As environmental change accelerates and future uncertainty increases, it is important for organizations to adjust and modify their strategy continuously through the process of implementation. Observing a need for further research and findings that indicate the critical role of communication, this study contributes to the literature by examining the relationship among communication and strategy implementation. We propose gsendersf bias,h referring to the sendersf (i.e., top managersf) overestimation of the actual effects of communication (i.e., degree of sharing) with organization members, generates a perception gap. Thus top managersf perceived degree of communication with organization members is expected to have a U-shape relationship with the degree of value-sharing (i.e., clan control) and resulting effectiveness of strategy implementation. Additionally, we argue that the relationship between top managersf perceived degree of communication and strategy implementation is moderated by the type of communication (i.e., whether storytelling is used in the communication or not) and the media of communication (i.e., how much emails are used). The idea of sendersf bias should provide some insights in terms why many organizations struggle with even seemingly straightforward strategy implementation.