A Study on the Causes of Strategies Failing to Success

Köseoğlu, Mehmet Ali; BARCA, Mehmet; KARAYORMUK, Kemal

doi:10.20460/jgsm.2009318462

Cited by 12 publications

(8 citation statements)

References 23 publications

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“…This finding is consistent with our expectations and suggests that organizations should, and can, firmly base their implementation activities on their strong financial infrastructure to design better budgets, metrics, and reward structures, which are all reported as key success factors of successful implementation (Allio, 2005). For example, Koseoglu, Barca, and Karayormuk (2009), in their study of 483 Turkish managers, identified compensation practices as an important factor that influences the success of strategy implementation. Therefore, our finding that well performing firms implement their decisions better than poorly performing ones suggest that organizations should support their implementation activities by better budgets, metrics, and reward (compensation) structures.…”

Section: Discussionsupporting

confidence: 87%

An Exploratory Study of the Determinants of the Quality of Strategic Decision Implementation in Turkish Industrial Firms

Elbanna

Thanos

Çolak

2014

Journal of General Management

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This paper investigates the determinants of quality of decision implementation. By drawing on a sample of 116 firms located in Turkey, we test whether the features of important team processes (i.e., trust and participation), of the organization (i.e. past performance) and of implementation (i.e., its speed and uncertainty) exert an influence on the quality with which decisions are implemented. Exploratory and confirmatory factor analyses were used to test the validity of the measures, while path analysis was used in hypotheses testing. The results suggest that quality of decision implementation is positively related to trust, participation and past performance, and negatively to implementation speed and uncertainty. The implications of these findings for theory, practice and general management are discussed.

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Section: Discussionsupporting

confidence: 87%

An Exploratory Study of the Determinants of the Quality of Strategic Decision Implementation in Turkish Industrial Firms

Elbanna

Thanos

Çolak

2014

Journal of General Management

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“…Tiemersma (2015) and Wolczek (2014) emphasize that top managers do not sufficiently collaborate with mid-level managers, although the latter play a key role in the strategy implementation process by translating top management's expectations into the daily workload of their subordinates. Top managers usually do not coordinate and integrate activities between different levels and business functions in a proper manner (Al Ghamdi, 1998;Hrebiniak, 2006;Pučko & Čater, 2008;Koseoglu et al, 2009, Kalali et al, 2011 and the responsibilities during the implementation process are not clearly defined (Hrebiniak, 2005;Shah, 2005;Radoš, 2011;Behery et al, 2016). In addition to this, top managers fail to collect employees' suggestions and develop appropriate programs to improve employees' skills and competencies needed for the implementation of new strategies or quick adaption to changing conditions (Shah, 2005;Pučko & Čater, 2008;Heathfield, 2019), which is why employees performing operational tasks are not ready to accept and execute what is expected of them.…”

Section: Literature Reviewmentioning

confidence: 99%

Untitled

2021

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALManagement, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNALThe entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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“…If strategic planning is strategically implemented, it can be arguably and reasonably predicted that organizations would undoubtedly achieve their goal and objectives. The failure of most of the strategic plans stems from the poor quality of the plan and poor implementation (Resnick, 2010; Khadem, 2008;Koseoglu et al, 2009). An ideal strategic planning and implementation should be able to survive moderate challenges and at the end of them all, deliver on its goal.…”

Section: Introductionmentioning

confidence: 99%

Strategic planning and goal attainment of polytechnics in Ondo state of Nigeria

Nzewi¹,

Ebele²,

Alaba³

2017

Int J Bus Manag Soc Res

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Polytechnics are bedevilled with myriads of problems that can jeopardize the attainment of their goal. Some of these problems are related to finance and equipment. The objective of the study is to examine the relationship between strategic planning and goal attainment of polytechnics in Ondo State of Nigeria. The study used correlational research design and questionnaire was the instrument used to collect data from the respondents. The mean and standard deviation were used in analyzing the data while Pearson Product Moment Correlation coefficient was used to test the relationship between strategic planning and goal attainment of the polytechnics. The findings of the study revealed among other things that there was a significant positive relationship between strategic planning and goal attainment of the Polytechnics. It is therefore recommended that the polytechnics should sustain and improve on the implementation of their strategic planning so as to continually achieve its goal in the face of challenges.

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A Study on the Causes of Strategies Failing to Success

Abstract: ABSTRACT

Cited by 12 publications

References 23 publications

An Exploratory Study of the Determinants of the Quality of Strategic Decision Implementation in Turkish Industrial Firms

An Exploratory Study of the Determinants of the Quality of Strategic Decision Implementation in Turkish Industrial Firms

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Strategic planning and goal attainment of polytechnics in Ondo state of Nigeria

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