Strategy implementation efficiency on the process level

Abstract

Purpose The purpose of this paper is to verify the extent to which corporate strategy is reflected in lower managerial levels, and problem addressed by the author has been analysed with reference to a functional as well as a process-oriented system. Design/methodology/approach This paper is empirical in nature, as it refers to results of a survey conducted in 30 Polish enterprises. The author’s attention has been focussed on identification and analysis of the actions comprising implementation of a strategy on different levels of management, with particular consideration of the process level. Findings Based on the measurements undertaken by the author, it was established which methods were most frequently applied for the sake of strategy implementation, the existing barriers were highlighted and the correctness of the strategy deployment on the strategic, the tactical and the operating level was assessed. It was also assessed to what extent the strategy becomes reflected on the level of key processes. Research limitations/implications The results obtained are, in the first instance, legitimate with regard to large and medium-size organisations, and second, to businesses which have matured in the scope of strategic management and process management. Practical implications The practical aspects addressed by the author are linked with identification of the most problematic obstacles encountered in strategy implementation as well as the solutions proposed for their elimination. Originality/value The paper provides an innovative solution for studying the degree of successful strategy implementation in a functional as well as a process-oriented system. The research results presented in the paper are up-to-date and reflect the latest trends observed in the enterprises examined.

Strategy implementation process for better employees’ performance in construction companies

“…Successful strategy implementation needs good strategic input [12]. It requires efficient downline information transfer [6]. The management team needs to give information about the companies' vision and mission to the employees [12].…”

“…A comprehensive understanding of the company's vision and the mission will smoothen the strategy implementation process [15]. However, information transfer can be challenging, and information can get deteriorated throughout the process [6].…”

“…Employees' involvement in decision making is also important to avoid rejections in strategy implementation stages [6]. An organic organisation structure encourages the employee's involvement in decision making [16].…”

“…However, a good strategy formulated only serves its purpose if it is successfully implemented [5]. About 90% of companies failed to successfully implement strategies [6]. Studies have shown that the failures of Malaysian construction companies are due to ineffective strategy implementation process [7].…”

“…Studies have shown that the failures of Malaysian construction companies are due to ineffective strategy implementation process [7]. Strategy implementation can influence companies' performance, including the employees' performance [6]. With good employees' performance, companies will be able to increase company efficiency and productivity [8].…”