in a practical way.

The conceptual model should be used as guide in the tailoring of a unique MERIL-DE model or Stratex Car for each public sector organization (PSO), according to its unique context.

In designing a tailored “Stratex Car” based on the MERIL-DE model, it is believed to close this gap significantly. The strategy execution framework is presented as a tool to assess the total strategy execution capacity (TSEC) of PSOs.

This is a new conceptual model for the unique public sector context, focusing on successful strategy execution in the public sector.

Projects are an inherent part of implementing strategies. Still, the challenge is to connect a long-term strategy for larger ecosystem development to the individual projects being undertaken. The purpose of this paper is to test the ability of seven project management office (PMO) roles to achieve strategic planning in large society development public organisations in the United Arab Emirates (UAE).

The questionnaire survey that was employed for data collected from 450 project members in 19 project-based public organisations having PMO unit had a response rate of 60 per cent. The received data analysed quantitatively by using multiple regression.

The survey data revealed that PMO enhanced the achievement of the strategic plan for better development of the business ecosystem. The analysis outputs, as expected, have indicated that 95 per cent of the targeted organisations established their own PMO for developing business ecosystem.

Despite there are PMOs hosted by private organisations, the study is limited to the PMO within the context of the government and semi-government organisations in the UAE.

These findings further utilised in developing the conceptual PMO model that would be flexible to be applied to similar project management methodology in various business settings, as well as pave the way for further scholarly investigations.

This work is both exploratory and causal study, which concentrates on investigating the effectiveness of seven proposed PMO roles (as independent variables) in carrying out the strategic plan (as the dependent variable) of the public-sector organisations in the UAE for the development of business ecosystem.

The purpose of this study is to develop a framework for “Adapt” in the context of strategy execution.

Both exploratory and confirmatory modes of research using Confirmatory Factor Analysis, Interpretive Structure Modeling, Total Interpretive Structural Modeling and t-test methods have been conducted.

The conceptualization of learning and learning organization can only be possible when organization develops adaptive culture. When an organization becomes learning organization, it starts becoming vital by adopting flexibility wherever and whenever it is required. This vitalization process helps organization use successfully the frameworks of strategy execution.

In many cases the Balance Score Card could not succeed. Our study suggests that the adaptive culture gives impetus for learning and growth suggested in balanced scorecard (BSC) and adapt suggested in Management System. This study is more an exploratory effort with limited sample size. The findings can be consolidated and enriched with significantly large sample from varied contexts.

There is clear relative importance and sequence of corrective actions required to improve the hit rate of strategy execution. Organization can use the proposed framework to handle the issues of adapt in strategy execution.

Many scholars have pointed out that there is lack of strategy execution framework, and more specifically, in the case of adapt. The study contributes by providing a conceptual framework to address different aspects of adapt and change management for effective strategy execution. Additionally, this study adds methodological value to traditional model building.

The purpose of this paper is to develop a model of automate for effective strategy execution.

Both exploratory and confirmatory modes of research using exploratory factor analysis, total interpretive structure modeling, and t-test techniques have been conducted.

In the context of effective strategy execution, the organization support system has most driving power affecting appropriateness of other automate systems. On the other hand, the effective design and deployment of control and monitoring system dependent on other systems. The control and monitoring directly affects the success of strategy execution while the other systems affect execution through structural mediation suggested by the proposed model.

Though this study adopts multiple research methods, a comparatively large sample size would be more useful. The study also faces subjective limitation of the research context. There is possibility of participant’s biases while responding to five-point scale questionnaire.

The driving-dependence linkages among the automate systems helps in developing appropriate managerial action plan to convert strategic goals into the results. The model helps in institutionalizing the systems as well as making them effective while linking them in structured relationship. Additionally, the integrated understanding of the automate systems helps promote a sense of purpose and shared meaning of systems among the key stakeholders, which smoothen the execution process.

This study reviews and factorize different automate systems and identifies structured linkages among them to demonstrate the relative criticality of each systems and how effective development of one system leads to the effectiveness of other system. This study also adds methodological value extending triangulation along with the interpretative tool.

Strategic plans are developed and executed by businesses in order to chart a course toward an idealized future destination for the organization. Normally, this means aspiring to become an industry leader or niche holder by increasing market share, developing customer loyalty, penetrating new markets or some other defined goal that is ultimately premised on growth in revenue attainment. Because of the competitive nature of business and the environmental changes that have occurred and continue to occur at an increasing rate, marketing has become a key functional area within most enterprises' strategic plans. Today's strategies require the development of plans that embrace customer engagement in an effort to increase revenue. As such, marketing is fast becoming a critical functional area surrounding the development and execution of a strategic plan. Examining marketing's role in strategic planning, as well as the critical thought work conducted by marketing and sales personnel as they influence organizational cultures that are friendly to implementing competitive strategy and planning activities, is useful for libraries if they wish to engage in beneficial and viable strategic planning of their own. Unfortunately, libraries as non‐profit service organizations are rarely in a position to create revenue based strategies. Instead, libraries must focus on strategies that encourage value creation. Additionally, in the absence of a dedicated, full‐fledged marketing group within a library, it becomes vital that such non‐profit service organizations develop replacements or similar organizational analogs for integrating marketing functions while at the same time developing a marketing‐like, patron‐centered orientation and culture required for successful market‐based strategic planning. This paper aims to investigate this issue.

Informed by the two authors' combined extensive experience in both the theoretical and practical applications of sales and marketing, the paper discusses the current trends in market planning, especially those aimed at utilizing the marketing function as a critical element of strategic planning and execution.

The paper finds that libraries that engage in strategic planning can incrementally improve their chances of success during the execution of that plan if they make an effort to include the marketing process throughout the development and execution of such plans. Additionally, since marketing and its implied customer orientations provide a strong conduit to an organization's understanding of customer needs and perceptions of value, library strategic planning that incorporates traditional marketing elements and tactics like environmental scans, customer value creation and promotion of unique benefits will provide the best foundation for competitive library strategic plans.

The authors rely on their practical and theoretical experience in marketing and planning to convey a more purposeful sense of library strategic planning that includes library marketing as a required element in order to foster strategic planning success.

The paper shares specific ideas regarding the purpose, role and benefits of strategic library marketing that are connected to improving the likelihood of long term strategic planning success, especially when such plans are aimed at increasing perceptions of library value.

Organizational technologies can be classified according to the roles they play as either commodity or strategic. Commodity technologies support common operations, while strategic technologies address perceived threats to competitiveness, often identified by strategic foresight. These must go through an adoption process before playing an effective role in strategy execution. The adoption process includes known activities, ranging from sourcing (itself from in-house development to turn-key acquisition) to operational integration. This paper aims to reveal strategic technology adoption risks that arise during strategy execution.

A gradually developed causal loop diagram model, supported by general literature, introduces three general classes of technology adoption risks: mismatched requirements, supplier dependence and unmanaged life cycles.

Rather than managed, these risks are incurred or avoided depending on decisions made during the adoption process.

Despite the scarce literature coverage for the approach, examples revealing the presence of adoption risks are nevertheless available in the well-documented history of enterprise resource planning (ERP).

Although ERP is presented as a general-purpose strategic technology, the unique business features of maritime container terminals pose serious challenges to its adoption, which provides additional support to the discussion and reinforces the conclusions.

The approach to identifying risks in strategic technology adoption departs from the current risk paradigm in two significant ways. First, it emphasizes policy decision-making rather than external events. Second, it views risks as systemic rather than occurring independently.

The Oxford Strategy Insights Project was designed to assess the current approaches, aims, and focus of strategists across industries and geographies.

The project received input from 167 executives and managers across twenty-six industries, spanning over thirty countries, regarding their firm’s strategy process.

The biggest gap highlighted by the Oxford Strategy Insights Project is effective strategy execution. An overwhelming majority of respondents indicated that their organization’s strategy execution efforts are ineffective and slow, with accelerated implementation being the exception rather than the norm. In line with these findings, few firms appear to be applying the best practice of establishing an implementation management infrastructure including a “Program Manager” tasked to manage and coordinate the firm’s strategy implementation effort. The one positive element related to strategy execution is that most firms seem to have an effective strategic measurement and reporting process.

Organizations that can execute their strategies increase the likelihood of realizing the full potential of their plans. However, the study’s main finding is that effective strategy execution is severely lacking. Strategists need to become more foresighted, with a much greater focus on implementation.

Although the value of effective strategy execution has been well documented for over five-decades in both academic and management practice literature, new research has found that most strategists are still short-sighted, viewing strategy as primarily planning with a limited focus on implementation.

The purpose of the study is to identify which factors facilitate and hinder change management in the business strategy execution journey and contribute to its transformation.

Companies that have implemented organizational transformation projects, as an adaptive response to their survival, were studied. The authors chose to work with three companies that went through strong changes in the period between 2014 and 2019. A total of 12 professionals were interviewed, encompassing top management and team members.

Cases were described, and the learning from them culminated in the recommendation of six managerial propositions, which should guide change agents in the planning and execution of their business transformation journeys.

The findings were observed in the three case studies that implemented change management strategies. Failure case studies were not considered, which could present other managerial propositions.

The results of the article highlight the importance of coalition issue before the urgency in the organizational change model and also the importance of institutionalization along the change journey. As a managerial contribution is the model called “framework of the journey of execution and transformation of corporate strategy”, which serves as guidance for executives and agents of change in organizations.