Conceptualizing and measuring the “strategy execution” construct

Oliveira, Carla Albuquerque de; Carneiro, Jorge; Esteves, Felipe

doi:10.1016/j.jbusres.2018.03.012

Cited by 33 publications

(62 citation statements)

References 32 publications

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“…Although framing a coherent strategy is a tough task for the management team, it is even more difficult to implement this strategy and work across the organization (Hrebiniak 2006;de Oliveira, Carneiro, and Esteves 2019). Effective strategy management implementation must (1) spell out the future track, (2) propose internal action approaches, (3) make the appropriate choices and priorities, (4) effectively manage organizational changes and uncertainties in the external environment, (5) develop the teamwork and capability based on resources, procedures and people and (6) develop effective strategies to increase organizational performance (Cole 2004).…”

Section: Relationship Between Strategy Management Implementation and mentioning

confidence: 99%

The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

Kombate¹,

Emmanuel²,

Richard³

2021

JPAG

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Strategic management implementation in public sector study has nowadays become the most commonly researched area among public administration scholars and researchers. However, to the best of our knowledge, there has been no attempt to investigate the influence of the implementation style and the middle management on the Strategic Management Implementation (SMI) and organizational performance (OP). There is a paucity of studies that have been undertaken in developing countries. This study aims to fulfil this research gap, investigated in the moderated mediation effect of the combination of the implementation style and middle management effort in the relationship between SMI and OP. The study data was collected on a sample of 468 public managers in the Togolese central government organizations. The findings show that public organisations that opt for logical implementation style in its program implementation result in a non-significant estimate at the mean and 1SD below the middle management effort (W). However, in the organization that applies incremental implementation style in its program implementation, the estimates at mean, 1SD below and 1SD above the mean of the W are all statistically significant. Developing country public sector organisations characterized by traditional bureaucracy and lack of administrative reform program implementation that opt for logical implementation style will likely decrease performance.

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Section: Relationship Between Strategy Management Implementation and mentioning

confidence: 99%

The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

Kombate¹,

Emmanuel²,

Richard³

2021

JPAG

View full text Add to dashboard Cite

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“…In the field of management studies most of the work focuses on strategy formulation and neglects the implementation phase, which leaves this field underresearched [e.g. 8,11,13,14,15]. Consequently, the number of studies reporting strategy implementation guidelines, theoretical models or a clear definition to executives is limited [11,13,14].…”

Section: Strategy Implementation Actionsmentioning

confidence: 99%

“…8,11,13,14,15]. Consequently, the number of studies reporting strategy implementation guidelines, theoretical models or a clear definition to executives is limited [11,13,14]. This leads to executives spending most of their time on strategy formulation as they feel more comfortable in this process while neglecting the process of strategy implementation [11].…”

Section: Strategy Implementation Actionsmentioning

confidence: 99%

“…Even though the identification of the previously mentioned implementation problems and the development of implementation frameworks have improved the success rate of implementation efforts, the failure rate is still too high [10]. One promising avenue of research to improve these failure rates has been proposed by de Oliveira et al [11]. The authors introduced an operational model for the strategy implementation process, which serves as basis for this study.…”

Section: Strategy Implementation Actionsmentioning

confidence: 99%

“…Considering the lack of understanding about the determinants of DBS implementation, we investigate the research question of which specific SIA influence the level of implementation of a DBS. Especially, following to the theoretical framework of de Oliveira et al [11] we are testing for the effect of unfolding, coordination, communication, control and feedback, and development of human resources policies and employee competences on the implementation of a DBS.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

An Empirical Assessment of the Impact of Strategy Implementation Actions on Digital Business Strategy

Doelman¹,

Joshi

Brüggen

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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In this paper we investigate the effect of strategy implementation actions (SIA) on the implementation of a digital business strategy (DBS). The result presented in this paper are based on an online survey with 191 responses from senior vice presidents and vice presidents of a large German manufacturing organization. Using structural equation modeling (SEM), we find a positive significant effect SIA on the implementation of a DBS. This is an important implication for academics and practitioners alike, as the actions can serve as implementation guidelines in the future.

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Circular business strategy challenges and opportunities for Industry 4.0: A social media data‐driven analysis

et al. 2022

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This study contributes to state-of-the-art circular business strategies (CBSs) for Industry 4.0 (I4.0) by designating the critical indicators since the advent of I4.0 and demonstrating the business challenges and opportunities for the global development of circularity-based operations. Social media big data-driven analysis is used to compare geographical regions, and suggestions are made to promote CBSs among regions. CBSs for I4.0 are receiving increasing attention, but a holistic viewpoint and an understanding of the indicators influencing their effective and successful implementation in each region are still lacking. To fill this gap, this study aims to determine the definitive CBS indicators for I4.0 and their opportunities and challenges across regions. As an enormous amount of multisource information is obtained from capitalizing on social media data analytics, firms can adopt social media data-driven analysis, including content analysis, normal distribution tests, and the entropy weight method, to detect opportunities and challenges connected with the transformation to a CBS for I4.0. There are 28 validated indicators from the original set of relevant hashtags.The results show that the top indicators with a high level of difference among world regions selected for further discussion include waste management, vanguard leadership, deep learning, strategy execution, and collaboration. The findings of this study are a reference for decision-makers to determine a suitable direction for CBS implementation, thus gaining sustainable competitive advantages.

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Conceptualizing and measuring the “strategy execution” construct

Cited by 33 publications

References 32 publications

The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

The Implication of the Strategic Implementation Style and Middle Management Effort in Public Organization Strategic Management Implementation and Its Organizational Performance

An Empirical Assessment of the Impact of Strategy Implementation Actions on Digital Business Strategy

Circular business strategy challenges and opportunities for Industry 4.0: A social media data‐driven analysis

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