Conceptualizing and measuring strategy implementation: A multidimensional view

Development and Validation of Multi-Dimensional Measures for Strategy Implementation

Strategic planning involves defining the organization’s long-term goals and ways to achieve them through the development and implementation of strategies. In the military sphere, strategic planning managers play a key role in ensuring the efficient use of military resources, achieving national defense goals, and responding to possible threats. The article reveals that technical culture is a set of knowledge, skills, values and practices related to the effective use of technologies, technical means and methods in professional activities. It includes not only knowledge of technical aspects, but also the ability to apply them rationally, improve them, and integrate them into work processes. Technical culture reflects the level of technical awareness, innovation and ability to adapt to new technological challenges. The technical culture of strategic planning managers encompasses a set of knowledge, skills, and values that allow effective use of modern technologies and tools to make reasonable decisions in strategic management. Among the components of technical there is the ability to analyze data, innovate, and coordinate resources to achieve the goals of the organization. The aim of the article is to reveal the theoretical and methodological aspects of formation and development of technical culture of strategic planning managers, its essence and content. The methodology of the study is based on an integrated approach that combines several research methods for a comprehensive analysis. The main components of such a methodology involve the analysis of scientific and educational sources related to technical culture, strategic planning and management of organizations; obtaining information about the essence and content of technical culture; identifying traditional and innovative forms and methods of formation and development of technical culture; generalizing the data obtained, making conclusions about the impact of managers’ technical culture on strategic planning. Conclusions. Effective formation of the technical culture of strategic management managers in higher education institutions can be achieved through interactive forms of learning, such as simulation games, project-based learning, and gamification. The use of methods such as flipped learning, adaptive learning, and cross-disciplinary teams helps engage students and develop their analytical and technological skills. Such approaches provide the practical experience needed to successfully integrate technology into strategic management. Key words: technical culture, strategic management managers, higher education institutions, interactive forms of learning, innovative teaching methods, strategic planning.

The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.

The study explored the relationship between strategy formulation, implementation, and performance in the context of higher education institutions, focusing on the Uganda Management Institute (UMI).Guided by three objectives: (i) to determine the relationships between strategy formulation and performance (financial and non-financial), (ii) to determine the relationship between strategy implementation and performance (financial and non-financial), and (iii) to determine the difference between strategy formulation and strategy implementation; 37 stakeholders including senior management, academic and administrative employees, students and alumni leaders at UMI provided data for the study using a purposive sample approach to the respondents.The data analysis employed Pearson's correlation and ANOVA tests to assess the relationships between strategy formulation, implementation, and performance.The findings reveal a statistically significant positive correlation between strategy formulation and performance and a non-significant correlation between strategy implementation and performance.The study further confirmed that there was a significant difference between strategy formulation and strategy implementations.Conclusions were drawn and recommendations given with regards to bridging the gap between the two aspects of strategy.

Strategic management was first originated in the Military and adopted to the business sector as important management tool in response to the unpredictable, turbulent, and chaotic world. It is the process of determining what an organization intends to be in the future and how it will get there. It is a tool which helps to define the best future for the organization and the best path to reach that destination. The overall objective of the study is to examine the Effect of Strategic Management Practices on the institutional Performance; the case of Dedebit credit and saving institution in Eastern Tigray. This study the Effect of Strategic Management Practices among 128 sampled Dedebit credit and saving institution out of 346-targeted population at eastern Tigray. Stratified sampling was employed to select the respondents in this study. The study utilized both quantitative and qualitative approaches. Data was collected through questionnaires and documents of the organization also SPSS was used to analyze data. Data analysis was carried out using descriptive statistics and multi regression model. The descriptive part presents the stages of effect of strategic management Dedebit credit and saving institution using graphs and table based on the position held and experience. The empirical study shows strategic management implementation was found to be of more challenging than the designing process. Most respondents confirmed their capability of translating the strategic into action plans also self-initiated to prepare a comprehensive strategic plan rather than considering as an imposition of their donors. Findings showed that most DECSI try to manage strategically by aligning Initiatives with Strategy, engaging staff fully in strategy implementation, keeping staff fully informed about corporate strategic direction, monitoring strategy and implementation in order to adapt it where necessary to meet the challenges and realities of the times and structuring the organization to be effective in its strategy implementation. The study also showed that all the strategic management practices had significant positive effects on organization performance. Furthermore, the study showed that the most ensnaring pitfall of strategic management is the inability of organizations to translate strategy into a corporate purpose. This was followed by short term planning, failure to create accountability for results, inability to foster belief in the strategy, ignoring external trends, overconfidence based on existing success and failure to respond to structural changes in the market. Finally, the study showed that strategic management practices have direct positive relationship with corporate performance. Based on the findings, the study recommended that managements of savings and loans companies factor into their strategic management decisions, the marketing environment and the prevailing macro conditions in order to come out with an effective strategic plan that would have positive impact on institutional performance. Keywords: strategic management practices, performance, DECSI, Eastern Zone.

The research described in this paper assembles a set of tools on the basis of experiences and best practices in a diverse set of states for linking strategic goals to resource allocation and implementation decisions using aspects of asset management. A survey of practices in each of the state DOTs explored documents and synthesized both strategic planning processes and asset management. With input from an expert advisory panel, five states were the subjects of detailed analysis: Florida, Maryland, Michigan, Montana, and Pennsylvania. Each of the states was visited by a project team that spent 2 days on-site. Information on the strategic planning and asset management process was obtained through personal interviews with DOT officials and the acquisition of materials describing these processes. Based on detailed documentation of the practices in each of these states, a synthesis of best practices of the linkage between asset management and strategic planning was developed. The resulting model process does not represent any particular state, but incorporates elements from all five states. This synthesis can provide useful guidance to states interested in augmenting their existing processes.

This research project will be a case study of the strategic planning process. More specifically, the project will "pattern match" (Yin, 1989) the actual strategic planning process of a non-profit organization, Seniors Helping Others, with the theoretical framework outlined by Backoff and Nutt in A Process for Strategic Management with Specific Application for the Nonprofit Organization (1988). The project will be presented in the following chapters: Chapter 1 - Literature Review: This chapter will describe the existing literature on the strategic planning process, beginning with the definitions of strategic planning and proceeding to the future of this technique. The chapter concludes with a formulation of this project and how the project is justified in the context of the current literature. Chapter 2 - Theoretical Framework: This chapter will focus on a theoretical framework of strategic planning that is used to assess this project. Most of this chapter will be a detailed description of each step of the selected model, as well as a discussion on some of the planning techniques used in the process. In addition there will be a brief explanation of why this model was selected rather than other strategic planning models outlined previously in Chapter 1. Chapter 3 - Case Example: This chapter will examine the strategic planning process as experienced by the case-study, a non-profit organization. The chapter will begin with a description of the case-study, a nonprofit organization; its mission, goals and objectives; its clients; and its programs. The organizations rationale for undertaking the strategic planning process will next be discussed. Last, this chapter will detail the process that the organization undertook beginning with the decision to formulate a strategic plan through the completion of the process. Chapter 4 - Findings and Conclusions: This chapter will combine the findings of the case study example with the theoretical framework outlined by Backoff and Nutt (1988) and discussed in Chapter 2. The purpose of this is to assess how well the actual events fit the selected strategic planning model. The comparison between the case study example and the theoretical framework will be accomplished by employing a technique called pattern matching. The first part of this chapter will attempt to match Senior Helping Other's (SHO) process against the selected theoretical framework specifically looking for areas where SHO did not follow the model. The next section will address the issues that SHO encountered during the process that were not

This article describes the strategic planning process used to define the health care needs of a region and to prepare Henry Ford Health System (HFHS) to meet the needs of the 21st century. It presents key applications of continuous quality improvement in the development and implementation of the strategic plans for HFHS; explains how HFHS adapted the Deming/Shewhart cycle of continuous improvement for the purpose of improving its planning process; and delineates how the strategic planning, financial planning, and quality planning processes have been integrated.

Strategy management is crucial for organisational success, but the relationship between strategy management and performance remains unclear. In the context of public secondary schools in Kenya, the Ministry of Education has directed schools to develop and implement strategic plans. However, some schools face challenges in their strategy management. This study aimed to examine the impact of strategy implementation on academic performance in public secondary schools in Bungoma County, Kenya. The study population included 258 principals, 1,290 heads of departments, 258 bursars and quality assurance officers from 258 public secondary schools in the county. Data were collected through questionnaires, interviews, and document analysis. The results indicated a strong positive relationship between strategy implementation and academic performance in public secondary schools. It is concluded that schools that successfully implement strategies to improve education outcomes are more likely to achieve higher academic performance than schools that do not. Recommendations of the study are that streamlining strategy formulation, implementation, and evaluation processes in public secondary schools, enforcing policies to enhance education quality and access, and empowering schools to develop tailored strategic plans are highly encouraged. These findings can inform the Ministry of Education and other education stakeholders in improving policies and practices related to strategy implementation and academic performance in secondary schools

The contemporary business landscape is intricately interwoven with technology, encompassing diverse tools and innovative processes strategically employed to fulfill organizational goals. This comprehensive exploration delves into the multifaceted role of technology in strategy implementation, control, and evaluation within the framework of strategic management. In strategic planning, technology is instrumental in optimizing operational resources across various facets of a company. To effectively harness employee contributions, a strategically managed company must orchestrate the right balance of input in the product development process. The use of information systems emerges as a linchpin for maintaining competitive advantage by enabling companies to respond dynamically to evolving business markets. Whether adapting to changes in a dynamic market or consolidating gains in a stable one, information systems play a vital role in strategic adaptability. The primary focus of this study is a meticulous analysis of the effect of information technology on strategy implementation, control, and evaluation. Adopting a desktop research methodology, this investigation unravels the intricate role of information communication technology infrastructure as a key driver for effective and efficient strategic management processes. However, it underscores the critical need for organizations to carefully select the type of IT infrastructure, as inappropriate choices can introduce confusion and hinder the seamless flow of the strategic management process.

Business performance in financial institutions remains uneven across emerging economies, despite sustained investments in strategic planning and reform initiatives. Attention has increasingly shifted from strategy formulation to execution, yet empirical evidence on how strategy implementation shapes organisational performance in developing financial systems remains limited. This study examines the relationship between strategy implementation and business performance in Nigerian financial institutions, using Wema Bank Plc as an empirical case. Drawing on goal-setting theory and the resource- based view, strategy implementation is operationalised through five core dimensions: strategic leadership, organisational structure alignment, communication clarity, resource allocation, and technology integration. A quantitative survey design was adopted, with data collected from 270 employees across selected branches in Lagos State. Descriptive statistics and regression analysis were used to assess the impact of strategy implementation on business performance. Findings indicate that strategy implementation has a statistically significant positive effect on business performance, with all five dimensions showing strong explanatory power. The study reinforces the centrality of execution in strategic management and offers evidence-based insights for managers seeking to translate strategic intent into measurable organisational outcomes within financial institutions.

Purpose– This paper aims to synthesize and categorize the published literatures related to maintenance strategies formulation, selection and implementation in various industries. The purpose of this paper is to develop a conceptual framework based on literature review for formulation of maintenance strategies, selection and the implementation of selected strategies. Further, to study on impact of maintenance strategies implementation in maintenance function.Design/methodology/approach– A literature review has been carried out to identify the existing frameworks related to maintenance strategies formulation, selection of maintenance strategy and implementation of maintenance strategy in the industry. Literature support for all the conceptual constructs referred in the framework has been discussed to establish a logical sequence.Findings– A conceptual framework for maintenance strategies formulation, selection and implementation and its impact in maintenance function has been developed. Further, constructs and sub-constructs which form the basis for maintenance strategies formulation, selection and implementation have been identified from the literatures. In addition, propositions have also been formulated to support the conceptual framework and these propositions provide the logical relationship among the maintenance strategies formulation, selection among the formulated strategies and the implementation of these strategies.Research limitations/implications– The conceptual framework developed in this paper for maintenance strategy formulation and selection is yet to be empirically tested. The proposed framework can be tested in various industries.Practical implications– Literature study on maintenance strategy formulation and selection has so far been very limited. Maintenance strategy selection is a critical decision-making problem for the maintenance managers working in the process plant, manufacturing companies, etc. The conceptual framework proposed in this paper will help maintenance managers to asses, formulate, select suitable maintenance strategy and implement for their organization.Originality/value– The paper provides comprehensive study on maintenance strategy problem which will be useful to researchers, maintenance managers and other professionals in various industries such as process industry, manufacturing industry, etc., to understand maintenance strategy selection problem and implementation of maintenance strategy.

The article examines the theoretical foundations of strategic enterprise management, the evolution of strategic management, the essence, critical approaches, and principles of strategic enterprise management. It is noted that the term «strategy» was first used by A. Chandler in 1962 and the term «strategic management» by I. Ansoff in 1965. The evolution of strategic planning was studied. I. Ansoff identified four stages of strategic management development, in particular: Stage I – reactive (Chandlerian) adaptation, Stage II – strategic planning, Stage III – management of strategic opportunities, and Stage IV – management of problems on a real-time scale. Namely: Stage I – budgeting and control, Stage II – long-term planning, Stage III – strategic planning, and Stage IV – strategic market management. The strategies of the school were analyzed, which were analyzed in detail in the work of H. Mintzberg, B. Ahlstrand, and J. Lempel. These schools can be grouped according to the nature of research into three groups in the following group: Group I – includes three schools: design, planning, and positioning; II group – consists of six schools: entrepreneurial, cognitive (cognitive), school of education, power (force), culture and external environment; III group – includes one school: configurations. The article analyzes the existing definitions of the essence of the concept of «strategic management», which means the processes of making managerial decisions or sets of decisions; management process; action model; management of the organization based on human potential, etc. The author’s definition of strategic management has been formulated, which should be understood as the specific processes of making and implementing management decisions regarding the formation and implementation of a strategy with the targeted achievement of established goals, which are based on an objective assessment of the external and internal conditions of the enterprise’s functioning.

Purpose The study aims to explore the role of sustainability reporting in strategic management. It examines how sustainability reporting affects strategy implementation (single-loop learning) and strategy formulation (double-loop learning). Design/methodology/approach Using a case-study methodology, 22 semi-structured interviews were conducted at a large mining company. Additionally, secondary data, including the company’s sustainability reports from 2018 to 2023, were gathered. A thematic data analysis was used. Findings The study shows that sustainability reporting contributes to strategic management. More specifically, sustainability reporting facilitates strategy implementation (single-loop learning) by identifying deviations, prescribing actions and clarifying responsibilities. Moreover, it facilitates strategy formulation (double-loop learning) by supporting materiality analysis and external benchmarking, identifying strategic uncertainties and reassessing and adjusting the strategy. Research limitations/implications This case study is exploratory. While NordMine represents a unique case, it is possible that studying a different company would result in different insights. Therefore, future longitudinal case studies are suggested to build on and further develop the findings presented in this paper. Practical implications The findings originate from a resource-intensive company that is at the forefront of sustainability transition and has recently reformulated its strategy toward sustainability. The study provides detailed insights into how sustainability reporting can be used by practitioners in different industries to facilitate strategic management, for example, by identifying sustainability key performance indicators and improving their follow-up. Originality/value The study contributes to the literature by problematizing the link between sustainability reporting accounting and strategic management. It shows how sustainability reporting affects processes and activities that are usually considered to be related to strategy formulation (interactive control) and implementation (diagnostic control).

This chapter looks at strategic urban plans that are used by cities around the world to establish leadership priorities and set out what a city and its leaders aim to achieve in a certain time span. Strategic plans connect leaders to structures and institutions and aim to catalyze action. The chapter investigates the process of developing a strategic plan that can bring actors together to establish governance priorities. It explains how strategic plans, when completed and adopted by a city, identify an approach to achieve those priorities. The process of strategic planning and the resulting strategic plan document, as tools, complement the work of city leaders and municipal institutions in cities and provide a platform for bridging silos and building coalitions across the transitional constituencies that underpin the governance of global cities.