Abstract

In the strategic management literature, concerns had been raised about the lack of attention devoted to the strategy implementation stage of the strategy process. A considerable amount has been written about strategy making and researchers have developed measures that can be used to study this area of management. However, not only is there a lack of attention in the literature, there is also little attention devoted to developing measures that could be used to study strategy implementation as a whole. This paper presents evidence on the measurement properties of a single multi-dimensional instrument that assesses ten dimensions of strategy implementation. These dimensions are labelled Project Management (Accomplishment); Project Management (Importance); Resource Allocation; Organization Design and Structuring; Senior Management Involvement; Support during Managing Change; Leadership during Managing Change; Communication; Perception; and Feedback and Control. Data for the development of this instrument came from 208 respondents who are senior managers involved in strategy processes within ten industrial sectors in the UK. Using exploratory factor analysis, the results indicated that the sub-constructs (the ten dimensions) are uni-dimensional factors and have acceptable reliability and validity. Furthermore, using three additional measures, and a correlation and a hierarchical regression analysis, it was possible to establish Nomological Validity for the multi-dimensional strategy implementation construct. The relative importance of the strategy implementation (activities) dimensions were also highlighted for practising managers, with Feedback and Control; Perception; and Senior Management Involvement being ranked the highest.

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