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Journal articles on the topic 'Strategy implementation'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Riungu, Festus Kinyua, Thomas A. Senaji, and Hellen Nkirote Mugambi. "Strategy Implementation." Africa Journal of Technical and Vocational Education and Training 4, no. 1 (2019): 197–208. https://doi.org/10.69641/afritvet.2019.4194.

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Education plays a critical role in ensuring the survival of any nation in the global economic setup leading to emphasis on quality outcomes of education. Strategic management practice is a very critical factor for any organizationâ€™s survival in the modern competitive operating environment. The purpose of the study was to establish whether schools adopt strategic management practices and their influence on competitive academic performance. Strategic management practices were decomposed into specific objectives of environmental scanning, strategy formulation, strategy implementation and strate

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2

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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3

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

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4

Cândido, Carlos J. F., and Sérgio P. Santos. "Implementation obstacles and strategy implementation failure." Baltic Journal of Management 14, no. 1 (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 obs

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5

SZARATA, Mateusz. "BUS LANE IMPLEMENTATION STRATEGY." Transport Problems 17, no. 3 (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 particul

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6

Walsham, Geoff. "IS strategy and implementation." ACM SIGOIS Bulletin 14, no. 2 (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 (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

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8

Shipley, David, and Kwai Sun Wong. "Exhibiting Strategy and Implementation." International Journal of Advertising 12, no. 2 (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 (2011): 179–92. http://dx.doi.org/10.1007/s11575-011-0071-6.

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10

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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11

Iskandar, Andy, and Eka Ardianto. "STRATEGY ALIGNMENT: KEY FACTORS FOR EFFECTIVE STRATEGY IMPLEMENTATION." Jurnal Ilmiah Bisnis dan Ekonomi Asia 18, no. 3 (2024): 246–68. https://doi.org/10.32815/jibeka.v18i3.1459.

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This study aimed to conduct a literature review to determine the reason behind the difficulty of strategy implementation. To achieve this objective, 36 articles were collected from 1980 to June 2023 from previous literature reviews and the results of searching several other leading journals. The result showed that it is necessary to add a strategy alignment category as an important bridge between formulation and implementation. Furthermore, 6 important factors in strategy alignment need to be considered as a key success for effective implementation. The article contributes a theoretical strate

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12

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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13

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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14

KARAOULANIS, ANDREAS. "Expansion Strategy Implementation for SMEs." JOURNAL OF SOCIAL SCIENCE RESEARCH 9, no. 2 (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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15

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

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16

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

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17

Pella, Muh Darmin Ahmad, Ujang Sumarwan, Arief Daryanto, and Kirbrandoko. "Factors Affecting Poor Strategy Implementation." Gadjah Mada International Journal of Business 15, no. 2 (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 performa

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18

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

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19

Aziz Dasan, Rafat. "Driving Strategy Implementation to Success." Global Journal of Economics and Business 12, no. 1 (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 dep

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20

Bentley, Yongmei, and Steve Clarke. "Evaluation of Information Strategy Implementation." Journal of Organizational and End User Computing 23, no. 1 (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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21

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 (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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22

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

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23

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

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24

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

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25

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

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26

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

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27

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

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28

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

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29

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

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30

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

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31

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

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32

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

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33

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

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34

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

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35

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

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36

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

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37

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

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38

Kanagal, Nagasimha Balakrishna. "Issues in Marketing Strategy Implementation." International Business Research 9, no. 11 (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

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39

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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40

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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41

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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42

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

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43

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

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44

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

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45

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

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46

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

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47

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 (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 o

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48

Torrez, JuliÃ¡n Miranda. "Driving Factors in the Implementation of Digital Transformation Strategy." JOURNAL OF ECONOMICS, FINANCE AND MANAGEMENT STUDIES 05, no. 10 (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 t

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49

Qizi, Uktamjonova Zulayxo Anvarjon. "METHODS OF IMPLEMENTATION OF BENCHMARKING STRATEGY IN INDUSTRIAL ENTERPRISES." International Journal Of Management And Economics Fundamental 3, no. 12 (2023): 46–49. http://dx.doi.org/10.37547/ijmef/volume03issue12-09.

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In the conditions of globalization, enterprises are experiencing many difficulties in striving to be competitive at the national and international level.Benchmarking, as a new modern competition tool and business management method, allows enterprises to interact with other market participants, identify means of advantage, implement them in their activities and improve them by better using growth potential.

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50

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

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