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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, 2001This 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.
FCT, FEUALG, UALG
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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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Boyadjian, João Paulo Paes de Barros. "A importância da abordagem de gestão de projetos visando a implementação de estratégias organizacionais." Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-01042009-143839/.
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Esta dissertação tem por objetivo principal identificar a importância do gerenciamento de projetos para o processo de implementação de estratégias. De forma mais específica, a dissertação investiga o grau de associação entre as diversas técnicas e práticas de gerenciamento de projetos, bem como de gestão estratégica para o processo de implementação de estratégias. Este trabalho é decorrente de um estudo bibliográfico inicial, por meio do qual se buscou a ampliação do conhecimento sobre o tema, seguida de uma pesquisa de campo. A pesquisa teve o caráter quantitativo-descritivo, visou à descrição do conjunto de dados e a determinação das relações relevantes entre as variáveis de interesse. Para tanto, foram definidas as variáveis independentes, dependentes e intervenientes da pesquisa, como sendo, respectivamente, a satisfação e o percentual de estratégias implementadas; as técnicas de gerenciamento estratégico e de projetos; e os níveis de maturidade. Utilizou-se uma amostragem não probabilística, selecionando a amostra por conveniência e julgamento. A amostra da pesquisa foi composta por executivos da área de gerenciamento de projetos e planejamento estratégico das 1.000 maiores empresas do Brasil. Para a coleta de dados lançou-se mão de três questionários que também serviram de guia para a entrevista com os executivos. A maioria das entrevistas foi conduzida pessoalmente e algumas, pela distância, foram feitas pelo telefone. O tratamento dos dados foi feito com o uso de métodos estatísticos: análise descritiva, análise de correlação e regressão linear múltipla. A partir dos resultados da pesquisa pôde-se concluir que: 1) a maturidade não é a variável interveniente entre gerenciamento de projetos e sucesso na implementação de estratégias; 2) somente duas áreas do conhecimento tiveram alta correlação com implementação (escopo e aquisições); 3) foram apresentadas evidências positivas entre uma série de técnicas, conceitos e práticas de gestão estratégica e de projetos, com o sucesso na implementação de estratégias; 4) as empresas que possuíam satisfação com a implementação igual ou acima de 8 ou que conseguiram implementar mais do que 60% das estratégias possuíam níveis maiores de maturidade geral, principalmente, nas áreas de aquisições, custo e escopo. Cabe ressaltar que todas essas conclusões devem ficar restritas ao âmbito desta dissertação. Para pesquisas futuras recomenda-se: 1) a utilização de uma amostra maior e mais diversificada, o que permitiria obter uma estatística ainda mais rica e a comparação entre os diversos setores da economia ou focar apenas dentro de um setor; 2) a segmentação das empresas por porte; 3) a intensificação de estudos em outras áreas importantes, como recursos humanos e comunicação; e, 4) a coleta e análise de opiniões de funcionários táticos e operacionais, comparando os resultados. Por fim, o atual cenário brasileiro favorece a realização de estudos nesta temática, atendendo às necessidades de pesquisadores que se interessam pelo assunto.This thesis aims to identify the main importance of project management for the process of strategy implementation. More specifically, the dissertation investigates the degree of association between the various techniques and practices of project management and strategic management to the process of implementing strategies. This work is due to an initial study literature, through which it sought the expansion of knowledge on the subject, followed by a field research. The research had the character quantitative-descriptive with the objective to describe the data set and determine relations between the relevant variables of interest. In such a way, some independent, dependent and intervenient variables of the research were defined, as, respectively, satisfaction and the percentage of strategies implemented the project management and strategic management techniques ment and strategic projects and the maturity levels. There was a non-probability sampling, selecting the sample with convenience and judgement. The survey sample was composed of executives from the area of project management and strategic planning of the 1,000 largest companies in Brazil. For data collection three questionnaires were used that also served as a guide for the executive interviews. Most of the interviews were conducted personally and some were made by telephone, because of the distance. Data analysis was done with the use of statistical methods like: descriptive analysis, correlation and multiple linear regression analysis. From the research its possible to conclude that: 1) the maturity is not the variable actor (intervenient) between project management and strategy implementation success, 2) only two knowledge areas had high correlation with implementation (scope and acquisitions); 3) the analysis showed that there are some positive evidence between the strategy implementation success and a variety of techniques, concepts and practice of strategic management and projects, 4) companies with strategy implementation satisfaction equal or above 8 or who managed to implement more than 60% of the strategies, had greater levels of maturity general, particularly in the procurement, cost and scope areas. It is important to emphasizing that all of these conclusions should be restricted to the scope of this dissertation. For future research it is recommended: 1) the use of a larger and more diverse sample may give a richer statistical comparison between industries or its possible to focus in only one sector, 2) its possible to compare the survey results by companys size, 3) intensify studies in other important areas such as human resources and communication, and 4) collect and analyse the tactic and operational opinions comparing the results with the executive perspective. Finally, the current Brazilian scenario favors studies in this area, attending the researchers needs who are interested in this issue.
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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Thesis, University of Pretoria, 2008. http://hdl.handle.net/2263/24321.
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This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical strategy implementation model for the South African hotel industry. The intention of the strategy implementation framework was to serve as a tool that assists in the process of moving from strategic planning to strategy implementation. Both qualitative and quantitative methods were employed for data gathering. The first phase involved five in-depth interviews with executives from three to five star rated hotels. The second phase involved the completion of a structured questionnaire by a sample of 61 three to five star rated hotel managers. Although the data gathering covered the entire strategic management process, there was a specific focus on strategy implementation and the impeders associated with this process within the South African hotel industry. The data from both the phases were analysed and a draft conceptual and practical model was developed. The intention of the researcher was to present a model that is both user-friendly and easy to understand, as well as practical for use by all levels of management with varying educational qualifications, within the hotel industry. A draft model was subsequently presented during a focus group session to a group of hotel executives, managers and management consultants for review. The discussions focussed on a number of aspects relating to the model, including but not limited to the ease of understanding of the model and concepts and its practicality in assisting hotel practitioners move from strategic planning to strategy implementation. Based on the discussions from the focus group, a revised and final model was developed. While the research focussed on the hotel industry in South Africa and therefore its primary application is for the South African hotel industry, further research could be done to investigate the potential application of the model in hotels located in other countries. The model might also be adaptable for use in other service industries. In addition, the research focussed on developing a model that would assist practitioners in the hotel industry move from strategic planning to strategy implementation. During the research, it became apparent that the need for customised hotel industry specific strategy implementation tools is a niche requirement. However, further research must be conducted to investigate, review and ascertain the availability of management and practical tools that could help hotel managers in the monitoring of strategy implementation and if not, a model or scorecard could be developed, taking into account the idiosyncratic nature of the hotel industry.Thesis (PhD)--University of Pretoria, 2008.
Tourism Management
unrestricted
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Alhilou, Moataz Mohidine E. "Strategy implementation process in SMEs : exploring multiple cases from the KSA." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/strategy-implementation-process-in-smes-exploring-multiple-cases-from-the-ksa(265ade41-d85b-4206-a35f-5a89459726a7).html.
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Originating in, and framed by, warfare, the term strategic management first appeared in the business literature in the 1950s (Carter et al., 2008). The term then started to gain more importance as organisations’ needs for implementing strategic changes increased significantly. Despite this importance, the concept is still considered to be under-developed, with complications arising from a wide variety of disciplines. In the early literature two major schools of thought could be identified: Porter’s economic deliberate content (Porter, 1979), and Mintzberg’s emergent process view (Mintzberg, 1979). The literature has shown that the majority of studies have mainly focused on large organisations, taking the traditional Porter’s content approach. However, relatively few cases have considered smaller organisations and/or explored cases from the contemporary process view, which is considered more realistic in today’s dynamic world, where extra flexibility and speed are paramount. This thesis builds on the work of Pettigrew (1987), who viewed strategy implementation (SI) as a process. His work is extensively analysed and some recommendations are made to strengthen his ‘Triangle Model’. These recommendations allow for the development of a primitive framework for SI. The framework provides a deeper understanding of contemporary SMEs and their surrounding contexts, and can be useful for future exploratory studies of undiscovered contexts and/or for organisations of differing sizes. The paucity of research on SI in SMEs in general, and particularly in the non-Western context (e.g. Middle East, and Gulf Cooperation Council), is the major motivation for this research adopting an interpretive, qualitative and exploratory approach. Using inductive semi-structured interviews, data have been collected on the SI process of SMEs in the Kingdom of Saudi Arabia (KSA). SMEs represent 96% of the country’s enterprises and contribute to almost one third of the national economic activity (Bokhari, 2013). Their development is a major concern of the Saudi government, which aims to reduce the dependency on the oil sector (Bokhari, 2013; Sfakianakis, 2014; McKinsey Global Institute, 2015). In addition, SMEs have the potential to contribute to reducing the accelerating unemployment rate among the ever increasing youth population (Bokhari, 2013).Theoretically, this thesis contributes to a deeper understanding of SI and its enablers/ barriers in the SME sector. Following the approach suggested by Stacey (1996a), Mintzberg et al. (1998), and Okumus (2001), this research provides a more holistic understanding of the SI process. It sheds light on the individual dynamics of strategy implementation, as well as the organisational and external environment perspectives. By exploring these factors over the longitudinal process of SI (including initiation, process, and outcome), this research contributes a SI framework based on Mintzberg’s (1979) and Pettigrew’s (1985a) emerging process view. In so doing, this research adds to the SI process literature at the individual level, as an epistemological tool, and does so in order to consider the dynamic nature of SMEs and the impact that non-controllable events have on their daily routines, on ontological ground (Hart, 1992). At the methodological level, evidence from multiple cases in different Saudi industries is provided, reflecting a developing country context, rather than the dominant Western views (Okumus, 2003; Van der Maas, 2008). From the empirical research, lessons are identified to inform owners of SMEs, policy makers and future research.
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Kruiskamp, Lara. "Factors which cause the greatest resistance during subsidiary evolution as a global strategy is implemented." Diss., University of Pretoria, 2009. http://hdl.handle.net/2263/24358.
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This study describes the factors which cause resistance to subsidiary evolution in twenty-eight geographically dispersed subsidiaries, as a global strategy is implemented by a mature multinational corporation (MNC). The subsidiaries are diverse in terms of the roles they perform within the MNC. Strategic change of this nature requires that subsidiaries roles evolve, in most cases to Implementer of head office decisions. Based on the interplay between subsidiary evolution factors namely; head-office assignment, subsidiary choice and local environments, this study evaluates which factors cause the most resistance to different subsidiary roles as a new MNC structure is implemented. Global Innovators experience the most resistance from headquarter factors, local innovators face the most resistance from subsidiary factors and Implementers experience low levels of resistance from the strategic change.Dissertation (MBA)--University of Pretoria, 2009.
Gordon Institute of Business Science (GIBS)
unrestricted
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Dajani, Tarek 1974. "Integrated Message Framework : strategy, design and implementation." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/30132.
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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2004.Includes bibliographical references (leaf 91).
As we subscribe to more and more communication channels our 'world of messages' is becoming a complex matrix of dispersed information. Emailing, Blogging, Instant Messaging... have become customary daily activities for many. While the wealth of media enriches our interaction experiences, it nonetheless constrains our ability to assimilate information from one location (information is stored online, on a local machine, and on the local network) and in one format. As a matter of fact, given our reliance on multiple communication channels, we have to resort to using several distributed applications that lack a unified visual interface and storage structure. Result: 1- Incompatible message description and storage structures. 2- Incompatible message transfer and notification standards. As in the case of Email and Instant Messaging which despite their many similarities are still highly non interoperable. 3- No horizontal visibility across and within message media formats (Email, Blog, IM, etc...) preventing unified searches, correspondence logging and centralized information management. 4- Distributed contact and address repository, preventing access to a unified comprehensive 'Address Book'. Large corporations have the ability to resolve the issues above by forcing a top down standardization policy that regulates correspondence forms and formats between and across their business units. While that approach might prove fairly successful in homogeneous environments, it fails to address the needs of heterogeneous project workgroups which have neither the infrastructure nor the logistics to enforce a unifying framework.
(cont.) This document presents a new approach towards the consolidation of multiple messaging structures (Emails, Blogs, Instant Message Transcripts, File Transfers/Sharing, Calendar Tasks and Events as well as their associated contacts and addresses) into an integrated framework that is accessible via subscriber services within projects. Furthermore, it will explore the possibilities of leveraging individual media properties (such as the concept of Presence in instant messaging) across the entire messaging framework as well as the introduction of intelligent agents that streamline message delivery through prioritized dispatching, scheduled delivery and error, event and task notification. The thesis will cover the implementation of an Intelligent Project Management Client (ILINK) as a working example of the integrated messaging framework (IMF) through the combined use of desktop components, web services, xml transmission schemas, and database storage. The document concludes with a retrospective analysis and an outline of milestones for the extension of the integrated message framework (IMF).
by Tarek Dajani.
M.Eng.
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Leaver, Brian Jeffrey. "Strategy implementation at the Rand Water Board." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/62118.
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Hudson, Delano Clyde. "Knowledge Transfer Strategy Implementation in Contract Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7302.
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Despite economic perils of government shutdowns, foreclosures, bankruptcies, and employee layoffs, some contract leaders consistently fail to implement knowledge transfer strategies that could improve production and profitability and maintain operational readiness when employees transition in and out of the organization. The conceptual framework for this descriptive research study was Nonaka and Takeuchi's socialization, externalization, combination, and internalization model for knowledge creation. A purposive sample of 20 leaders from 2 contract organizations within the south central United States with at least 10 years of experience in contracting were interviewed. Member checking was used for reliability of the synthesized interviews, and triangulation was accomplished by a review of the organization's policies and standard operational procedures that confirmed the implemented processes. Thematic analysis was used to determine the 5 key themes identified in this study: cross-training, right-seat riding, after-action reviews, job shadowing, and surveying. By understanding the value of knowledge transfer strategy, business leaders and employees may benefit by establishing future business relationships and associations that create positive social change through established processes.
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Dlodlo, Thobani. "Factors affecting strategy implementation and the role of middle managers in implementation." Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/8521.
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Thesis (MBA)--University of Stellenbosch, 2011.The global business environment has evolved since 1990. This change has brought companies new realities in the form of new business opportunities for growth and, at the same time has exposed them to new competitors. This has caused companies to invest many resources in devising new effective strategies to take advantage of the new opportunities, whilst protecting their market positions, which are crucial to their continued economic existence. Effective implementation of strategy has become the goal of many organisations. However, in translating their grand plans into action, unacceptably high rates of failure have been reported among many companies. In most organisations, this responsibility has been left to lower levels of management. The purpose of this research was to establish what factors affected the implementation of strategy and more specifically, what role lower levels of management play in the implementation process. A qualitative study was undertaken where in-depth interviews were held with a senior executive and middle managers of a global company. Eight propositions were posited after a detailed review of literature on strategy implementation and middle managers. These were tested in relation to the results of the research and conclusions were then drawn. The data was analysed using content analysis and frequency tables. The research findings showed that middle managers play a critical role in facilitating the effective implementation of strategy. It also showed that the execution process is fraught with numerous challenges, some of which are lack of sufficient budgets, high staff turnover affecting continuity and the destructive nature of internal competition.
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Nkuna, Lazarus Lucky. "Local economic development strategy implementation within Bushbuckridge Local Municipality." Thesis, University of Zululand, 2017. http://hdl.handle.net/10530/1586.
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A dissertation submitted to the Faculty of Arts in fulfillment of the requirements for the Degree of Master of Development Studies in the Department of Anthropology and Development Studies at the University of Zululand, 2017Local government structures have a particularly important role to play in harnessing national and regional resources to promote their areas and in facilitating strategic local partnerships to enhance and sustain economic growth. The study sought to examine the implementation of Local Economic Development Strategy implementation in Bushbuckridge Local Municipality (BLM) in the Mpumalanga Province of South Africa. The sample comprised of BLM LED officials and at least 5 respondents selected from10 projects and these included the project management team and workers. The Chosen projects were chosen based on proximity and availability but maintaining balance to cover the entire municipality. This allowed the researcher to have a balanced view from both the municipal officials and people at the project sides. A purposive sampling method was used to select the sample for the study. The primary data was collected using interviews and structured observations. Secondary data was collected using the document analysis method. SPSS and the content analysis methods were used in the study. The study found that BLM has an LED strategy as prescribed in the municipal IDP and projects have been implemented to promote local economic development in the region. However, there is a knowledge gap from project participants as some have no access to information and cannot access and use the services from the LED offices to enhance their economic activities, due to their peripheral location. The BLM LED strategy is implemented following the Location Theory, projects were planned and positioned in places where they will maximise profit and minimise production costs by employing local ideas and resources, packing them to attract outside interest. The participatory model adopted by the municipality in planning and implementing LED activities does not yield the desired results due to some projects that are unable to be part of the participatory planning processes. The consultative activities during the conception and planning should target the poor. The study recommends therefore, that LED in BLM has to be a participatory model which is based on a holistic approach to incorporate different activities from different areas based on their local potential and available resources to create economic Spin-offs. The study also makes a number of specific recommendations to facilitate the planning and implementation of LED strategy in BLM.First, participatory processes such as the IDPs at local municipal levels should be used to facilitate people’s participation in the whole process, from conception, planning, implementation and evaluation of all LED activities in the local municipality. The beneficiaries have to be active participants in their own development; hence this will ensure full and active participation. The study also discovered that there is lack of coordination among the stakeholders to create viable establishment of cooperatives development and to formalise their economic participation in order to promote sustainable SMME development, growth and sustainable cooperative movement. Challenges of LED strategy implementation in BLM included that the municipality, like many others in the country, do not have adequate economic growth strategies, and if they do, it will only sound good on paper but the implementation on the ground does not happen as depicted in the strategy. This further perpetuates the triple challenges of poverty, unemployment and inequality.
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Bártová, Petra. "CRM ve strategii mezinárodní firmy." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-142178.
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This diploma thesis is devoted to evaluation of the importance of CRM (Customer relationship management) in the strategy of a large international company. Specifically, it concentrates on the assessment of barriers as well as advantages which accompany the CRM implementation process into the existing corporate structures. The analytical section of this diploma thesis is patterned on various definitons of the term "CRM" and also deals with partial aspects of CRM and with its relationship to marketing and business processes within the company. The practical section explores the situation in the company Škoda Auto which recently started an international CRM impelementation.
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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-05042009-002813/.
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Ning, Nick Ke. "Strategy-V : adaptive model and experimental validation of strategy and implementation for teamwork." Thesis, Massachusetts Institute of Technology, 2019. https://hdl.handle.net/1721.1/122432.
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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2019Cataloged from PDF version of thesis.
Includes bibliographical references (pages 99-102).
Project management has three dimensional constraints: scope, schedule, and cost. The Agile project management framework is increasingly a challenge for cross-organizational teamwork, since the framework often results in strategy implementation deviation from the original strategic intent due to the three project constraints associated with teamwork. To bridge the gap between strategy and implementation, the Strategy-V Model is proposed as an adaptive framework to semantically inject Agile activities and interactions into Waterfall functional structures of strategy and implementation in software development extended organizations. To quantify such framework performance, new measures are proposed as sociotechnical sensors namely Project Emergent Value (PEV) and Project Utilization Value (PUV) using a fourth dimension of teamwork reward for project quality.
The Strategy-V Project Utilization Theorem is mathematically set forth as flexible options for the use of the new adaptive framework based on the sociotechnical sensors. The theorem is generalized to the Theory of Project Framework Utilization as a guideline to choose effective framework. Further work explores the Strategy-V Model variants in organizational strategy management and Flexible Strategy design under uncertainties. A case study shows the use of the Strategy-V Model in analyzing Open Source projects to advance the adaptive strategy formation. Open source as a corporate strategy has been redefining corporate innovations, saving development cost, and gaining faster time to market and larger market shares. A corporate open source project faces many uncertainties during strategy implementation such as effective contributions from external development community, projects dependencies, competitions, and economic impacts.
This research also proposes a Flexible Option design as a case study for corporate decision making that leverages corporate internal resources and investments to optimize strategy implementation across organizations.
by Nick Ke Ning.
S.M. in Engineering and Management
S.M.inEngineeringandManagement Massachusetts Institute of Technology, System Design and Management Program
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Waweru, Ruth Wambui. "Competitive strategy implementation in microfinance organisations in Kenya." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020815.
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Poverty is a major challenge in most developing countries. Key challenges of the government are to alleviate poverty and propel citizens toward wealth creation through development of enterprises across all sectors and to address the problem of unemployment. In Kenya, the SME sector comprises of about 99% of private sector enterprises and is prolific in employment and wealth creation. Despite this critical role played by SMEs in growing the economy, they remain outside the formal banking sector, especially in Africa. Although the number of MFOs since the 1980s has increased, the demand for financial services is largely unmet. However, MFOs are increasingly experiencing competition from new entrants and commercial banks that have developed financial models to target SMEs. MFOs are required to formulate and implement competitive strategies to enable them achieve sustainable growth and compete with commercial banks. However, strategy implementation is generally accepted as a challenge across organisations and it is often easier to formulate strategies than implementing it. Despite the need to address strategy implementation challenges across organisations, there is a greater focus by practitioners and researchers regarding strategy formulation than implementation. Consequently, this study aimed at assessing the level of strategy implementation in MFOs and factors that affect strategy implementation in MFOs. The ultimate objective was to develop a hypothetical model that could be used to improve strategy implementation in microfinance organisations in Kenya. This quantitative study used purposive sampling to select MFOs that are members of the Association of Microfinance Institutions (AMFI) in Kenya, completing a selfadministered structured questionnaire. In total, 135 MFOs were involved in this study and a total sample size of 300 managers was used in this study. This study considered fourteen factors to have an influence on the level of strategy implementation of MFOs in Kenya and hence fourteen null-hypotheses were formulated and tested. The content factors included stakeholder involvement in strategy development and the quality of strategies. The context factors included organisational structure and culture, strategic leadership and alignment of strategy to market conditions. The operational process factors included operational planning, monitoring and review of progress, teamwork, resources allocation, people-strategy fit, effective communication, strategic and management control systems and information resources. It is assumed that if all these critical strategy implementation factors are addressed, MFOs should be able improve their level of strategy implementation, ultimately leading to improved performance. The outcome factors considered were improved financial sustainability and outreach of MFOs. Advanced statistical analyses were used to analyse the data, such as factor analysis, regression and correlation analysis to assess the hypothesised relationship between the dependent and independent variables of this study. The empirical results revealed that the level of strategy implementation in MFOs in Kenya is moderate to high and content, context and operational factors do have an influence on the level of strategy implementation. However, operational factors have a more significant positive linear relationship with level of strategy implementation than the other two factors. There is also a positive relationship between the level of strategy implementation and financial sustainability and outreach by MFOs. This study has contributed to the existing body of knowledge by developing a hypothetical model that can be utilised by MFOs as well as other organisations to improve the level of strategy implementation resulting in better performance. The findings of the study can also inform strategy formulation and implementation of MFOs in Kenya, but also in other developing countries, to become more competitive. This study could also help MFOs and other organisations to put in place structures, systems, people and other resources required to attain a high level of strategy implementation. This study provides useful and practical guidelines in dealing with content, context and operational factors affecting strategy implementation in any organisational setting.
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McGrath, Fergal. "A contractual perspective on information systems implementation strategy." Thesis, Brunel University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.289901.
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Negrat, A. "Implementation strategy for single-frequency duplex radio telephone." Thesis, Swansea University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.638307.
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A two-way link is a very desirable requirement for conversational communications. The design of such link should account for any restraints to avoid interruption, during information exchange between two parties. In this thesis, a single carrier frequency scheme is introduced to provide a concurrent two-way communication. The system uses an analogue mode (single-frequency duplex), receiving of f1 whilst also transmitting on the same frequency. In this method, both the transmitter and receiver operate in such a manner that their signal appears to all intents and purposes simultaneously, permitting a normal two-way conversation to take place. This technique is a potential step forward towards an alternative form for point-to-point communication systems. The main contributions of this thesis are outlined below: • the concept of single-frequency duplex system has been introduced. The demonstration of this concept has been achieved by implementing a new system. • Mathematical analysis is introduced as a way of understanding the gating waveform of FM signal, and to investigate the effect of bandwidth and distortion on the quality of the signal. An FM signal with high modulation index, theoretically has infinite bandwidth; on the one hand, any band limiting will cause distortion; on the other hand, putting two FM signals next to each other in the frequency band, and not band limiting them will cause mutual interference. Gating the FM signal ON/OFF was demonstrated by experiment in this work. • A comparative study of cordless telephones world-wide was made. This study gives an overview of major system elements, and to show clear understanding of concurrent two-way communication, either of Frequency Division Duplex (FDD) or Time Division Duplex (TDD).
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Okumus, Fevzi. "Strategy implementation : a study of international hotel groups." Thesis, Oxford Brookes University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.325290.
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Gerwin, Howard R. (Howard Ross) 1964. "A system dynamics study of technology strategy implementation." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/88325.
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Coates, S. P. "BIM implementation strategy framework for small architectural practices." Thesis, University of Salford, 2013. http://usir.salford.ac.uk/30239/.
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BIM (Building Information Modeling) is a new radically different emerging approach to design, construction and facilities management. BIM promises to better facilitate the building development, construction and building operation. In this thesis the domain of small architectural practices is considered and how BIM can be implemented to address the problems both of operational and product efficiency and effectiveness. Research has indicated that guidance on how small architectural practices should implement BIM is lacking (Jung et al 2010). This lack of guidance is one of the reasons why small architectural practices are disinclined to adopt BIM. There is a growing need for more knowledge on how BIM technology and processes can be and should be adopted and what happens when BIM technologies and processes are implemented and used in the practice of architecture. The aim of this thesis is to develop a BIM implementation strategy framework for small architectural practices. To identify of the problems and issues of BIM implementation in a small architectural practice, a two years of case study using action research was undertaken. This involved instigating, participating and observing the implementation of BIM within a small architectural practice. Both the internal and external benefits to the architectural practice were considered. The findings of this BIM implementation research were then recorded and reviewed providing a structured approach to BIM implementation. From this process of review and reflection a revised improved framework and suggested methods for BIM adoption was developed and documented. At each stage of the BIM implementation recommendations are made. The research was undertaken as part of a Knowledge Transfer Partnership between the University of Salford, John McCall Architects (a small architectural practice) and the researcher and author of this thesis. Though being actively involved in the BIM implementation it was possible to understand the issues and document the actions that were taken as part of the BIM adoption. The major limitation of this research is the focus on a single company as the source of evidence and research. This enhanced BIM implementation framework and the suggested working methods represents the primary contribution to knowledge made by this thesis. This framework should be of value to other small architectural practices embarking on BIM implementation.
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Van, Schaik Henri. "Strategy implementation with reference to the Grainco Group." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/1026.
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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.ENGLISH ABSTRACT: Successful strategy implementation is necessary in order for a strategic plan to be worthwhile for a business. Research has indicated that companies are often weak at strategic execution and it is held that weak execution is often the reason for a failed strategy or business. The execution of a strategy is, however, far more complex and difficult than the formulation of a good strategy. A reason for this is the fact that relatively few conceptual models for strategy execution exist while this field attracts less attention in research than the field of strategy formulation. Recent publications focus narrowly on specific areas such as leadership or performance measurement and fail to integrate these traditional views on business management into a single model for strategy implementation. GrainCo Group, a grain supply chain management company, does not follow a pre-defined strategy execution methodology and could, as a result, be missing out on profitable business opportunities. The group’s management team agrees that its ability to successfully execute strategy is hampered by a lack of such a methodology. This forms the basis for this research report where the question asked is the following: What framework can GrainCo Group adopt in an effort to improve strategy execution in the Group? It was found that strategy execution spans all aspects of business management and cannot be viewed in isolation. Strategy implementation should therefore be seen as an integrated, boundary-less set of activities where information flows unrestricted between all business units and constant focus is placed on both “hard” and “soft” management issues. Information flows and clarity about decision rights are of critical importance when applying a process perspective to business management. Strategy implementation cannot be viewed as a distinct event and should become inherent in the company’s management style. It was further suggested that the GrainCo Group adopt a combination of two of the most representative strategy implementation methodologies together with changes to a number of important elements of management style.
AFRIKAANSE OPSOMMING: Die vermoë om ‘n sakestrategie suksesvol uit te voer is ‘n noodsaaklike voorvereiste vir ‘n strategiese plan om van waarde te wees. Navorsing het aangedui dat maatskappye dikwels nie goed vaar in die uitvoering van sakestrategie nie en dat swak uitvoering dikwels lei to die ondergang van ‘n besigheid of strategie. Die uitvoering van ‘n strategie is egter baie meer kompleks as die blote formulering daarvan. ‘n Rede vir bogenoemde is die feit dat daar relatief min konseptuele modelle vir die uitvoering van sakestrategie bestaan terwyl hierdie veld minder aandag trek in navorsing as die formulering van strategie. Onlangse publikasies fokus op spesifieke areas soos leierskap en prestasiemeting en slaag nie daarin om hierdie tradisionele areas van bestuur te kombineer in ‘n enkele model vir die uitvoering van sakestrategie nie. GrainCo Groep, ‘n graan-voorsieningsketting bestuursmaatskappy, maak tans nie gebruik van ‘n spesifieke model vir die uitvoering van sakestrategie nie en die groep se bestuurspan stem saam dat sy vermoë om strategie suksesvol uit te voer hierdeur ondermyn word. Voorgenoemde vorm die basis van hierdie navorsingsverslag waarin die volgende vraag gevra word: Watter raamwerk vir die uitvoering van sakestrategie kan die GrainCo Groep aawend om meer suksesvol te wees met die uitvoering van strategie? Navorsing het getoon dat die uitvoering van strategie alle aspekte van sakebestuur aanraak en dat dit nie in isolasie gesien kan word nie. Uitvoering behoort gevolglik gesien te word as ‘n grenslose, geïntegreerde reeks van aktiwiteite waar inligting onbelemmer vloei tussen alle sake-eenhede terwyl gereelde aandag gegee word aan die “harde” en “sagte” aspekte van sakebestuur. Die vloei van inligting en duidelikheid oor besluitnemingsregte is van kritieke belang in so ‘n geïntegreerde model. Die uitvoering van strategie kan ook nie in isolasie gesien word nie en behoort ‘n integrale deel te vorm van ‘n onderneming se bestuurstyl. Dit word voorgestel dat die GrainCo Groep ‘n kombinasie van die twee mees verteenwoordigende modelle vir die uitvoering van sakestrategie aanneem tesame met die aanpassing van ‘n aantal belangrike elemente van die maatskappy se bestuurstyl.
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Janeiro, Filipe João da Assunção. "Volatility adjusted momentum strategy : implementation and performance evaluation." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/13075.
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Mestrado em FinançasImplementamos e detalhamos uma estratégia de negociação em ações, de nome estratégia de momentum com volatilidade ajustada, que minimiza o impacto negativo que as emoções humanas podem incutir aos traders nas suas decisões de investimento. Remove a aleatoriedade e interpretação subjetiva na seleção dos ativos constituintes do portfólio. A nossa abordagem totalmente automatizada tira proveito de uma generalizada e bem documentada ineficiência financeira, o efeito momentum. Ao ajustar o momentum à volatilidade e usando paridade de risco no peso a atribuir aos activos no portfólio, os nossos resultados suportam que a longo prazo, os investidores podem ativamente esperar obter melhor performance que o mercado de referência S&P500. Esta estratégia tem o potencial de exibir maiores retornos com menor exposição ao risco, e apresenta a capacidade de diminuir consideravelmente as grandes viragens para terreno negativo do mercado bolsista, na gestão de portfólios.
We implement and detail a stock trading strategy, named volatility adjusted momentum strategy (VAMS) that minimizes the negative impact human emotions can instill in traders investment decisions. It withdraws the randomness and subjective interpretation from the portfolio asset selection. Our fully automatized approach takes advantage of a pervasive and well documented financial inefficiency, the so called: momentum effect. By adjusting momentum to volatility and using risk parity in asset portfolio weighting, our findings support that in the long run, investors can actively expect to outperform the S&P500 benchmark. This strategy has the potential of exhibiting higher returns with lower exposure to risk, and presents the capability to diminish greatly the impact of bear markets in portfolio management.
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Zhu, Leon Yang. "Dominant strategy double auction mechanisms design and implementation /." [Gainesville, Fla.] : University of Florida, 2005. http://purl.fcla.edu/fcla/etd/UFE0011354.
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Wilsson, Emma, and Klara Rygielski. "Organisering av strategiskt arbete på eventbolag : Implementering avförändring i eventorganisationer." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-14003.
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I en värld som snurrar allt snabbare och med ständiga krav på effektivisering, måste du som företag vara uppmärksam på både yttre och inre krafter som påverkar ditt företag och dina resultat. Världen är föränderlig och som företag måste ett öra riktas mot marken för att kunna lyssna in förändringar i världen runtomkring. Som företag måste du ha förmågan att utvärdera dig själv och ditt arbete och se hur du kan anpassa ditt arbete, arbetssätt, personalhantering, hållbarhet, ekonomi, osv. för att vara det bästa företaget du kan vara. Dels för att vara attraktiv mot kunder och för att locka till dig, och behålla, den bästa personalen. Att ta fram en struktur som förbättrar och effektiviserar implementeringen i organisationer som lever i ständig förändring kan spara företaget mycket tid, resurser och kostnader. Kan man då även hitta ett sätt för implementering som fungerar för att bryta ner och använda i många slags organisationsstrukturer för att effektivisera, har vi hittat ett arbetssätt för att lättare få ett företag att kunna fortsätta vara konkurrenskraftigt inom sin bransch trots att omvärlden kräver ständig förändring för att hålla sig kvar i spelet. Att som ledare vara mottaglig för omvärlden, samt strömningar inom den egna organisationen, är av största vikt för att dels hitta en effektiv struktur för arbetet, och dels för att förankra en positivföretagskultur. Denna empiriska studie fokuserar på hur strategiskt arbete organiseras på eventbolag, vilka faktorer som påverkar strategiarbetet samt hur dessa faktorer påverkar.In a world that runs faster and with constant demands on efficiency, you as a company must pay attention to both external and internal forces that affect your business and your results. The world is changing and so is the company, you have to listen to changes around the world, so you don't miss anything important. As a company, you must have the ability to evaluate yourself and your work and see how you can customize your work, working methods, staff management, sustainability, finances, etc. When you work with evaluation you are attractive to the customers and you will keep the best staff at your company. The communication model, which you can take part of in this study, will create an effective work with implementations. The process will be more effective and the model will make every single step in the process of changing something much easier and more effective. A new structure can help the organisation to improve their work, help the implementation to be more effective, save time and keep the costs reduced. If you can find a way of implementing changes that works to break down and use in many kinds of organizational structures to streamline, we've found a model to make it easier for accompany to remain competitive in its industry, despite the fact that the outside world requires constant change. As a leader for the company you have to find the most effective structure for just your company and to make sure that the corporate structure fits the company and the employees. This study is written in Swedish.
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Chimanzi, Jacqueline S. "An empirical investigation of factors affecting collaboration between marketing and human resource management." Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366354.
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Rico, Flor Jesús. "Analysis of the relationship between implementers participation in strategy formulation and resistance in strategy implementation." Doctoral thesis, Universitat Politècnica de Catalunya, 2016. http://hdl.handle.net/10803/392606.
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Practitioners participation in strategy formulation has a significant influence in strategy
implementation. Formulation and implementation are interdependent processes. Although
historically formulation has received more attention, any devised strategy without execution is useless. Execution also means adaptation to the reality of business and frequently it creates new strategy, more feasible and realistic.
The whole process from formulation to results, from vision to change effectiveness, pass by
execution, a difficult part of the process that includes change, adaptation, challenge ... resistance.
Resistance -implementation barriers- may be envisaged, forecasted in some extent.
This work intends to add to the existing knowledge some insight about a mechanism to facilitate implementation, a mechanism within the reach of any company: managers participation in formulation, but not any managers, those that have to execute the strategy or be in charge of strategy execution.
Participation is not always something optional, sometimes there is not room for implementers involvement in formulation; it depends on the project and each company particular situation.
That is not the field of this research, only focused in the linkage between participation and
resistance. Once said that, this research reveals that limited participation is better than wide range, unrestricted participation. A limited participation with boundaries, clear agenda and goals reduces managers –subjective- perception of uncertainty about the project.
On the other hand, when participation is not possible the top management must be aware of (and forecast and quantify as much as possible) the risk of certain resistance that may produce delay, extra cost, difficulties in the process.
As a practical implication, this research may become also a helpful tool for executives and
companies on implementation risk forecast.
Over the research process, based in the relationship of the aforementioned variables,
participation and resistance, a set of influencing variables appeared. All these variables have influence upon managers behaviour in the strategy implementation, but in different extent.
Motivation –incentive- is key and it is related with managers feeling of ownership about the
strategy to be implemented. Amongst the rest of important variables that may affect the
implementation process there is one that has shown significant importance: the hierarchical
influence. This variable can have neutral, negative or positive effect and it is linked with
communication and organizational alignment as well as with the importance of the project
transmitted to and perceived by the implementers. Communication emerged as an aspect of a paramount importance and significant influence in formulation and execution.
Another important variable is the effect of linking the strategy implementation success to the Managers‘ (implementers‘) bonus: reward. By so doing the manager is strongly committed with the success of the project...not necessarily with neither the strategy nor the goals or means, but committed with the consecution of the established goals.
From this research a clear and evident relation cause-effect between participation in Strategy Formulation and implementation barriers emerges. Knowing that some level of participation offered to the implementers reduces the risk of implementation barriers, it is clear that participation is something to be considered, seriously taken into account, before starting strategy formulation.El trabajo se enmarca en una línea de investigación que parte de la "estrategia como práctica" (Strategy as Practice) la cual desarrolla el lado más social de las interacciones que se llevan a cabo cuando se formulan o se implementan proyectos estratégicos. Los estudios que utilizan esta línea de investigación utilizan ampliamente el modelo que integra prácticas, praxis y practicantes (practitioners). Este estudio se centra en los practitioners y aplica una visión integradora del proceso de Planificación Estratégica en dos de sus fases, la formulación de la estrategia y la implementación. Analiza las relaciones existentes entre la participación ofrecida y las dificultades en la implementación en tres proyectos estratégicos reales de una multinacional del IBEX35. Establece relación causa-efecto entre la mencionada participación y la resistencia aparecida posteriormente y analiza qué otras variables influyen. El objetivo de este estudio es aportar luz a un área crítica, la implementación de la estrategia, siguiendo estudios previos que relacionan formulación e implementación. La conclusión es de utilidad para la ciencia como contribución al conocimiento existente, relacionando el grado de participación a ofrecer y el riesgo de resistencia esperable, abriendo a su vez una línea de investigación para un modelo más amplio que verifique e incorpore el resto de variables significativas halladas en el estudio. Con un enfoque cualitativo, el diseño del proyecto ha utilizado el método del estudio de casos múltiples de carácter exploratorio. También se ha utilizado la teoría fundamentada para realizar una aproximación al análisis, codificación y categorización de los datos.Una aproximación de análisis narrativo fue aplicada a las entrevistas así como un análisis de contenido a los documentos estratégicos. El estudio se basa en tres casos de proyectos estratégicos reales en los que la participación ofrecida fue distinta, dentro de una misma organización del IBEX35 a fin de observar en un escenario de cultura compartida y similares características donde la variable principal diferenciadora sea la participación ofrecida a los ejecutivos en la formulación. En el primer caso la participación es ofrecida ampliamente y sin limitaciones significativas. En el segundo caso la participación ofrecida fue nula y en el tercer caso la participación ofrecida fue amplia pero bien delimitada. En los tres casos se han recopilado datos mediante entrevistas, cuestionarios, análisis de documentos y observación directa. El doctorando trabajó seis años en la empresa de la cual se toman los casos, hecho que ha facilitado el acceso a la alta dirección y áreas de soporte para llevar a cabo las entrevistas, conseguir la documentación y realizar la triangulación de fuentes, internas y externas en cada proyecto analizado. Las entrevistas realizadas a los 23 ejecutivos participantes en la investigación fueron configuradas en Unidades Hermenéuticas para su análisis y codificación mediante el software de análisis cualitativo Atlas Ti versión 7.5.7. Posteriormente se realizó un trabajo de Networks sobre los códigos para establecer relaciones entre ellos que contribuyan en el proceso.Se establece la relación positiva entre participación ofrecida en la formulación y reducción de resistencia en la implementación. Se ha comprobado que la participación previa acotada facilita el proceso de implementación en mayor medida que la participación ilimitada. Se determina que, entre otras razones, ello se debe a una menor incertidumbre en el proceso percibida por el ejecutivo, con una agenda determinada, y con un área de participación concreta y acotada. Se ha hallado también una clara relación entre la falta de participación ofrecida y las consecuencias negativas en forma de barreras en la implementación. Como hallazgos complementarios se identifican otras siete variables significativas que influyen en el proceso de diversa manera, ratificando y ampliando estudios anteriores.
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Polaha, Jodi, Leigh Johnson, Millie Wykoff, J. Montgomery, S. Peace, D. Sloan, and Reid Blackwelder. "Champion Teams: An Implementation Strategy to Drive Practice Improvement." Digital Commons @ East Tennessee State University, 2017. https://dc.etsu.edu/etsu-works/6561.
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Developing collaborative practice is an ongoing process requiring frequent upgrades as team members and processes are added. Recently, faculty in ETSU’s Department of Family Medicine have been experimenting with a mechanism for iterative upgrades to team care practice known as Champion Teams. Champion Teams are based on the Institute of Medicine’s "learning health care system" approach in which practitioners develop an internal strategy for implementing new evidence based practices on an ongoing basis. In this presentation, our interprofessional team will describe team-based education and practice at ETSU as it relates to the Champion Team concept including its origins, evidence-base, and the logistics of how it functions. We will provide examples of four Champion Team projects including: 1) integrating behavioral health, 2) increasing attendance at medical visits, 3) increasing vaccination rates, and 4) a transition to a new pharmacological regimen for congestive heart failure patients. The exemplars will demonstrate how quality improvement data informed progressive changes and confirmed implementation outcomes. During discussion, we will encourage participants to identify their own targets for champion teams.
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Hansson, David, and Arvid Mårtensson. "Stimulating Non-Management Employees’ Contribution to Strategy Implementation : An Analysis of Non-Management Employees’ Strategically Aligned Behavior in the Strategy Implementation Process." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-16368.
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The importance of strategy formulation is well known and has consequently received a lot of attention from researchers and managers alike, however, strategy is not of any use if it cannot be implemented successfully. The field of implementation has received more and more attention lately but there is still much left to study and understand. One gap in the area is related to non-managers as executors and how they can contribute to a successful implementation; the purpose in this study is therefore to provide an initial foundation to fill this gap but also to link the factors to a context. To gauge the success of implementation as influenced by the non-management, the smoothness of the implementation was considered, i.e. how frequent the problems were. The first step was therefore to find possible problems affected by the actions of the non-management and then to consider why they occurred. This was done with the help of the theory of strategy aligned behavior. A qualitative study using interviews with managers and employees from two medium-sized manufacturing companies within a regional cluster in southern Sweden was chosen to gain the necessary data in order to reach the purpose of our study. In the analysis of the research, the theory was found to be closely correlated to the empirical findings for the most part. With attention to the type of implementation discussed, the findings could be related to a context of where they occurred and then presented in a 2x2 matrix using measures of competence and company linkages. The findings include, as theory emphasizes; the importance of communication, not only in general but also in specific contexts. Further, an importance of the difference of strategic purpose and strategic effects could amongst other things also be seen.
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Rexhepi, Pleurat. "Low cost strategy of multinational companies in the service sector : strategy formulation and implementation." Thesis, King's College London (University of London), 2013. https://kclpure.kcl.ac.uk/portal/en/theses/low-cost-strategy-of-multinational-companies-in-the-service-sector(9e43480f-6977-44fb-90ef-5fb7936ac3a0).html.
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One of the main aims of the dissertation is to utilize different theories in the field of business strategy, integrate them with recent literature, and propose a more detailed explanation on how multinational companies (MNCs) formulate and implement low cost strategy in emerging markets. The study was done in three major service industries: air transport, mobile-telecommunication and retail, in Albania and the FYR Macedonia market. The research project focused on qualitative research in six different companies, as the main research objective was to gain a deeper understanding of how, and why, companies implement cost cutting policies or low cost strategy in the service sector. The extensive change of consumer behaviour towards low cost goods and services has increased the competition for customers, resulting in extensive price wars. This high pressure on prices could force companies to reconsider their strategies and business management techniques. Therefore, we need a detailed analysis to see what the business consequences are for MNCs that follow cost policies and a low cost strategy in the service sector, especially in emerging markets such as in South East Europe. In order to see how such aspects increase the business performance of MNCs, this study will elaborate on External – Internal – Implementation factors to understand the business consequences better. The researcher will see how the cost policies and low cost strategies increase the performance of MNCs in the service sector. By evaluating the size of similar companies, similar market structures, that are in main service industries, the researcher will analyse the key success factor for implementing low cost strategy. Finally, managers can give us further insight into low cost policies by looking at the uniqueness of each variable factor from the external - internal - managerial perspective. This will create the basics to recognize the most applicable and practical method that they can use during the strategy implementation process.
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Wei, Peng. "Implementing strategy in hotel chains : an analysis of strategy implementation action, process and context." Thesis, Glasgow Caledonian University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.405008.
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Boshielo, Paulina Shela Polly. "An integrated approach to strategy implementation in the Limpopo Department of Roads and Transport." Thesis, University of Limpopo (Turfloop Campus), 2008. http://hdl.handle.net/10386/840.
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Thesis (M.A. (Business administration)) University of Limpopo, 2008This research report is based on an integrated approach to strategy implementation in the Limpopo Department of Roads and Transport. The purpose of this research was to investigate which factors are key in the implementation of strategies and how can they be integrated to achieve the stated goals of the Limpopo Department of Roads and Transport. This report included both qualitative and quantitative research methods. The major finding of the study was that there are four key drivers of strategy implementation. These key drivers are management and leadership, organizational culture, organizational structure and organizational processes/systems. The integration of these key drivers is essential for the implementation of strategy, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy implementation in an integrated manner, the following should take place: (1) managers who are responsible for strategy implementation should also be involved in strategy formulation processes; (2) organizational culture should be changed to create a conducive environment for the managers to be motivated; (3) leadership and management should guide the vision and mission; (4) organizational processes/systems should be coordinated and integrated for efficiency and effectiveness
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Herodek, Jan. "Návrh strategie firmy RICADO." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222851.
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This thesis solves the future growth of the joinery RICADO. It contains of present situation analysis and improvement proposal, which follows the analysis. It includes various options of strategies, which the company can follow to achieve a certain level of growth.
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Hutchinson, Tanya Jane, and tanya hutchinson@gmail com. "An Exploration of Strategy Processes and Stakeholder Involvement in Implementation in Queensland Regional Economic Development Organisations." Central Queensland University. Management, 2006. http://library-resources.cqu.edu.au./thesis/adt-QCQU/public/adt-QCQU20070209.143523.
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Strategy offers regional stakeholders an opportunity to collaboratively influence the future direction of their regions economy. However, limited research has been undertaken with respect to strategy processes that are being used by regional economic development organisations. While there are suggestions for the ideal content of regional economic development strategies, the processes by which these organisations develop and implement strategy have not been investigated. This thesis documents an exploratory research project that utilises a case study methodology to identify and consider the processes applied in three different regional economic development organisations.
In order to appreciate the context of regional strategy development, theory on regions, collaboration and strategy is integrated to develop a detailed theoretical framework of twenty seven elements that are thought to contribute to implementation. The presence or absence of these elements in each of the three cases is explored deductively through a review of internal documents and semi-structured interviews with a mix of regional stakeholders. Elements are investigated within cases to understand how strategy is being applied within each particular context. Analysis across cases is documented, identifying both similarities and differences in the presence and absence of elements.
The research found that relationships were important to the continuing future of the organisations. Long term planning was absent in all cases and this absence was attributed to contextual factors such as a dynamic external environment, and a dependence on government funding leading to short term planning cycles. There was also a lack of clarity regarding organisational goals. The processes utilised in all cases most closely matched Mintzberg and Waters (1998) umbrella strategy, however, all organisations lacked a strategic approach.
A tentative model was developed to depict elements thought to be the most significant to collaborative regional strategy implementation. These elements are: leadership on strategic planning; good member to member relationships; realism; long term goals; performance measures tied to long term goals; ongoing review and updating of the strategic plan; relevance of the strategic plan; and consistency of activities with the strategic plan. The need for further research to investigate these potential relationships was indicated.
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Dittberner, Ellen, and Linda Johansson. "E-commerce strategy implementation : A comparison between theory and practice." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-27273.
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As a result of the continuous development of the business environment, many traditional organizations decide to implement electronic commerce (ecommerce). Implementing ecommerce successfully may generate highly rewarding results, while an inefficient implementation may lead to endan- germent of the organization's survival. The critical question is therefore what factors that are critical for an ecommerce strategy implementation to succeed. The purpose of this is to investigate what factors that are critical to achieve a successful implementation of an ecommerce strategy in retail businesses. According to this purpose, three research questions have been formulated to arrive at valuable findings within this field. In order to fulfill the purpose of this thesis a qualitative research method with an exploratory approach is being applied, data are collected through case study interviews. The cases are being arrived at by nonprobability sam- pling in form purposive sampling. When comparing critical success factors identified in theory and practice, the result suggests that integrated management teams, culture management, realistic expectation and compensation systems are not critical for success- ful ecommerce implementation. Factors that are critical for success are fi- nancial and time investments, sufficient knowledge and technological skills, committed leadership, communication, SEO, omni-channel, external part- ners and the pre phase.
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Thechtakerng, Sunee. "The Implementation of Strategic Alliances By Thai Firms." Doctoral thesis, Universitat Autònoma de Barcelona, 2003. http://hdl.handle.net/10803/3954.
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Aquest estudi, l'adopció d'aliances estratègiques per part de les empreses tailandeses, centrat en la relació entre la conducta dels socis, l'estructura de govern de l'aliança i la satisfacció de les empreses que participen en aquests acords en els districtes industrial a Tailàndia, s'ha operacionalitzat integrant la Teoria de Costos de Transacció (TCT), la Teoria dels Drets de Propietat (PRT) i la Teoria del Valor Transaccional (TVT). Les proposicions que s'han derivat d'aquesta integració s'han contrastat mitjançant la informació aportada per 503 empreses d'aquests districtes industrials aplicant unes regressions logístiques. Els resultats han donat suport al model plantejat i han permès contrastar pràcticament totes les hipòtesis formulades en el sentit esperat. Així, les aliances estratègiques que adopten una estructura que suposa la propietat compartida són més probables de ser més efectives com a estructura de govern d'un acord quan la col·laboració és altament complexa en termes d'incertesa, mentre que les estructures que suposen propietat separada són preferides quan els nivells de confiança entre els socis són alts. Els resultats també mostren com les estructures que impliquen propietat separada són més probables de ser escollides com a formes de govern d'una relació quan l'alta probabilitat d'observar un comportament oportunista es compensa pels beneficis futurs esperats de la relació. A més, els resultats de l'anàlisi de variança realitzat suporten amb fermesa que la satisfacció de les empreses amb l'aliança és independent de l'estructura escollida per governar-la si aquesta estructura s'ha seleccionat considerant aspectes de la Teoria dels Costos de Transacció, de la Teoria dels Drets de Propietat i de la Teoria del Valor Transaccional. Per tant, els resultats de l'estudi suggereixen la necessitat de considerar un marc integrador, constituït per les teories abans esmentades, per estudiar la relació entre conducta dels socis d'una aliança, l'estructura que aquesta adopta i la satisfacció de les empreses participant en l'acord.
This study, the implementation of strategic alliances by Thai firms which focused on the behaviour of partners, the governance structure and the satisfaction outcome of firms in industrial districts in Thailand was operationalized integrating the Transaction Cost Theory (TCT), the Property Rights Theory (PRT), and the Transactional Value Theory (TVT). The propositions were then assessed on the basis of a survey of 503 firms in industrial districts in Thailand. Logistic regression analysis results generally supported the model and hypotheses, suggesting the need for a greater focuses on the TCT, the PRT, and the TVT to study the relationship of partners' behaviour, governance structure, and satisfaction of allied firms. We further found that collaborative alliances (Joint Ownerships) were more likely to be effective as the governance form when collaborations were highly complex in terms of uncertainty, whereas Separated Ownerships were preferred when the level of trust was high between partners. The findings also showed that Separated Ownerships were more likely to be selected when the highest probability for opportunistic behaviour was compensated by the expected future benefits. Moreover, ANOVA analysis result strongly supported that satisfaction of the firm with the alliance should be independent of the implemented structure, if this has been selected taking into account aspects from the TCT, the PRT, and the TVT.
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Pugh, Todd W. "Exit strategy in the implementation of Information Technology Systems." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1997. http://handle.dtic.mil/100.2/ADA341257.
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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1997."September 1997." Thesis advisor(s): William J. Haga, Barry Frew. Includes bibliographical references (p. 55-57). Also available online.
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Ravn, Anders. "Distribution channel strategy design : Application and implementation in healthcare." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-98477.
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Healthcare is a very important and intimate service virtually all people use at least at some occasion in a lifetime. It is also highly complex and variable with heterogeneous patients requiring individualised attention in order to be effectively treated. This requires large resources in terms of labour, knowledge, skill, and time which is why in the past, improving productivity has been difficult. Information and communications technology, ICT, has been seen to have potential to improve productivity in e.g. diagnosing, devising treatment plans, communicating with patients and clinical staff, and record-keeping if applied correctly. During mainly the 1990s, the banking sector changed its distribution channel strategy to focus increasingly on Internet banking rather than local branches. If parallels are drawn between the two, such as comparing local branches to clinics, what can a rheumatology department learn? A case study was conducted at Karolinska University Hospital's Department of Rheumatology. Existing communication pathways associated with the clinic-patient communication were identified, theory and knowledge of the banking sector change was compiled and some current efforts of ICT integration in healthcare were briefly reviewed. Finally, the project sought to provide a future vision for communications in rheumatology. Examples of risks and difficulties considered were legal issues, patient safety and the current compensation for the clinics, which today represent a major limitation for strategy formulation. The study identified several key issue areas to consider when implementing ICT in healthcare and the importance of aligning ICT with workflow. Parts of the banks strategic choices are also applicable in healthcare, e.g. using a multi-channel strategy where different customer segments are targeted with different channels. Further, a unified customer management system containing input from patient as well as provider is highly recommended, together with an online portal increasing accessibility for patients. Most importantly, all distribution channels and ICT systems considered for use should be thoroughly integrated with day-to-day workflow.
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Kiboi, Anne Wanjiru. "Factors affecting strategy implementation in state corparations in Kenya." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020963.
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The purpose of this study was to develop and empirically test a hypothetical model of factors impacting strategy implementation in state Corporations in Kenya in order to establish their statistical significance. To achieve effectiveness and efficiency in strategy implementation in state corporations, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan state corporations since 2003 and this has been as a result of corporate strategy implementation. However it is not enough to develop a good strategy, good strategies can fail during implementation. The state corporations in Kenya, like in most countries in Sub-Saharan Africa, have been characterised by slow and bureaucratic processes that retard corporation‟s performance. Employees and managers in these corporations have been perceived as not performing as they should. Kenyan state corporations are important to the economy of the country. They provide social and essential services to the Kenyan population. There is therefore a need to investigate ways to improve strategy implementation in state corporations, collectively viewed in this study as factors affecting strategy implementation. The study investigated and analysed how the independent variables (internal-, market- and external) impact strategy implementation (dependent variable). The study reviewed literature in the areas of internal-, market- and external factors supported by Louw and Venter‟s (2006), the planning context environmental scan (2010), Zaribaf and Hamid‟s drivers for implementation outcomes (2010), and the Nortel network external environment (2010) models as presented in section 1.5 of chapter one. The hypothetical model developed was based on the models mentioned. The study sought to establish the perceptions of Kenyan state corporation‟s managers and utilised the quantitative research paradigm. A survey was conducted using a self-administered questionnaire distributed to managers in state corporations in Kenya. The final sample comprised 485 respondents. Data was collected between October, 2012 and February 2013, that is, a period of five months. The returned questionnaires were subjected to several statistical analyses. The validity of the measuring instrument was ascertained using exploratory factor analysis. The Cronbach‟s alpha values for reliability were calculated for each of the factors identified during the exploratory factor analysis. In this study, correlation and exploratory factor analysis, the KMO measure of sample adequacy, Bartlett‟s test of sphericity, Kolmogorov-Smirnov test for normality, multi-colinearity diagnostic and regressions were the main statistical procedures used to test the appropriateness of data, correlation and significance of the relationships hypothesised between the various independent and dependent variables. The study identified twelve independent variables as significantly impacting the strategy implementation (dependent variable) of state corporations in Kenya. Five statistical significant relationships were found between the internal factors: organisational structure, human resources, financial resources, leadership, communication and strategy implementation in state corporations in Kenya. Three statistical significant relationships were found between the market factors: customers, suppliers, labour market and strategy implementation in state corporations in Kenya. Four statistical significant relationships were found between the external factors: social-cultural, technology, ecological, global forces and strategy implementation in state corporations in Kenya. The study also found three statistically insignificant variables. It was found that managers in state corporations in Kenya should be encouraged to study and clearly understand the culture of their state corporations in order for them to believe that organisational culture could have a significant impact on strategy implementation and that the culture of their corporation needs to be compatible with the strategy being implemented, because where there is incompatibility between strategy and culture, it can lead to high organisational resistance to change. The managers should also be made to understand that organisational culture shapes employees behaviour, guides strategic decisions and accommodates proposed changes and that When culture influences the actions of employees to support current strategy, implementation is strengthened. Managers should strive to achieve competitive advantage by offering distinctive or unique products or services that clearly add value to the customers. They should be made aware that the strategies of competitors who offer unique service to the customers could derail their strategy implementation. State corporation managers should acknowledge that severe competition results in pressure on prices, margins and profitability for all state corporations. There is a need for managers to ensure that the state corporation strategies are supported and aligned with government policies, directives and programmes. They should actively lobby with government to enact good policies and directives that support strategy implementation. The study has provided general guidelines at internal environmental level on how to implement strategies effectively and efficiently in state corporations in Kenya. Furthermore, general operational guidelines at market level for improving strategy implementation have been given for such corporations to become and remain competitive in the global market place. The study has also highlighted general guidelines regarding managing external environmental factors to assist in improving strategy implementation in state corporations in Kenya.
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Gagné, Geneviève. "Implementation of a bioherbicide strategy for golf course environments." Thesis, McGill University, 2009. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=32536.
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The local pathogen Sclerotinia minor has been formulated to be used as a bioherbicide for broadleaf weed control in turfgrass. Prostrate knotweed (Polygonum aviculare L.), a major golf course weed, is difficult to control with chemical herbicides, but prostrate knotweed is susceptible to the bioherbicide. However, a golf course is a challenging environment for the bioherbicide due to the close and frequent mowing and concomitant reduced competitiveness of the grass. This research demonstrates that prostrate knotweed control in golf course is dose response sensitive. Studies have shown that when the bioherbicide is combined with a protective cover, the bioherbicide performance is enhanced. This research also demonstrates that the bioherbicide can be used with Daconil fungicide, but Banner fungicide adversely affects bioherbicide efficiency. This research involved collaboration with Beaconsfield Golf Club Inc., Ile Perrot Golf and Country Club Inc. and The Royal Montreal Golf Club.Sclerotinia minor est utilisé dans une stratégie de contrôle biologique par inondation pour les terrains gazonnés. La renouée des oiseaux (Polygonum aviculare L) est une des principales mauvaises herbes infestant les terrains de golf. Cette mauvaise herbe est difficile à contrôler avec des herbicides chimiques et elle est susceptible au bioherbicide. Les terrains de golf sont des environnements spécifiques qui sont susceptibles d'affecter le potentiel du bioherbicide. Cette recherche démontre que le contrôle de la renouée des oiseaux est positivement relié à l'augmentation de la dose de bioherbicide appliquée. Cette étude établit que l'utilisation d'un tissu protecteur augmente la performance du bioherbicide. Également, elle prouve que la performance du bioherbicide est affectée par le fongicide Banner. En revanche, le fongicide Daconil peut être utilisé avec le bioherbicide. Cette recherche a été effectuée en collaboration avec: Club de golf Beaconsfield Inc., Club de Golf Ile Perrot Inc. et le Royal Montréal.
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Davies, Iain A. "Management and implementation of strategy in fair trade companies." Thesis, University of Nottingham, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.415381.
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Mayers, Espinal Denisse, and Connor Curran. "Managerial Strategy Implementation for Growth : Small Businesses in Canada." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-19924.
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This study analyzes the managerial strategies that Canadian small business owners are implementing to grow their businesses. At the same time, it compares said managerial strategies with the business’s current growth stage in order to identify a suited managerial strategy applied at a specific life-stage for the growth of their firm.
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Catarino, Pedro Miguel Simões Ferrer. "Implementation strategy for Temahome in the Turkish furniture market." Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/9912.
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