Strategy Implementation Process Research Articles

Problem Aspects of Organizing the Process of Strategy Implementation of a Construction Company

Relevance of research of construction company’s strategy implementation process is determined by the necessity to improve its competitiveness in conditions of instability and changes. The aim of the research is to specify the problematic aspects of a special stage of strategic management – the stage of strategy implementation. As a result, the following system of managerial actions and procedures for the strategy implementation process of a construction company was justified: creation of organizational conditions (changing the organizational structure and organizational culture of a construction company, system of motivation, staff competencies and management style); adjustment of a company's management system for achieving its strategic goals and objectives; creation of a special system for monitoring the process of strategy implementation; formation of a mechanism for adaptation of a strategy and / or external and internal environment of a construction company to achieve its strategic goals.

Communicating Organizational Strategy to Employees Using the Balanced Scorecard (BSC): Case Study of a Malaysian Company

Communicating organizational strategy to employees has been identified as one of the factors that influence success of strategy implementation in an organization. This study presents a case study of the use of BSC as a strategy communication tool in the strategy implementation process of a large Malaysian service provider. Specifically, the study explores how the BSC was used to facilitate strategy communication from the top to the lower management team, the factors affecting its effectiveness and its implication. Data was collected using interviews with 30 managers from various management levels and observations in eighteen meetings and BSC training sessions. Findings of this study show that, if applied properly, the strategy map and scorecard improve strategy communication among the different management levels. It was also found that among the factors that may influence the effectiveness of it usage are the content of the maps and scorecard and the channel of communication used to convey the information. In addition, this paper provides evidence of the application of BSC as a communication tools.

An empirical analysis of strategy implementation process and performance of construction companies

Strategy implementation is known as action stage where it is to be considered as the most difficult stage in strategic planning. Strategy implementation can influence the whole texture of a company including its performance. The aim of this research is to provide the empirical relationship between strategy implementation process and performance of construction companies. This research establishes the strategy implementation process and how it influences the performance of construction companies. This research used quantitative method approached via questionnaire survey. Respondents were G7 construction companies in Klang Valley, Selangor. Pearson correlation analysis indicate a strong positive relationship between strategy implementation process and construction companies’ performance. The most importance part of strategy implementation process is to provide sufficient training for employees which directly influence the construction companies’ profit growth and employees’ growth. This research results will benefit top management in the construction companies to conduct strategy implementation in their companies. This research may not reflect the whole construction industry in Malaysia. Future research may be resumed to small and medium grades contractors and perhaps in other areas in Malaysia.

Professionalization in Family Businesses. How to strengthen strategy implementation and control, favouring succession

Professionalization and management succession represent relevant research topics in family business. Our main aim is to highlight the importance of professionalization in positively supporting a management succession process in family firms (FFs), by strengthening and standardizing the processes of strategy formulation, implementation and control, with the goal of achieving long-run value creation and guaranteeing the survival of the firm. We have carried out an explanatory single case study, which is quite representative for this research topic. Relying on Simons’ levers of control framework (1995, 2000) and on the work performed by Acquaah (2013), we explain how the entrance of professional managers and the adoption of Diagnostic Control Systems (DCSs) and Interactive Control Systems (ICSs) impact FFs’ strategy formulation, implementation and control, favouring the management succession process. The importance of the professionalization phenomenon as a tool to positively support management succession emerges. Formal Performance Management Systems (PMSs) have several positive effects on management succession. In particular, the Management Control System (MCS) contributes to the emersion of new opportunities and creativeness within the business and makes it possible to capture strategic initiatives that arise from the bottom of the structure.

MEdit4CEP-Gam: A model-driven approach for user-friendly gamification design, monitoring and code generation in CEP-based systems

ContextGamification has been proven to increase engagement and motivation in multiple and different non-game contexts such as healthcare, education, workplace, and marketing, among others. However, many of these applications fail to achieve the desired benefits of gamification, mainly because of a poor design. ObjectiveThis paper explores the conceptualization, implementation and monitoring phases of meaningful gamification strategies and proposes a solution for strategy experts that hides the implementation details and helps them focus only on what is crucial for the success of the strategy. The solution makes use of Model-Driven Engineering (MDE) and Complex Event Processing (CEP) technology. MethodAn easy-to-use graphical editor is used to provide the high-level models that represent the design of the gamification strategy and its deployment and monitoring. These models contain the event pattern definitions to be automatically transformed into code. This code is then deployed both in a CEP engine to detect the conditions expressed in such patterns and in an enterprise service bus to execute the corresponding pattern actions. ResultsThe paper reports on the use of both a graphical modeling editor for gamification domain definition and a graphical modeling editor for gamification strategy design, monitoring and code generation in event-based systems. It also shows how the proposal can be used to design and automate the implementation and monitoring of a gamification strategy in an educational domain supported by a well-known Learning Management System (LMS) such as Moodle. ConclusionIt can be concluded that this unprecedented model-driven approach leveraging gamification and CEP technology provides strategy experts with the ability to graphically define gamification strategies, which can be directly transformed into code executable by event-based systems. Therefore, this is a novel solution for bringing CEP closer to any strategy expert, positively influencing the gamification strategy design, implementation and real-time monitoring processes.

Effects of Strategy Implementation on the Performance of Digital Media Industry in Kenya

Effects of Strategy Implementation on the Performance of Digital Media Industry in Kenya

Linkage Strategies, Resource Conditions and University Performance

This study sought to contribute to knowledge by assessing the moderating effect of resource conditions on the relationship between linkage strategies and performance of universities in Kenya. Resource based view was used as the main theory anchoring the study. Cross-Sectional survey was adopted as the research design. The population of the study consists of sixty five (65) public and private universities incorporated in Kenya. Out of this, a sample of forty seven (47) universities which had undergone at least one graduation cycle was taken. Primary and secondary data was collected using semi-structured questionnaires and review of existing university documents and regulatory bodies’ websites respectively. Correlation and regression analyses were carried out to analyse data and to test hypotheses. Although it was not possible to include all the determinants of institutional performance, balanced score card was appropriately used to represent financial and non-financial aspects that constitute performance indicators. It was established that resource conditions have enhancing moderating effect on the relationship between linkage strategies and university performance in Kenya. The significance of firm resources and linkage components in strategy formulation and implementation cannot be overlooked. The key recommendation that the study offers as insights to theory, university authorities and policy makers, is the need to consider firm resource conditions as critical determinants during strategy formulation and implementation process in order to enhance university performance. The main limitation of this study is that primary data was collected from only one respondent per university but common methods bias was mitigated through the use of additional secondary data to validate primary data.

THE ROLE ORGANIZATIONAL LEADERSHIP PLAYS IN STRATEGY IMPLEMENTATION

Purpose: The journal aims at assessing the role organizational leadership plays in strategy implementation.Methodology: The study population was made up of management and support staff of Kenyan commercial banks. The study used questionnaire as a study tool to get pertinent data from respondents. The study focused on 250 top, middle and lower level employees from Kenyan commercial banks. Descriptive and inferential statistical methods were used to analyze data. The descriptive statistics methods used include mean and standard deviation while the inferential statistics utilized in the study include Pearson correlation, analysis of variance (ANOVA), and coefficients. Statistical Package for Social Sciences (SPSS) version 20 and Microsoft Excel programs were the statistical programs that were used for analysis.Results: Of all the factors of organizational leadership, highly statistical significant were leadership commitment and coordination. A correlation analysis to determine the relationship between leadership commitment and coordination demonstrated that leadership commitment influences coordination in the organization.Recommendations: From the study, it is concluded that, commitment, communication, coordination and monitoring were the factors of organizational leadership that had a great influence on strategy implementation and recommends management of organizations to demonstrate leadership qualities in the strategy implementation process.

Testing for strategy-structure fit and its importance for performance

1.INTRODUCTIONOne of the key concepts in strategic management and organizational theory is the concept of fit, seen as the corner stone of the organization's strategic development (Hill and Cuthbertson, 2011). Nadler and Tushman (1980) state that fit between the two elements is defined as the degree to which the needs, requirements, objectives, purpose and/or structure of one element is in accordance with the needs, requirements, objectives, purpose and/or structure of another element. The concept itself emphasizes the importance of harmonization between complex organizational elements in order for them to reinforce one another. In other words, as Carmeli and Tishler state (2004: 1261), the interaction amongst the elements becomes complementary in that the value of one element is increased by the presence of other elements.In the context of organization, Siggelkow (2001) makes the distinction between internal fit seen as a coherent configuration of activities inside an organization and external fit defined as an appropriateness of the configuration given the environmental conditions faced by the firm. Miller (1996) states that the internal fit among elements of an organization can be evidenced by the degree to which strategy, structure and systems complement one another. They reinforce each other and this can result in a cycle of mutual cause and effect that tightens the relationship among them (Andrews et al., 2009). Many theorists emphasize that organizations need to have interdependent and mutually supportive strategy, structure and processes in order to be successful (e.g. Venkatraman and Camillus, 1984; Hamilton and Shergill, 1992; Xu et al., 2006; Garengo and Bernardi, 2007; Roberts, 2007; Cunliffe, 2008; Aagaard, 2016). This high mutual reinforcement leads to a high degree of fit that strengthens organizational effectiveness and creates superior performance (Burton and Obel, 2004; Hsieh and Chen, 2011). At the same time, many empirical studies suggest that there is a connection between the existence of the fit and increased effectiveness of the firm (e.g. Olson et al., 2005; Xu et al., 2006; Andrews et al., 2009; Camuffo and Wilhelm, 2016).Miles and Snow typology of strategy (1984) allows us to understand organizational performance with respect to specific relationship between the four strategic types and environment. Each of the strategic types should be characterized by specific internal organizational settings that need to support chosen strategy and its implementation in order for organization to accomplish its strategic goals in a certain environment. The question that rises is how to align these elements in order to achieve strategy-structure fit, and transform these mutual relations into higher levels of organizational performance. In that sense, the aim of the current study is to capture and determine the pattern of relationships between strategy, structure, and strategy implementation processes and their influence on organizational performance. Therefore, we conducted a cross-sectional field research on a sample of 113 organizations to gain a better understanding of the relationship between strategy-structure fit and performance.The paper is structured as follows. After a short introduction, we give a theoretical overview of characteristics and different approaches in the studies of fit, as well as its importance for performance. Additionally, Miles and Snow typology is shortly presented and analyzed in the context of strategy-structure fit. Methodology and main results of our empirical research are presented in the next section. The paper concludes with a discussion on major findings of the study, research limitations and possibilities for further research.2.ORGANIZATIONAL FIT - CHARACTERISTICS AND APPROACHESTwo concepts of fit, internal fit between organizational strategy and structure on one side, and external fit between strategy and environment of the organization, on the other, have been extensively analyzed in the existing literature. …

O uso da internet como prática estratégica na tomada de decisão pelo middle manager

O papel do middle manager é essencial no processo de implementação da estratégia, o qual exige rapidez, precisão e informações atualizadas para que o sujeito possa tomar decisões. Consideramos que o middle manager atua como agente de integração entre os níveis superior e inferior e pode afetar o rumo da empresa, em razão de suas inserções na organização desde uma perspectiva prática. Este estudo tem como objetivo analisar o uso da internet como ferramenta que auxilia o middle manager em ações práticas para implementação de estratégias. Adotamos uma metodologia qualitativa, por meio de um estudo de caso único, realizado em uma indústria têxtil de grande porte. As principais técnicas de coleta de dados utilizadas foram a entrevista semiestruturada; a análise de documentos e a observação direta. De modo a antecipar alguns resultados, verificamos que o sistema adotado pela empresa, acessado via internet, auxilia e agiliza o middle manager no processo decisório.

PROSES MANJEMEN, STRUKTUR FORMAL DAN PENGGUNAAN INFORMASI

The purpose of this paper is to research whether activity of strategy development and implementation used in practice are formal structured processes, and whether financial and non-financial information are of equal importance across strategy development and implementation activities. This study uses senior accounting officers within large Banten and West Java firms (those employing more than 250 employees). The result from hypotheses testing showed that that strategy development and implementation were relatively formally structured processes in the companies investigated. Nevertheless, financial information and non-financial information are considered equally important both for the development of the strategy and implementation of strategies for the companies surveyed. Companies, it provides value and weight as important both to the financial information for strategy implementation process.

The use of performance measurement information in the work of middle managers

PurposeThe purpose of this paper is to investigate how middle managers utilize performance measurement information in their work. More specifically, the study gives understanding on the impact of performance measurement, policies and procedures (formal controls), and individual intuition and experiential knowledge (informal controls) on strategy implementation and decision making. The study also identifies hindrances to the use of measurement information.Design/methodology/approachThe study is carried out as a semi-structured interview study in Finnish companies representing five industries and 29 interviewees. Empirical data were analyzed deductively according to the research framework combining informal and formal management controls with two managerial processes.FindingsThe work of middle managers is clearly affected by informal controls. Much of the managerial work relies on individual intuition and judgment based on experience instead of performance information or formal instructions. The study also unveiled that top management sees the status of utilizing performance measurement information in a more positive light than do middle managers. This is the case especially in strategy implementation. Deficiency of measurement information was found to be a key factor hindering the use of measurement information but improper analysis of results is also a challenge.Research limitations/implicationsThis study examined the work of middle managers widely in different positions and industries which means that the findings are rather explorative. Simplification was required in order to operationalize the complex tasks of strategy implementation and decision making. Further, more contextually focused research is required in order to understand better the contextual causes of the findings and to provide more understanding on the appropriate ways of improving the utilization of performance measurement information.Practical implicationsThe practical contribution of this study lies in the detailed description of strategy implementation and decision-making processes based on observations in several large companies representing different industries. The study also suggests areas to which development efforts should be concentrated on in order to improve the use of performance information among middle managers.Originality/valueThis study contributes to the earlier literature by highlighting the usage of performance measurement information as opposed to developing new measures. In addition, the novelty value of the paper relates to the focus in the work of middle managers which has gained less attention in the previous research.

Differences in Considering the Operational Risk during the Strategy Implementation Process – Case Study of Classical and Visionary Strategic Approach

Differences in Considering the Operational Risk during the Strategy Implementation Process – Case Study of Classical and Visionary Strategic Approach

How managers use the balanced scorecard to support strategy implementation and formulation processes

In the last twenty years the relationship between Management Control Systems (MCS) and strategy has become a relevant issue to management control investigation. This study aims to understand how managers use the Balanced Scorecard (BSC) to support the processes of implementation and formulation of strategy. The research adopts an exploratory case study approach and was conducted on a business unit of a large industrial Portuguese company. Results were analyzed from the standpoint of Simons’ four control levers (1995, 2000), and demonstrate that the BSC methodology may be used under a diagnosis mode to implement deliberated strategies and, simultaneously, under an interactive mode to promote learning, support strategy revision, and provide conditions for new strategies. The research provides insights into the relationship between MCS and strategy, as it identifies the characteristics of using the BSC in the several levers of control.

Operations strategy: a firm boundary-based perspective

Purpose The purpose of this paper is to advance a firm boundary perspective of operations strategy linking strategic management and business process management. Design/methodology/approach Relevant operations strategy, business process management and boundary perspective literature is reviewed and critically assessed in order to advance a firm boundary-based approach to operations strategy. Within this perspective, a multi-disciplinary and cross-functional framework is provided with the objective of supporting the process of operations strategy formulation and implementation. Findings The boundary perspective has the potential to inform a wide range of operations strategies. Strategic management of operations should be increasingly based on boundary operations. The proposed framework clarifies that the adoption of a spanning boundary perspective should improve the operations strategy process and content. Practical implications This paper offers implications of interest to managers, noting that the adoption of a new perspective in operations strategy should contribute to innovation in operations strategy development and implementation. Specifically, the framework suggests models and tools useful to support the spanning boundary perspective. Originality/value This paper allows operations and process management scholars to focus on key phenomena, such as boundary management. At the same time, the framework responds to the needs of managers who are engaged in operations management for a new perspective that can assist in the strategic management of operations.

CHALLENGES OF STRATEGY IMPLEMENTATION AT ADRIAN COMPANY LIMITED KENYA

Purpose: The objectives of the study were to determine strategy implementation practices at Adrian Company Limited Kenya and to establish challenges of strategy implementation at Adrian Company Limited Kenya. Methodology: The study adopted a cases study research design and an interview guide was used to collect data. The respondents of the study were drawn from the top management team, who were drawn from the various departments comprising of human resource manager, project manager, marketing manager, logistics & procurement manager. Other respondents were drawn from the functional level and operational level departments. Data was analyzed using content analysis.Results: Findings indicated that the strategy implementation practices carried out by Adrian co Ltd consisted of the following critical tasks; the management commitment, team appointment, training for all levels, developing an implementation plan, and establishing an internal auditing system. Findings also indicated that that there existed various challenges to strategy implementation at Adrian Co Ltd. These challenges included inadequate resources and manpower for strategy implementation were inadequate, poor compensation as a challenge to strategy implementation, poor training for the current work force, mismatch between strategy and structure and poor bottom up as well as top bottom communication, organization politics, communication and clarity understanding during strategy implementation.Unique contribution to theory, practice and policy: From the discussions and the conclusions, the study recommended that for an efficient and effective strategy implementation process senior management should be involved and committed throughout the process. The management should ensure that the critical strategy implementation tasks were considered during strategy implementation. In addition, the management should address the challenges of strategy implementation. For instance, regular training should be conducted and compensation should be facilitated through cost of living adjustments (COLA).

Avoiding the strategy execution pitfalls

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Dilemmas do not signal that a strategy is flawed or that leadership is failing. Rather, they are part and parcel of the strategy implementation process. They present consequential choices that need to be understood and addressed. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Holistic Performance Model for Cyber Security Implementation Frameworks

The performance measurement process identifies if an implementation process is within acceptable thresholds. Performance measures for cyber security implementation frameworks are considered strategic controls because it can guide the implementation process. Consequently, corrective or predictive actions could be applied to resolve a security issue early in the implementation process. However, to our knowledge, there are no performance measures designed to function at the country level for cyber security implementation frameworks. As a result, cyber security strategy implementation process is left uncontrolled. To resolve this issue, this article proposes a new holistic performance model that is based on the well-known balanced scorecard. It aggregates performance measures from various entities involved in executing cyber security strategies. The inception of the proposed model draws its applicability to address performance measurement of holistic cyber security implementation frameworks.

IMPLEMENTING NEW PRODUCT DEVELOPMENT: A STUDY OF PERSONAL CHARACTERISTICS AMONG MANAGERS

Strategy implementation is an important aspect of innovation, as only 30% of planned strategies are matched by realised innovation outcomes. The present study investigates this in a setting of strategic implementation of New Product Development (NPD). In the implementation process, the managers’ characteristics are what lead to successful implementation of NPD. Managers’ characteristics affect the decision outcome. This study incorporates curiosity as a personal trait and NPD experience as a personal characteristic of the manager as moderating effects of the strategy implementation process of NPD. 131 NPD managers of Scandinavia SBUs participated in the study. Data were analysed using partial least squares regression. The study finds that managers influence the realised NPD strategy. NPD managers impose competence traps on strategy implementation. Curious NPD managers implementing aggressive strategic intentions create information overload in the NPD process, which decreases the new product novelty. In contrast, realisation of defensive strategic intentions makes experienced NPD managers focus on known NPD competences, thereby decreasing the new product novelty of NPD efforts. The study identified inadequately developed information competences among NPD managers. The result shows the importance of analysing how personal characteristics facilitate or hinder NPD strategy implementation. The competitive advantage of NPD efforts relies on such an analysis.

Linking National Culture and Product Innovation Performance: What Really Influences the Interplay, Strategy Formulation Or Implementation Effectiveness?

<p>A thorough understanding of the impact of culture on innovation strategy formulation and implementation processes as well as product innovation performance is crucial for successful innovation management. The paper through a combination of two research approach, KJ analysis and formal survey aims to shade light on the extent and direction of culture’s impact on product innovation performance. A hypothetical model that links the three bodies of knowledge, national culture, innovation strategy and product innovation performance was developed and tested by using survey data from Ethiopian manufacturing firms. Major problems with the current innovation strategy formulation and implementation process were identified and the role of culture was explored. The result indicates that even though the current cultural setup has a detrimental effect on the performance, the extent of its impact can be minimized through task oriented leadership practice.</p>