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Journal articles on the topic 'Strategy implementation'

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

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1

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

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2

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

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3

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

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Purpose The purpose of this paper is to address the following question: How do strategy implementation obstacles relate to each other and affect strategy implementation? Design/methodology/approach The research methodology is qualitative and based on an extensive review of the literature and on an in-depth case study analysis. Findings This paper draws two main conclusions. The first is that the many obstacles that impact the strategy implementation process can interact and be strongly interrelated in dynamic and complex manners. The second is that obstacles can lead to and reinforce other obstacles, eventually forming long chains of blockages. Originality/value Strategy implementation remains a difficult task with improbable success. This paper provides a contribution to an explanation on why so many strategy implementation efforts fail. It is one of the very few papers addressing the issue of the relationships between strategy implementation obstacles.
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4

Ekshembeeva, L. V., and M. Sh Musataeva. "DISCURSIVE STRATEGY OF SCIENTIFIC REPORT AND ITS IMPLEMENTATION." RUDN Journal of Language Education and Translingual Practices 14, no. 1 (2017): 9–17. http://dx.doi.org/10.22363/2312-8011-2017-14-1-9-17.

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5

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

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This paper proposes a methodology for bus lane allocation including different strategies, dynamic bus lanes, and exclusive bus lanes. Choosing the right solution depends on many factors, such as traffic flow, passenger flow, and time losses. Analytical or simulation models can be used to evaluate the effectiveness of a separate bus lane. Analytical methods are simple to use and provide results in a short time. Simulation models, unlike analytical ones, require much more time and data to prepare but they are also much more detailed and accurate data. Therefore, analytical models may be particularly needed in the first stage of planning work during which potential sections for separated bus lanes are indicated. In this article, the author proposed an analytical model based on the 6th edition of the Highway Capacity Manual, which can be used to assess the implementation of separated bus lanes in different strategies. The final model developed was calibrated using traffic measurement results collected in a Polish city. As a result of the work, the author proposed the calculation procedure of the assumptions and diagrams, enabling the assessment of the selection of the appropriate solution.
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6

Walsham, Geoff. "IS strategy and implementation." ACM SIGOIS Bulletin 14, no. 2 (December 1993): 13–16. http://dx.doi.org/10.1145/170846.170852.

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7

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

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Purpose The purpose of this paper is to study the operational process factors that affect successful strategy implementation in the Middle East. Design/methodology/approach Five operational process factors were studied (resource availability, communication, operational planning, people, control and feedback). Data were collected using a self-administrated questionnaire from employees who implement and/or are responsible for strategy implementation in 17 pharmaceutical companies. In total, 330 questionnaires were distributed, and a total of 259 were responded with a response rate of 78 per cent. Findings Findings revealed that four of the operational process factors, namely, resource availability, communication, operational planning in addition to control and feedback, strongly affect the success of strategy implementation. Further, resource availability was ascertained to be the most influential factor, followed by control and feedback, then by communication, while people factor showed no effect on the implementation process. Practical implications It is advised that, during the implementation phase, company management should provide staff employees with the necessary training and instructions to link employee performance with the overall reward and compensation system in the organization and to strengthen effective communication and coordination. Originality/value This is one of the few studies that cover operational process factors and successful strategy implementation and is the first study to test the model on companies in the pharmaceutical sector in the Middle East.
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8

Shipley, David, and Kwai Sun Wong. "Exhibiting Strategy and Implementation." International Journal of Advertising 12, no. 2 (January 1993): 117–30. http://dx.doi.org/10.1080/02650487.1993.11104530.

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9

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

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10

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

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11

Torrez, Julián Miranda. "Driving Factors in the Implementation of Digital Transformation Strategy." JOURNAL OF ECONOMICS, FINANCE AND MANAGEMENT STUDIES 05, no. 10 (October 18, 2022): 2928–33. http://dx.doi.org/10.47191/jefms/v5-i10-13.

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The objective was to identify the factors that drive the implementation of the digital transformation strategy. It was based on the theories of organization, strategic management, and digital technologies. The method, a qualitative analysis and systematic review of recently published and high impact documents was carried out. As a result, a model was proposed that relates the factors and the strategy through propositions at four levels of analysis: individual, organization, ecosystems, and geopolitics. Originally, the knowledge of digital transformation is expanded by associating it with the theoretical perspectives of strategy, organizations, and management.
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12

Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.

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The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.
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13

KARAOULANIS, ANDREAS. "Expansion Strategy Implementation for SMEs." JOURNAL OF SOCIAL SCIENCE RESEARCH 9, no. 2 (October 17, 2015): 1804–7. http://dx.doi.org/10.24297/jssr.v9i2.3785.

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The aim of this paper is to introduce some specific strategies SMEs should implement in order to expand to new markets and grow. The author underlines the importance of the three pillars upon which SMEs should establish a concrete strategy. These pillars are the following: adopt disruptive new technologies, focus more on customers and expand into new markets.
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14

van der Meer, Robert, and Garry R. Greenhalgh. "Manufacturing Strategy: Formulation and Implementation." Journal of the Operational Research Society 42, no. 12 (December 1991): 1125. http://dx.doi.org/10.2307/2582963.

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15

Tawse, Alex, and Pooya Tabesh. "Strategy Implementation: A Comprehensive Framework." Academy of Management Proceedings 2017, no. 1 (August 2017): 13212. http://dx.doi.org/10.5465/ambpp.2017.13212abstract.

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16

Pella, Muh Darmin Ahmad, Ujang Sumarwan, Arief Daryanto, and Kirbrandoko. "Factors Affecting Poor Strategy Implementation." Gadjah Mada International Journal of Business 15, no. 2 (June 12, 2013): 183. http://dx.doi.org/10.22146/gamaijb.5702.

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Research on strategy implementation has been developed for three decades, yet only a few studies focus on factors affecting poor strategy implementation. This research evaluates the influence of strategy implementation problems on strategy implementation success and firm performance. This survey was conducted in 60 Indonesian companies and the data were statistically analysed using Structural Equation Modeling Partial Least Square (SEM PLS). The results show significant influence of strategy implementation problems on the degree of successful strategy implementation and perceived firm performance. The seven major obstacles that have impact on poor strategy implementation are: problems related to corporate scorecard, key performance indicators, information technology, competence, performance appraisal, strategy management office, and financial support.
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17

Koshino, Yuka, and Robert Ward. "Japan’s geo-economic strategy: implementation." Adelphi Series 59, no. 481-483 (November 2, 2019): 103–20. http://dx.doi.org/10.1080/19445571.2019.2054236.

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18

Aziz Dasan, Rafat. "Driving Strategy Implementation to Success." Global Journal of Economics and Business 12, no. 1 (February 2022): 118–27. http://dx.doi.org/10.31559/gjeb2022.12.1.7.

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Under the pressure to improve strategy implementation effectiveness and organizational performance, several government officials look for new tools and methods to have greater public organizational performance. By improving the public organizations' performance, public value and citizens trust in government will be improved. Saudi Arabia is a country in Western Asia and one of the Middle East countries which depends on its natural resources (i.e. oil and gas production) as the primary source of income (Such countries are named rentier states). However, Saudi Arabia was trying to reduce its dependence on oil and to have a diverse set of products that feed its income since the ’70s of the last century. This notion has been injected by Saudi government officials into their national strategies (i.e. 5- year national development plans). However, several contemporary analyses show that Saudi still depends on oil as the primary source of income, which means that its national strategies implementation is not achieving its foremost objectives. Not achieving the strategic objectives keep the organisational performance low which accumulatively will have an impact on the whole government and the country’s economy. Based on a sample from Saudi public organisations, the research describes the strategy implementation dynamics and issues along with the drivers that have an impact on implementing effectiveness that leads to the organisational performance improvements in which -at the end- will lead to improvements in the economic performance of the country. One of the key findings of the research indicates that having a coordinated body for the strategy implementation activities across the organisation is the first ranked driver for having successful strategy implementation.
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19

Bentley, Yongmei, and Steve Clarke. "Evaluation of Information Strategy Implementation." Journal of Organizational and End User Computing 23, no. 1 (January 2011): 1–17. http://dx.doi.org/10.4018/joeuc.2011010101.

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Information strategy is often relegated to an information technology element of corporate strategy, or worse, ignored in favour of IT operational planning. This research, conducted over a five-year period, stresses the correct framing of an information strategy and its implementation. The authors propose a framework that assists in the evaluation of such strategies, primarily those at higher education institutions, but also in a wider range of organisations seeking to improve the understanding and implementation of their information strategy.
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20

Ganushchak-Yefimenko, Liudmyla M., Valeriia G. Shcherbak, and Olena D. Gulina. "COMPANY CRM SYSTEM STRATEGY IMPLEMENTATION." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 117, no. 6 (December 20, 2017): 38–42. http://dx.doi.org/10.30857/2413-0117.2017.6.5.

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The paper presents the research findings on implementing the company CRM system strategies as the most effective and widely used tools to enhance its competitive position, thus allowing to collect, organize and analyze data about customers and potential customers, as well as identify their preferences. This study provides a rationale for using the CRM system which enables a better focus on specific markets and consumers, meeting their needs, and converting casual customers into loyal ones which is the key objective of any company in the market.
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21

Herhausen, Dennis, Thomas Egger, and Cansu Oral. "Auditing Marketing Strategy Implementation Success." Marketing Review St. Gallen 31, no. 3 (June 2014): 55–65. http://dx.doi.org/10.1365/s11621-014-0363-x.

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22

Leslie Livingstone, John, and Douglas J. Tigert. "Strategy implementation: Competition among supermarkets." Planning Review 15, no. 6 (June 1987): 14–48. http://dx.doi.org/10.1108/eb054207.

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23

Raps, Andreas. "Strategy implementation – an insurmountable obstacle?" Handbook of Business Strategy 6, no. 1 (December 2005): 141–46. http://dx.doi.org/10.1108/08944310510557152.

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24

Hillman Willis, T., and Donna L. Mitchell. "Pre‐implementation Strategy for CIM." Industrial Management & Data Systems 91, no. 5 (May 1991): 10–13. http://dx.doi.org/10.1108/02635579110002496.

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25

McDonald, J. "A Proactive ISDN Implementation Strategy." IEEE Journal on Selected Areas in Communications 4, no. 8 (November 1986): 1218–21. http://dx.doi.org/10.1109/jsac.1986.1146461.

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26

van der Meer, Robert. "Manufacturing Strategy: Formulation and Implementation." Journal of the Operational Research Society 42, no. 12 (December 1991): 1125–26. http://dx.doi.org/10.1057/jors.1991.210.

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27

Dobni, Brooke. "Creating a strategy implementation environment." Business Horizons 46, no. 2 (March 2003): 43–46. http://dx.doi.org/10.1016/s0007-6813(03)00008-9.

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28

Noble, Charles H. "Building the strategy implementation network." Business Horizons 42, no. 6 (November 1999): 19–28. http://dx.doi.org/10.1016/s0007-6813(99)80034-2.

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29

HREBINIAK, LAWRENCE G. "Obstacles to Effective Strategy Implementation." Organizational Dynamics 35, no. 1 (January 2006): 12–31. http://dx.doi.org/10.1016/j.orgdyn.2005.12.001.

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30

Grundy, Tony. "Strategy implementation and project management." International Journal of Project Management 16, no. 1 (February 1998): 43–50. http://dx.doi.org/10.1016/s0263-7863(97)00016-1.

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31

Lorange, Peter. "Strategy implementation: the new realities." Long Range Planning 31, no. 1 (February 1998): 18–29. http://dx.doi.org/10.1016/s0024-6301(97)00087-3.

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32

Kraft, Kenneth L., and Jerald Hage. "Strategy, social responsibility and implementation." Journal of Business Ethics 9, no. 1 (January 1990): 11–19. http://dx.doi.org/10.1007/bf00382558.

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33

Burns, David J. "Retailing: Concepts, strategy and implementation." Journal of Retailing and Consumer Services 3, no. 3 (July 1996): 190–91. http://dx.doi.org/10.1016/0969-6989(96)86958-x.

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34

Parkin, Rod. "IT security — An implementation strategy." Computers & Security 14, no. 5 (January 1995): 423. http://dx.doi.org/10.1016/0167-4048(95)97133-u.

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35

Walsham, G., and T. Waema. "Information systems strategy and implementation." ACM Transactions on Information Systems 12, no. 2 (April 1994): 150–73. http://dx.doi.org/10.1145/196734.196744.

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36

Pië, Bert, and Henk Ritsema. "Corporate strategy: Implementation and control." European Management Journal 11, no. 1 (March 1993): 122–31. http://dx.doi.org/10.1016/0263-2373(93)90033-e.

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37

Kanagal, Nagasimha Balakrishna. "Issues in Marketing Strategy Implementation." International Business Research 9, no. 11 (September 19, 2016): 16. http://dx.doi.org/10.5539/ibr.v9n11p16.

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<p>Marketing Strategy Implementation (MSI) is responsible for delivering the value proposition to the customers. MSI can be seen as (1) dichotomous with marketing strategy formulation; or as (2) a mutually interdependent process along with marketing strategy formulation; or as (3) a program. Aspects postulated to be important during the implementation process include (a) presence of good leadership; (b) careful attention to the formative years of MSI program; (c) presence of trust in all important relationships; (d) system of early warning / feedback; (e) achieving functionalities in the marketing process; (f) a fetish for execution; (g) hype about rewards and incentives; and (h) choice of market vs. hierarchy. The study first addresses the placement of MSI in the strategic marketing process and the strategic organizational process, secondly examines the nature of marketing execution, and thirdly puts forth some postulates for marketing strategy implementation. These postulates are subsequently empirically checked in the market and implications for managers are subsequently laid out.</p>
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38

Starčević, Slađana, Aleksandra Majdarević, and Ema Marinković. "Implementation of ambush marketing strategy." Anali Ekonomskog fakulteta u Subotici, no. 40 (2018): 49–65. http://dx.doi.org/10.5937/aneksub1840049s.

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39

Gericke, G. A., and R. B. Kuriakose. "IoT Water Monitor Implementation Strategy." Journal of Physics: Conference Series 1577 (July 2020): 012045. http://dx.doi.org/10.1088/1742-6596/1577/1/012045.

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40

Fox, Kenneth, and George L. Siscoe. "Future Missions Strategy-Implementation Study." Eos, Transactions American Geophysical Union 70, no. 52 (1989): 1568. http://dx.doi.org/10.1029/89eo00397.

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41

Okumus, Fevzi. "Towards a strategy implementation framework." International Journal of Contemporary Hospitality Management 13, no. 7 (December 2001): 327–38. http://dx.doi.org/10.1108/09596110110403712.

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42

Muller, Anne, Kathleen McCauley, Paul Harrington, Julie Jablonski, and Robyn Strauss. "Evidence-Based Practice Implementation Strategy." Nursing Administration Quarterly 35, no. 2 (April 2011): 140–51. http://dx.doi.org/10.1097/naq.0b013e31820f47e9.

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43

Upadhyay, Archana Yemeshvary Ashok, Ashok Kumar Upadhyay, and Sasmita Palo. "Strategy Implementation Using Balanced Scorecard." Management and Labour Studies 38, no. 4 (November 2013): 447–69. http://dx.doi.org/10.1177/0258042x13516596.

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44

Chang, Chia-hao, and Thomas G. Steiner. "Dual database strategy and implementation." Computers & Industrial Engineering 13, no. 1-4 (January 1987): 208–12. http://dx.doi.org/10.1016/0360-8352(87)90083-0.

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45

Ahmad, Asma’a, Robin Doss, Majeed Alajeely, and Sarab F. Al Rubeaai. "Trust strategy implementation in OppNets." Computing 100, no. 2 (July 22, 2017): 151–81. http://dx.doi.org/10.1007/s00607-017-0569-2.

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46

Leonardi, Paul M. "Materializing Strategy: The Blurry Line between Strategy Formulation and Strategy Implementation." British Journal of Management 26 (January 2015): S17—S21. http://dx.doi.org/10.1111/1467-8551.12077.

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47

Walderseel, Robert, and Simon Sheather. "The Effects of Strategy Type on Strategy Implementation Actions." Human Relations 49, no. 1 (January 1996): 105–22. http://dx.doi.org/10.1177/001872679604900105.

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48

Pandurangarao, Dasari. "http://researchleap.com/how-does-marketing-strategy-influence-firm-performance-implementation-of-marketing-strategy-for-firm-success/." International Journal Of Innovation And Economic Development 1, no. 3 (2015): 16–22. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.13.2002.

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Marketing strategy has been a focus of organizations and a tool for attaining overall firm performance. Our study contributes to the existing study of marketing strategy by supporting a relationship between marketing strategy factors and overall firm performance. Deduction from existing literature enabled a construction of a conceptual model that explains overall firm performance. Promotion, pricing, distribution, and product standardization and adaptation have an impact on sales, customer and financial performance of firms. The study suggests that the impact is mediated by marketing strategy implementation success. At the same time the impact of moderating factors of product homogeneity, stage of product life cycle and competitive intensity are present.
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49

Chepkwei, Ambrose. "STRATEGY IMPLEMENTATION IN HOSPITALITY INDUSTRY: GLOBAL PERSPECTIVE." Journal of Strategic Management 6, no. 1 (March 29, 2021): 33–45. http://dx.doi.org/10.47672/jsm.687.

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Introduction: Strategy implementation entails one of the most misunderstood business concepts, while it is important for all persons at all levels of the organization to comprehend what strategy implementation is especially in the hospitality industry. Strategy is about long-term goals of the organization while its foundation is strategy orientation envision in the future of hospitality industry. The hospitality industry globally symbolizes one of the most dynamic and successful industries in the United States of America, as well as in all countries of the world. Certain countries including United States of America. Purpose: The objective of the study was to establish strategy implementation in hospitality industry with a global perspective. Methodology: The study was established through a thorough review of literature available in (journals, conference presented papers, and academic websites) in respect to strategy implementation in hospitality industry in various countries of the world. The study randomly surveyed the available research on strategy implementation in (10) countries within (3) continents of the world. Findings: Several firms in the hospitality industry have recognize strategy implementation, however, there has been some evidence on the effective strategy implementation especially in developed economies including United States and European countries. Unique contribution to theory, practice and policy: The driving force for strategy implementation is the interest to grow the industry in a competitive global environment. Strategy Implementation assist managers in the hospitality industry to achieve competitive advantage. The hospitality industry is still new yet growing very fast in other parts of the world and strategy implementation is of essence as a practice of strategic management. Strategy implementations is a concept that is still misunderstood in many organizations including those in the hospitality industry. Therefore, there is need for all people within the organization to comprehend all aspects of strategy implementation and the impact on business performance thereof.
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50

Kiss, Gyöngyvér. "A strategy for elliptic curve primality proving." Acta Universitatis Sapientiae, Informatica 7, no. 2 (December 1, 2015): 125–42. http://dx.doi.org/10.1515/ausi-2015-0015.

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Abstract This paper deals with an implementation of the elliptic curve primality proving (ECPP) algorithm of Atkin and Morain. As the ECPP algorithm is not deterministic, we are developing a strategy to avoid certain situations in which the original implementation could get stuck and to get closer to the situation where the probability that the algorithm terminates successfully is 1. We apply heuristics and tricks in order to test the strategy in our implementation in Magma on numbers of up to 7000 decimal digits and collect data to show the advantages over previous implementations in practice.
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