Relevant bibliographies by topics / Strategy implementation

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategy implementation'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 March 2023

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Journal articles on the topic "Strategy implementation"

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Baroto, Mas Bambang, Nader Arvand, and Fauziah Sh Ahmad. "Effective Strategy Implementation." Journal of Advanced Management Science 2, no. 1 (2014): 50–54. http://dx.doi.org/10.12720/joams.2.1.50-54.

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Berger, André, Alexander Grigoriev, and Joyce van Loon. "Price strategy implementation." Computers & Operations Research 38, no. 2 (February 2011): 420–26. http://dx.doi.org/10.1016/j.cor.2010.06.010.

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Cândido, Carlos J. F., and Sérgio P. Santos. "Implementation obstacles and strategy implementation failure." Baltic Journal of Management 14, no. 1 (January 7, 2019): 39–57. http://dx.doi.org/10.1108/bjm-11-2017-0350.

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Purpose The purpose of this paper is to address the following question: How do strategy implementation obstacles relate to each other and affect strategy implementation? Design/methodology/approach The research methodology is qualitative and based on an extensive review of the literature and on an in-depth case study analysis. Findings This paper draws two main conclusions. The first is that the many obstacles that impact the strategy implementation process can interact and be strongly interrelated in dynamic and complex manners. The second is that obstacles can lead to and reinforce other obstacles, eventually forming long chains of blockages. Originality/value Strategy implementation remains a difficult task with improbable success. This paper provides a contribution to an explanation on why so many strategy implementation efforts fail. It is one of the very few papers addressing the issue of the relationships between strategy implementation obstacles.
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Ekshembeeva, L. V., and M. Sh Musataeva. "DISCURSIVE STRATEGY OF SCIENTIFIC REPORT AND ITS IMPLEMENTATION." RUDN Journal of Language Education and Translingual Practices 14, no. 1 (2017): 9–17. http://dx.doi.org/10.22363/2312-8011-2017-14-1-9-17.

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SZARATA, Mateusz. "BUS LANE IMPLEMENTATION STRATEGY." Transport Problems 17, no. 3 (September 30, 2022): 97–108. http://dx.doi.org/10.20858/tp.2022.17.3.08.

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This paper proposes a methodology for bus lane allocation including different strategies, dynamic bus lanes, and exclusive bus lanes. Choosing the right solution depends on many factors, such as traffic flow, passenger flow, and time losses. Analytical or simulation models can be used to evaluate the effectiveness of a separate bus lane. Analytical methods are simple to use and provide results in a short time. Simulation models, unlike analytical ones, require much more time and data to prepare but they are also much more detailed and accurate data. Therefore, analytical models may be particularly needed in the first stage of planning work during which potential sections for separated bus lanes are indicated. In this article, the author proposed an analytical model based on the 6th edition of the Highway Capacity Manual, which can be used to assess the implementation of separated bus lanes in different strategies. The final model developed was calibrated using traffic measurement results collected in a Polish city. As a result of the work, the author proposed the calculation procedure of the assumptions and diagrams, enabling the assessment of the selection of the appropriate solution.
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Walsham, Geoff. "IS strategy and implementation." ACM SIGOIS Bulletin 14, no. 2 (December 1993): 13–16. http://dx.doi.org/10.1145/170846.170852.

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Obeidat, Bader Yousef, Alaa Al-Hadidi, Ali Tarhini, and Ra’ed Masa’deh. "Factors affecting strategy implementation." Review of International Business and Strategy 27, no. 3 (September 4, 2017): 386–408. http://dx.doi.org/10.1108/ribs-10-2016-0065.

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Purpose The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East. Design/methodology/approach Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent. Findings Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process. Practical implications It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination. Originality/value This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.
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Shipley, David, and Kwai Sun Wong. "Exhibiting Strategy and Implementation." International Journal of Advertising 12, no. 2 (January 1993): 117–30. http://dx.doi.org/10.1080/02650487.1993.11104530.

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Yaprak, Attila, Shichun Xu, and Erin Cavusgil. "Effective Global Strategy Implementation." Management International Review 51, no. 2 (April 2011): 179–92. http://dx.doi.org/10.1007/s11575-011-0071-6.

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Abdullah Saif, Nashwan Mohammed. "How does Marketing Strategy Influence Firm Performance? Implementation of Marketing Strategy for Firm Success." International Journal Of Innovation And Economic Development 1, no. 3 (2015): 7–15. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.13.2001.

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Dissertations / Theses on the topic "Strategy implementation"

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Johansson, Emily, and Johanna Svensson. "Implementing strategy? Don't forget the middle managers : Strategy implementation from a middle management perspective." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64509.

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Business strategy in itself is a well-known concept in today’s academic literature and extensive research on strategy formulation can easily be found. Strategy implementation on the other hand has not been researched to the same extent. This seems to be contradictory when one takes into consideration that effective and efficient strategy implementation has been proven to have an incredibly large impact on the success of any firm, company or organisation. Furthermore, no strategy will be beneficial for a company if it cannot be implemented. Adding to the complexity of this situation, middle management has long been disregarded concerning the strategy process or even thought to be detrimental. However, in recent years there has been a shift and research has started to recognise the importance of middle managers. The thesis aims to provide a deeper understanding of how middle management actively operates when implementing strategy. By doing so the thesis may be of value for middle managers and companies working with strategy, by increasing awareness about middle management’s influence on the strategy implementation process.  This thesis is partially exploratory and partially descriptive with a qualitative and deductive nature. In order to answer the purpose, a research strategy of case studies was used where empirical data was collected from interviews held with six different middle managers.  An implementation process model that described the different phases of strategy execution and supporting activities surrounding implementation was created. The developed implementation framework had its foundation in previous research concerning strategy implementation from an organisational perspective. The data that was collected from the middle managers was then analysed and compared to the model. By modifying the implementation process model using the information received from the middle managers a verified implementation process model was created which takes into account the middle management perspective.   The most important findings suggest that middle managers are important for the implementation process. An implementation process model from a middle management perspective has been developed which presents the phases of execution and what impact middle managers have during the course of the implementation. The findings further suggest that middle management can increase the successfulness of a strategy if allowed influence from start to finish.
Strategier i sig självt är ett välkänt område i dagens akademiska litteratur och man kan enkelt hitta utförlig forskning om strategi formulering. Implementeringen av strategier är däremot inte ett lika populärt forskningsområde. Detta är något motsägelsefullt när man tar hänsyn till att en effektiv implementering av strategi har visat sig ha en väldigt stor påverkan på företags framgång. Dessutom kan ingen strategi vara fördelaktig för ett företag om strategin ej kan implementeras. För att öka komplexiteten av detta har mellanchefer länge blivit förbisedda eller till och med ansetts vara skadliga för strategi processen. Dock håller detta på att ändras och mellanchefer börjar mer och mer anses som viktiga. Denna uppsats försöker skapa en djupare förståelse för hur mellanchefer aktivt arbetar när implementering av strategier sker. Genom detta kan uppsatsen vara av värde för mellanchefer och företag som arbetar med strategier genom att bidra med en ökad medvetenhet om mellanchefers påverkan på implementeringsprocessen.  Uppsatsen var delvis explorativ och delvis deskriptiv med ett kvalitativ och deduktiv tillvägagångssätt. Fallstudier användes där data samlades in via intervjuer med sex olika mellanchefer.  En modell som beskriver implementeringsprocessens olika faser och stödjande faktor skapades. Modellen var baserad på tidigare forskning om implementering av strategier från ett företagsperspektiv. Data som samlades in från mellancheferna var sedan analyserad och jämnförd med modellen. Genom att anpassa modellen med informationen från mellancheferna en verifierad implementeringsprocess utifrån ett mellanchefsperspektiv skapades.  Det viktigaste resultatet antyder att mellanchefer är viktiga för implementering av strategier. Implementeringsmodellen ur ett mellanchefsperspektiv presenterar faser av utförandet av strategi och effekten mellanchefer har under implementeringsprocessen. Resultaten antyder även att mellanchefer kan öka strategiers sannolikhet för framgång om de har möjlighet att bidra från stat till slut.
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Ekblad, Emelie. "Strategy 2 Performance : Turing Strategy 2 Performance through Successful Implementation." Thesis, Linnéuniversitetet, Institutionen för teknik, TEK, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-25286.

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The purpose of this study was to understand key challenges in turning strategy to performance, and with that as a fundament suggest a model for the strategy implementation process. The work is based on a theoretical framework that brings together and merges different areas of science to create new synergies and leveraged results. In this case, the area of Strategic Implementation receives added value from mainly Innovation- and Knowledge Management, as aspects of the intersection between Industrial Dynamic and Organizational Behavior. Moreover, due to the strategic focus, additional theory regarding Technology Marketing is also included. Departing from the theoretical framework, an empirical study was conducted by qualitative interviews of two managerial levels at an international conglomerate. The outcome of both theoretical and empirical findings is discussed and analyzed, and results in two main recommendations, addressing the question of how the challenges could be solved with innovation and knowledge management as a fundament for implementation. One of the main recommendations is cyclic implementation routines, advancing in a loop consistent of; Strategic selection; Enabling of effective knowledge acquisition; Implementation; and Learning. The other main recommendation is an Innovative and learning organization, involving Shared vision, leadership and the will to innovate; Appropriate structure; Effective Team Working; Continuing and stretching individual development; Extensive communication; High involvement in innovation; External focus; and a Creative climate. Coherent with these recommendations, a model is presented where the cultural components could be regarded as the fundament of the organization, which is complemented with the learning cycle and regard to the organization’s holistic level of maturity. This model strives to inspire to “manage the flow of organizational culture to make the wheels of implementation routines spin”.
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Feurer, Rainer. "Dynamic strategy formulation and implementation." Thesis, Cranfield University, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.259991.

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Dostál, Lukáš. "Návrh strategie firmy KOSYKA s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224152.

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The thesis solves a new proposal strategy of the company KOSYKA, Ltd.. The theoretical part specifies options strategy and its types. The practical part of the thesis analyzes the current condition of the company and the resulting proposal for a new strategy.
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Filoušová, Petra. "Návrh strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221622.

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This master´s work deals with the analysis of the current situation of the company and her key competitors. It includes project such as strategy of company, which helps to keep and strengthen the current position of the company on the market.
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Мішина, О. В. "TNC investment strategy: development and implementation." Master's thesis, Сумський державний університет, 2019. http://essuir.sumdu.edu.ua/handle/123456789/76277.

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Theoretical bases of TNEs investment strategies and stages and timeline of the strategy implementation are represented. Analysis of the background and key factors defining international expansion strategy are provided, overview of strategic forms of entering foreign markets with evaluation of advantages and disadvantages are given . Dynamic analysis of investment climate and market development in Ukraine are provided, key success factors of a foreign market entry in the framework of long-term TNE strategy based on the business case outcome are provided.
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Cândido, Carlos. "Implementation of a service quality strategy: application to the Algarve hotel industry." Doctoral thesis, EThOS, British Library, 2001. http://hdl.handle.net/10400.1/1924.

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Tese dout., Doctor of Philisophy, Sheffield Hallam University, 2001
This dissertation addresses the problem of service quality strategy implementation. The problem has been defined more precisely as how to implement a strategy of quality, which focuses on customers’ needs, in a service organisation, or alternatively, as how to integrate coherently a strategy of service quality, centred on the customers, with the requirements and idiosyncrasies of operationalization, in order to make it successful. The nature and scope of this research problem is based in the confluence of the areas of service quality, strategy and strategy implementation. Thus, addressing this problem naturally requires a review of the literature on service quality, on strategy and on strategy implementation. The literature review on service quality revealed, first, that service quality is a function of service quality gaps; second, that there are some models of service quality gaps; and, third, that there are several service quality gaps in the literature which are not integrated into any model; thus revealing a need for an encompassing synthesised model. This dissertation consequently considers the existing service quality gap models and a list of other gaps to propose a comprehensive model. Similarly, the literature review on strategy and on strategy implementation revealed, first, that there is a lack of clear, detailed and general strategy implementation models; second, that existing strategy implementation models can be separated into two distinct types, the static and the dynamic models; and, third, that existing static models exhibit many relevant aspects but differ strongly on the number and on the nature of the aspects included; thus revealing insufficiencies and the need for an integrative effort. The same happens with the existing dynamic models. This dissertation consequently considers several existing models to propose a synthesised static model and a synthesised dynamic model. The synthesised static model is a representation of an organisation, of all aspects relevant for strategy implementation, at a given instant. The synthesised dynamic model is a generic process of strategy formulation and implementation that explicitly addresses the requirements for success. Note that whilst the two kinds of models address the implementation problem from different perspectives they are not in competition. In fact, it is the view of the author that static and dynamic models are complementary and have to be integrated into a “mixed model”, in order to provide a better understanding of strategy implementation. Thus, besides the already mentioned three comprehensive models, that have been synthesised, this dissertation goes further to suggest a mixed model which, simultaneously and harmoniously, considers all relevant organisational dimensions and all relevant stages of the strategy process. The model shows what dimensions can be changed and at what stages. It can be adapted to the specific circumstances of any organisation. Such model, unique in the literature, as far as the author is aware, is finally combined with the service quality gap model to propose: (1) a map of the pattern of the quality gaps occurring at each implementation stage; (2) the organisational variables that can be manipulated, at each stage, to prevent and eliminate the gaps; and (3) several relevant implications to practising managers. The gap, static, dynamic and mixed models suggested are confronted with some evaluation criteria and with sample data from the four and five star hotels of the Algarve. The data does not provide evidence against the models thus supporting their validity. This tentative validation of the models thus provides some relevant theoretical contributes to the service quality and strategy implementation literatures. Sample data is also used to describe (1) how these hotels are implementing service quality strategies and (2) how they prevent and eliminate service quality gaps. This description has raised concerns about the absence of a consistent model for the implementation of service quality strategies in many four and five star hotels of the Algarve. It also provides some insights to managers interested in implementing a service quality strategy, especially to those of the Algarve Hotel Industry.
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Karlsson, Gabriel, and Pontus Nilsson. "Strategy implementation in the construction industry." Thesis, Jönköping University, JIBS, Accounting and Finance, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1020.

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Background:

After immense criticism, the Swedish government requested an investigation concerning

the construction industry. The report concludes that the inactive competition within the

construction industry entail that the industry continuously delivers the same products, in

the same way. Gabrielsson & Lutz (2002), states that the market condition and the long

history of static competition within the construction industry has led to low productivity,

high consumption of resources, large influences on the environment, higher costs and a

lack of qualified labour. The construction industry is now dealing with an increasing competition

and evidently decreasing subsidies from the government, that will continue to influence

the construction industry, and the companies, which therefore must work hard to

sustain and increase their competitive advantages.

Purpose:

Describe how a construction firm could integrate the strategy with the operative work on

the project level in order to sustain and develop their competitive advantages in a growing

competitive environment, by implementing a balanced scorecard (BSC).

Method:

Since the problem and the subject are complex and vast, the authors started the research by

study a wide range of literature, articles and journals. Three interviews were made with a

project leader working at the site, operative level, and two managers working on the strategic

level, in the line organization above the project leader. With this selection the authors

aimed to see whether the three experienced the organization and strategies the same way.

Conclusions:

The authors have concluded that NCC needs to go from being a very decentralized organization

to be more of a centralized one. The centralization concerns purchase, coordination,

industrialization, and project selection. The strategy has to involve all of these factors. NCC

needs to coordinate the retention of knowledge and newly found solutions. They also need

to have continuing processes of development and improvement concerning this retention,

which in favourability should be located on a national level. This could raise NCC’s

chances to achieve increased efficiency, decreased costs, better quality and environment.

The authors further believe that NCC needs to strengthen their focus on industrialization

on a national level, while letting the project organizations act as its own company. Every

project is unique and therefore NCC needs to learn from all projects in ability to see the

possibilities and enlighten the problems in all types of projects. If not, the large-scale production

benefits could be missed out.

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Hiles, Charmelle Amanda. "Using experience from previous failed implementations to improve future lean implementation strategy." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/11047.

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The main objective of the study was to ascertain the presence of the identified critical success factors for lean sustainability in a chemical manufacturing company in Port Elizabeth. The critical success factors that formed part of the research included leadership involvement and commitment, management involvement and commitment, employee engagement and organisational culture. The methodology used was one of a positivistic approach. A questionnaire was utilized and the responses were analyzed using various statistical methods. Based on the results from the analysis, recommendations and conclusions could be drawn. The inferential results of the study indicated that all the critical success factors identified for this study were present within the organisation. However, there were still a large percentage of respondents that remained neutral across all the questions which could indicate reasons why previous attempts in lean implementation failed. The recommendations provided were based on the findings of the study. An implementation strategy was identified and outlined. This strategy and recommendations will assist in providing a sound platform for a sustainable lean initiative within the organisation.
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Fraser, Ian, and ian fraser@rmit edu au. "Strategy Formation in Chinese Universities." RMIT University. Accounting and Law, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080121.161858.

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This thesis explores the process by which Chinese universities carry out strategy formation. It aims to provide an insight into the lives of the managers of Chinese universities in the period 2002-2003 which was a time of transition from the regime of President Jiang Zemin to that of President Hu Jintao. Chinese refer to this period as the transition from the third to the fourth generation of leaders. Strategy was defined as a course of action aimed at achieving an organization's purpose and strategy formation was defined as including strategy development and implementation. Answers were sought to the following questions based on data from a small number of universities using stakeholder theory to inform the data collection process: · What is the process by which strategy development and implementation takes place in Chinese universities? · How is the process applied in different universities? · How can an understanding of strategy formation in Chinese universities assist in the development of joint ventures in China by foreign educational institutions? The method of data collection involved interviewing three levels of management in six different universities drawn from three major cities in China. In order to guarantee confidentiality, the identities of the instutions and the individuals involved has been concealed. Background information collected included the history of Chinese universities to 2002 and important features of Chinese culture, society and politics. Stakeholder theory was found to provide a useful framework for analysing the process of strategy formation. It was found that assumptions based on the operations of Australian universities did not apply in China, particularly in the areas of work relationships, reporting and performance management and in the conduct of research. Findings included: · Three approaches to strategy emerged, including the President making unilateral decisions, a consultative approach including stakeholders, and an approach involving consultation with staff. · The process varies between universities depending on factors such as the guanxi relationships of the President. · The learnings from this project can be applied to other joint ventures in education in China.
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Books on the topic "Strategy implementation"

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Council, Cardiff (Wales) City. Environmental strategy: Policy & implementation strategy. Cardiff: Cardiff City Council, 1990.

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Hinterhuber, Andreas, and M. Liozu Stephan. Pricing Strategy Implementation. Abingdon, Oxon; New York, NY: Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429446849.

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Huber, Adele J. Effective Strategy Implementation. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6595-0.

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Strategy, National Research Council (U S. ). Committee on the FORCEnet Implementation. FORCEnet implementation strategy. Washington, D.C: National Academies Press, 2005.

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United States. Environmental Protection Agency. Office of Air Quality Planning and Standards, ed. MACT implementation strategy. Research Triangle Park, N.C: U.S. Environmental Protection Agency, Office of Air Quality Planning and Standards, 1997.

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1947-, Robinson Richard B., ed. Strategic management: Strategy formulation and implementation. 2nd ed. Homewood, Ill: R.D. Irwin, 1985.

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A, Pearce John. Strategic management: Strategy formulation and implementation. 3rd ed. Homewood, Ill: Irwin, 1988.

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Acquisition: Strategy and implementation. Basingstoke: Macmillan Business, 1999.

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Acquisition strategy and implementation. Houndmills, Basingstoke, Hampshire: Palgrave, 2001.

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Hubbard, Nancy. Acquisition strategy and implementation. West Lafayette, IN: Ichor Business Books, 1999.

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Book chapters on the topic "Strategy implementation"

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Ye, Qian. "Implementation Strategy." In Integrated Risk Governance, 51–54. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31641-8_5.

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Mishra, Teena. "Implementation Strategy." In Human Resource Management and Internal Marketing, 63–80. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003266013-5.

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Chaston, Ian. "Strategy Implementation." In Entrepreneurship and Innovation During Austerity, 161–75. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137324436_10.

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Mohapatra, Sanjay, and Ranjan Prasad Singh. "Strategy Implementation." In Information Strategy Design and Practices, 115–74. Boston, MA: Springer US, 2011. http://dx.doi.org/10.1007/978-1-4614-2428-4_4.

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Moloi, Tankiso, and Tshilidzi Marwala. "Strategy Implementation." In Future of Business and Finance, 37–50. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76313-8_4.

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Campbell, David, David Edgar, and George Stonehouse. "Strategic implementation." In Business Strategy, 246–57. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34439-6_16.

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Daniell, Mark. "Content Phase III: Implementation." In Strategy, 257–80. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_12.

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Stevens, Madeleine. "Communication strategy." In Strategic Redundancy Implementation, 225–61. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-10.

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Pettinger, Richard. "Implementation." In Introduction to Corporate Strategy, 263–93. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24671-7_10.

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Huber, Adele J. "Effective Brand Strategy Implementation: Review of Literature and Avenues for Future Research." In Effective Strategy Implementation, 9–42. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6595-0_1.

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Conference papers on the topic "Strategy implementation"

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Pereira, Leandro, Tomas Durao, and Jose Santos. "Strategic Communication and Barriers to Strategy Implementation." In 2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2019. http://dx.doi.org/10.1109/ice.2019.8792813.

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STIMSON, RICHARD. "TQM - Strategy for implementation." In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3200.

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Al-Mansour, Jarrah. "The Future of Strategy Implementation Research: Strategy Communication." In 12th International Conference on Modern Research in Management, Economics and Accounting. Acavent, 2021. http://dx.doi.org/10.33422/12th.meaconf.2021.05.285.

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Mun, Seong K., Harold Benson, Larry P. Elliott, Fred Goeringer, Alan Saarinen, and David Haynor. "Total Digital Department: Implementation Strategy." In 1989 Medical Imaging, edited by Samuel J. Dwyer III, R. Gilbert Jost, and Roger H. Schneider. SPIE, 1989. http://dx.doi.org/10.1117/12.953326.

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Liu, Hedan, and Xiaofu Du. "Strategy and Implementation of Hex." In EITCE 2020: 2020 4th International Conference on Electronic Information Technology and Computer Engineering. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3443467.3443857.

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Mostafa, Mohamed, Emad el din Eid, and Mohamed Eid. "ONLINE IMPLEMENTATION FOR MANAGEMENT STRATEGY PLANNING AND POLICIES." In eLSE 2012. Editura Universitara, 2012. http://dx.doi.org/10.12753/2066-026x-12-161.

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By implementing of management strategy planning and policies software we can analyze, monitor, measure, control and report the efficiency and effectiveness of the planned strategy outcome, the ideal definition for this software category is the tools enhance collaboration and coordination between different levels of members, resulting in faster identification and resolution of issues. The implementation will cove so many areas like Human Capital Management, Regulatory Compliance, Management Excellence Objectives, Process Evaluation and Continuous Improvement, Project, Budget and Performance Tracking. The implementation strategy will start by creating an action plan for the roles and regulation then build Corporate, Division, Group, Strategic, Section and Team Plans, then get your plan into everyone\\\'s todo list, finally monitor your Plan\\\'s Progress by reviewing the automatically updated charts of progress as people contribute and complete actions and tasks, and review results and outcomes and build optimized templates to reuse in the future. The use of strategy management planning and executing software not just to follow up planning execution but to get full visibility into strategy plan and portfolio status, and to choose the right work to do in the first place. This helps you achieve the full value of plan portfolio management. Mainly the problem in any management strategy plan execution lack visibility into what Leaders and teams are doing, making it difficult to make informed decisions, by automated the action we get real-time visibility into what people are working on, when that work will be done, and how things are really going . Steps to lead your plan your team, your organization to success, first Action Plan Template on Paper, then Breakdown large Strategic Plans into separate Action Plans, then Create a ToDo list from relevant actions, finally Updating and timely Feedback.
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Kravchenko, Maria. "Strategic management in transport: Essence and leadership to strategy implementation." In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4669124.

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Verhoef, Ewoud, Charles McCombie, and Neil Chapman. "Shared, Regional Repositories: Developing a Practical Implementation Strategy." In ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16310.

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The basic concept within both EC funded SAPIERR I and SAPIERR II projects (FP6) is that of one or more geological repositories developed in collaboration by two or more European countries to accept spent nuclear fuel, vitrified high-level waste and other long-lived radioactive waste from those partner countries. The SAPIERR II project (Strategic Action Plan for Implementation of Regional European Repositories) examines in detail issues that directly influence the practicability and acceptability of such facilities. This paper describes the work in the SAPIERR II project (2006–2008) on the development of a possible practical implementation strategy for shared, regional repositories in Europe and lays out the first steps in implementing that strategy.
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Slimani, Soumaya, Salah Baina, and Karim Baina. "Toward a semantic SOA implementation strategy." In 2013 3rd International Symposium ISKO-Maghreb. IEEE, 2013. http://dx.doi.org/10.1109/isko-maghreb.2013.6728157.

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Yamamoto, Aiko, Hidetake Uwano, and Yoshiharu Ikutani. "Programmer's Electroencephalogram Who Found Implementation Strategy." In 2016 4th Intl Conf on Applied Computing and Information Technology/3rd Intl Conf on Computational Science/Intelligence and Applied Informatics/1st Intl Conf on Big Data, Cloud Computing, Data Science & Engineering (ACIT-CSII-BCD). IEEE, 2016. http://dx.doi.org/10.1109/acit-csii-bcd.2016.041.

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Reports on the topic "Strategy implementation"

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Hagberg, Aric. Artificial Intelligence Strategy and Implementation. Office of Scientific and Technical Information (OSTI), March 2022. http://dx.doi.org/10.2172/1853918.

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Bracco, Annalisa, and Detlef Stammer. CLIVAR Science Plan and Implementation Strategy. World Climate Research Programme (WCRP), June 2018. http://dx.doi.org/10.36071/clivar.rp.6.2018.

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RADIAN INTERNATIONAL LLC HERNDON VA. Work Implementation Plan Aggressive Remediation Strategy. Fort Belvoir, VA: Defense Technical Information Center, May 2000. http://dx.doi.org/10.21236/ada382928.

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Clark, David L., Franz J. Freibert, and Patrice A. Stevens. Plutonium Science and Research Strategy ? Implementation Plan. Office of Scientific and Technical Information (OSTI), September 2012. http://dx.doi.org/10.2172/1050483.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementation Strategy: Directorate of Quality Assurance. Fort Belvoir, VA: Defense Technical Information Center, May 1989. http://dx.doi.org/10.21236/ada212863.

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Fisch, John N., and David M. Koch. Towards an Effective Management Strategy for Passive RFID Implementation. Fort Belvoir, VA: Defense Technical Information Center, August 2004. http://dx.doi.org/10.21236/ada431489.

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Lawyer, Calvin D. Continuity of Operations Planning (COOP): A Strategy for Implementation. Fort Belvoir, VA: Defense Technical Information Center, March 2005. http://dx.doi.org/10.21236/ada431738.

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TRAWINSKI, B. J. Spent Nuclear Fuel (SNF) Project Safety Basis Implementation Strategy. Office of Scientific and Technical Information (OSTI), February 2000. http://dx.doi.org/10.2172/801360.

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Agarwal, Shreya, Virginie Letschert, and Usamah Kaggwa. IMPLEMENTATION STRATEGY - EFFICIENCY STANDARDS AND LABELING PROGRAMS IN UGANDA. Office of Scientific and Technical Information (OSTI), May 2022. http://dx.doi.org/10.2172/1868484.

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HEADQUARTERS MARINE CORPS WASHINGTON DC. United States Marine Corps Expeditionary Energy Strategy and Implementation Plan. Fort Belvoir, VA: Defense Technical Information Center, February 2011. http://dx.doi.org/10.21236/ada541407.

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