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Article
Publication date: 23 August 2013

Maxwell Philip Omondi, Kepha Ombui and Joseph Mungatu

The purpose of the study was to find out the determinants of strategy implementation by the international reproductive health (RH) non-governmental organizations (NGOs) in…

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1881

Abstract

Purpose

The purpose of the study was to find out the determinants of strategy implementation by the international reproductive health (RH) non-governmental organizations (NGOs) in Kenya for attainment of MDG 5 by 2015. The objectives of the study were to analyse the effects of the determinants of strategy implementation for attainment of the Millennium Development Goal (MDG) 5 by international RH NGOs operating in Kenya. This study was guided by three specific objectives: to analyse the effect of policy regulations on strategy implementation by international RH NGOs in attainment of MDG 5; to determine the effect of management competencies on strategy implementation by international RH NGOs in attainment of MDG 5 and to explore the effect of resource allocation on strategy implementation by international RH NGOs in attainment of MDG 5 by 2015 in Kenya.

Design/methodology/approach

A cross-sectional descriptive study design was carried out from January to March 2012 in Nairobi, Kenya. The study populations comprised of programme staff and RH technical advisors for the international RH NGOs operating in Kenya and headquartered in Nairobi. The sampling design was a census method since all the ten international RH NGOs based in Nairobi were selected. Qualitative and quantitative methods of data collection were used using both closed and open-ended questionnaires. The quantitative data were analysed using SPSS version 20 for both descriptive and inferential analysis. Qualitative data were analysed descriptively. Measures of location and variability were used for analysis and hypothesis tested using Fisher ' s Exact test and regression analysis.

Findings

The research findings showed that policy regulations, management competencies and the resource allocations determine successful implementation of the strategic plans. Inadequate resource allocations have a direct bearing on the implementation of the RH programmes which invariably affects the attainment of the MDG 5 by 2015. The study did not accept the null hypotheses and therefore showed that there is relationship between policy regulations, management competencies and resource allocations and the implementation of strategic management plans by international RH NGOs operating in Kenya.

Originality/value

Although numerous studies acknowledge that strategies frequently fail not because of inadequate strategy formulation, but because of insufficient implementation, strategy implementation has received less research attention than strategy formulation. This paper addresses this gap.

Details

The TQM Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 1 December 2005

Andreas Raps

Strategy implementation is an enigma in many companies. The problem is illustrated by the unsatisfying low success rate (only 10 to 30 percent) of intended strategies. The…

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8744

Abstract

Strategy implementation is an enigma in many companies. The problem is illustrated by the unsatisfying low success rate (only 10 to 30 percent) of intended strategies. The primary objectives are somehow dissipated as the strategy moves into implementation and the initial momentum is lost before the expected benefits are realized. This article discusses how a successful implementation is a challenge that demands patience, stamina and energy from the involved managers. The key to success is an integrative view of the implementation process. With the help of a checklist the ten critical success factors of an implementation process are figured out. To demonstrate how strategy implementation can be done in practice a case study is constructed. The article is built biaxially: on the one side the critical success factors within the strategy implementation process are explained, on the other hand the concrete example of making good use of these points in the form of an underscored case study is provided. The article provides some practical guidelines for strategy implementation in general. Strategy implementation differs completely from the formulation process and requires much more discipline, planning, motivation and controlling processes. The case study demonstrates that these guidelines are well tried and reliable in practice.

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Handbook of Business Strategy, vol. 6 no. 1
Type: Research Article
ISSN: 1077-5730

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Article
Publication date: 7 March 2019

Claudia Jonczyk Sédès

While metaphors are widely used in strategy teaching and development, this study aims to present an approach how to benefit from metaphor analysis in strategy

Abstract

Purpose

While metaphors are widely used in strategy teaching and development, this study aims to present an approach how to benefit from metaphor analysis in strategy implementation. The authors find that metaphors used by organizational actors in strategy implementation processes carry a great range of implicit meanings and tacit knowledge that – when made explicit and critically examined – may serve as early warning signals to anticipate difficult or problematic developments in the strategy rollout phase.

Design/methodology/approach

The authors conducted narrative interviews with the main protagonists involved in the implementation of a strategic knowledge management project for the sales force of a multinational telecommunication solution provider. The data collected resulted in the surfacing of distinct groups of metaphors used by different organizational groups at different phases of the project implementation.

Findings

The metaphor analysis showed that metaphors not only reflect but also foreshadow project developments, and thereby reveal organizational conflicts that may erupt at later stages of the strategy implementation. Learning through metaphors can be realized through a sensitization to the detrimental effects of particular metaphors, as well as through the revelation of inconsistencies between the metaphors used and the exposed behaviors.

Research limitations/implications

The study is an in-depth case study of a strategy implementation project in one organization. While the findings are related to the particular case context, the methodological approach to use metaphor analysis as an early warning signal in strategy implementation can be replicated for strategy implementation processes in general.

Practical implications

Organizations may use metaphor analysis as a tool to calibrate to what extent their strategy implementation is aligned with initial strategic objectives. Metaphor analysis will be particularly helpful to check if there is an alignment in the implementation approach between different organizational groups. Such analysis can serve as an early warning signal for the strategy implementation phase.

Originality/value

The approach provides an inexpensive but very effective way of anticipating problematic project developments and unforeseen difficult collaborations during strategy implementation processes. With its focus on metaphors, it captures implicit meanings and connotations that business languages tend to filter out, yet that play a powerful role for enabling or obstructing strategy implementation.

Details

Journal of Business Strategy, vol. 40 no. 3
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 14 November 2008

Azhar Kazmi

The purpose of this paper is to review the extant literature on strategy implementation with a view to highlight the pitfalls and use these to build a new framework that…

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4783

Abstract

Purpose

The purpose of this paper is to review the extant literature on strategy implementation with a view to highlight the pitfalls and use these to build a new framework that could be more relevant to the conditions existing in the Indian context.

Design/methodology/approach

This paper provides a review of strategy implementation frameworks available both in strategy literature and in strategy texts to identify the main pitfalls in effective strategy implementation and then proceeds to propose a framework that could be more suitable to the Indian context. This proposed framework is then applied and described in the context of a case study of the Reliance group of companies of India.

Findings

The proposed strategy implementation framework covers many of the aspects hitherto neglected in the frameworks suggested by researchers and authors more attuned to the Western context. Two of the major issues in strategy implementation not covered in the existing framework are of procedural and project implementation that may be considered as relevant in the Indian context.

Research limitations/implications

The proposed framework is demonstrated in the case of only one Indian company. The efficacy of the framework need to be further investigated.

Practical implications

Application of the proposed framework is likely to result in a more comprehensive coverage of the vital issues in strategy implementation that are expected to do away with the pitfalls that are commonly experienced in the process of strategy implementation.

Originality/value

The paper proposes a new framework of strategy implementation based on the unique requirements of the Indian context.

Details

Management Decision, vol. 46 no. 10
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 December 2006

Helen Atkinson

The purpose of this paper is to develop a deeper understanding of the role of the balanced scorecard in strategy implementation.

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41313

Abstract

Purpose

The purpose of this paper is to develop a deeper understanding of the role of the balanced scorecard in strategy implementation.

Design/methodology/approach

This paper provides a review of strategy implementation literature to identify the main inhibitors of successful strategy implementation and then proceeds to critically review the balanced scorecard and evaluate the contribution it can make to strategy implementation, in particular how it may be able to mitigate the problems associated with strategy implementation.

Findings

It is argued in the paper that the balanced scorecard, subject to the adoption of suitable processes, can address the key problems associated with strategy implementation including communication, the role of middle managers and integration with existing control systems. The study raises a series of research questions and proposes avenues for further research.

Practical implications

More than half strategies devised by organisations are never actually implemented. At a time of increasing competition and globalisation; shorter lead times and increased customer sophistication, the effectiveness of strategy implementation is even more important. The findings of this study will provide the basis for research that will improve this vital management activity.

Originality/value

The effective implementation of corporate strategy is often overlooked in strategic management literature. There is still recognition that there is a need for further research. By combining two eclectic fields of research, i.e. strategy implementation and performance measurement, it is proposed that new insights can be gained to inform future practice.

Details

Management Decision, vol. 44 no. 10
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 29 November 2018

Vimal Kumar, R.R.K. Sharma, Pratima Verma, Kuei-Kuei Lai and Yu-Hsin Chang

Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship…

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1017

Abstract

Purpose

Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation.

Design/methodology/approach

From the existing literature review on TQM practices and organizational culture, 14 cultural dimensions were employed with organizational strategy in this present study. By using survey data collection method, 111 Indian firms were selected. The authors considered three strategy parameters and six structural attributes to identify the strategy of the firms, namely innovators, prospectors and defenders identified using cluster analysis. Furthermore, the relationship between organizational culture and strategy was examined using one-way ANOVA approach.

Findings

The results of the study revealed that eleven of the fourteen hypotheses supported which relating the cultural dimensions to TQM implementation with the strategic orientation. With the help of significant related values of cultural dimensions to the particular strategic firms, it is also found that implementation of TQM is easy or not. Some of the organizations with a particular strategic orientation will be able to implement TQM easily and successfully but some organizations will have difficulty to implement it successfully.

Practical implications

The firms hold their importance with respect to the different strategic orientation toward the various aspects of organizational cultures and TQM approaches in its implementation. Managerially, due to increased business competitiveness and economic pressures, top management sees the way in adopting TQM practices to achieve a competitive advantage. Apparently, it is evident that matching of TQM practices for a different strategy of the firms with various cultural dimensions leads to the smooth functioning of the organization. This study helps to the current organizations in implementing TQM with their respective culture.

Originality/value

This research can be useful for three strategic firms, namely innovators, prospectors and defenders to achieve effective implementation of TQM practices with consideration and understanding of the advantage of each culture dimension. The framework of the current study represents the effectiveness in assessing the TQM practices in individual cultural dimensions and its significant role.

Details

Benchmarking: An International Journal, vol. 25 no. 8
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 13 April 2012

Chi‐Hung Yeh, Gwo‐Guang Lee and Jung‐Chi Pai

The primary purpose of this study is to examine the effect that information system capability had on e‐business information technology (IT) implementation strategy; and to…

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5821

Abstract

Purpose

The primary purpose of this study is to examine the effect that information system capability had on e‐business information technology (IT) implementation strategy; and to understand how the quality of the implementation process for IT strategy could affect e‐business performance.

Design/methodology/approach

This study performed a survey of chief information officers from 1,000 major firms in Taiwan. Structural equation modelling (SEM) was used to test for the validity of research hypotheses.

Findings

Results showed that the capability of information systems could have a direct and significant effect on the quality of IT strategy implementation, and how the quality of this process could affect e‐business performance.

Research limitations/implications

Every organization hopes to improve corporate competitiveness and transform its enterprise through the effective implementation of IT strategy. This study examined how information systems capability could affect the implementation of enterprise IT strategy. However, since large firms in Taiwan are the primary research subjects of this study, the conclusions may not be applicable to enterprises in different countries or cultures. Future studies could examine the subject from the three aspects of technology, organization, and environment to understand the effect that each of these aspects has on e‐business information systems capability.

Practical implications

With the rapid development of information technology, the introduction of innovative strategy dealing with IT has become an important topic of research, and has become a focus in the era of e‐business. As a result, organizations feel it is important to discover the shortcomings in information system capability factors that must be improved from the individual, group, or organization levels, and develop appropriate implementation frameworks for IT strategy based on this foundation.

Originality/value

This study uses empirical analysis to examine the effect that the capability of information systems has on the quality of implementation of IT strategy. A compilation of relevant literature showed that most studies have focused on conceptual frameworks or have examined the question of IT strategy from the level of technology. Few studies have examined the effect that information system capability has on IT implementation strategy. Therefore, the results and findings of this study could provide an important reference for IT strategy implementation, in the era of e‐business.

Details

Business Process Management Journal, vol. 18 no. 2
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 29 November 2019

Daiane Aparecida de Melo Heinzen, Denis Loveridge and Sidnei Vieira Marinho

The purpose of this paper is to create ways of improving the alignment of strategy formulation and implementation in Brazil’s higher education institutions (HEIs).

Abstract

Purpose

The purpose of this paper is to create ways of improving the alignment of strategy formulation and implementation in Brazil’s higher education institutions (HEIs).

Design/methodology/approach

Evolution of scenarios and models through a 12-step process to assist strategy formulation and implementation for managerial/social activity in Brazil’s HEIs. Simple set theory was used as a backbone to assist scenario building. Two models were created. First, focused on an autopoietic model relating to Brazil’s HEIs. The second embedded the autopoietic model in a limited number of forces in Brazil that influence the HEIs but lie beyond their control. The process was corroborated by survey methods using respondents from Brazil and elsewhere.

Findings

In total, 22 respondents from within and outside Brazil confirmed the content of the scenarios while a small sample from within Brazil’s HEIs confirmed their usefulness in assisting strategy formulation and implementation.

Practical implications

Further experience in using the autopoietic model is needed to widen its corroboration beyond experience in this study.

Originality/value

Confirmation of a 12-step scenario-based process for strategy formulation and implementation and corroboration of its usefulness through a limited sample of respondents.

Details

foresight, vol. 22 no. 1
Type: Research Article
ISSN: 1463-6689

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Article
Publication date: 4 September 2017

Bader Yousef Obeidat, Alaa Al-Hadidi, Ali Tarhini and Ra’ed Masa’deh

The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East.

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3205

Abstract

Purpose

The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East.

Design/methodology/approach

Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent.

Findings

Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process.

Practical implications

It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination.

Originality/value

This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.

Details

Review of International Business and Strategy, vol. 27 no. 3
Type: Research Article
ISSN: 2059-6014

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Article
Publication date: 1 August 2005

Michael K. Allio

Most strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for optimizing implementation. The primary

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18187

Abstract

Purpose

Most strategies stumble in the implementation phase. This article outlines a market‐validated process, and practical guidelines, for optimizing implementation. The primary audience is mid‐level and senior executives charged with the responsibility for implementing strategy.

Design/methodology/approach

This implementation process focuses on the critical timeframe immediately following formal strategy selection, when broad objectives need to be translated into specific actions, schedules, budgets, and metrics. The approach is to capture the key decisions in an accessible, common format, and to deploy this tool consistently throughout the organization to monitor and guide implementation. Dozens of firms across a wide array of industries have used the methodology, which derives from two decades of senior operating and strategy consulting experience.

Findings

Strategy development receives significant attention and resources, but implementation is often neglected, with disastrous consequences. Using a straightforward approach, format, and process, managers can bridge the gap between rhetoric and reality; they can succeed in accomplishing what they set out to do, and think and act strategically.

Research limitations/implications

The approach and logic described are universal, but the actual format may need to be adapted to fit the planning cycle and technology of each firm, and refined over time to dovetail with the firm's budgetary process.

Practical implications

Strategy programs need to be expanded to focus on the implementation process. More attention should be given to breaking down lofty statements into practical, actionable, measurable activities. The language and methods used to implement need to be simplified, and consistently deployed. Success in implementation is critical to validating the investment in strategy in the first place.

Originality/value

The rational, practical approach described offers middle and senior managers a toolkit for bringing strategies to life – for bridging the gap between aspirations and real performance. It outlines a practical process, providing hands‐on guidelines for optimizing performance, and galvanizing the management team.

Details

Journal of Business Strategy, vol. 26 no. 4
Type: Research Article
ISSN: 0275-6668

Keywords

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