Barriers to the Implementation of Strategic Decisions: Evidence from Hotels in a Developing Country

Obstacles to strategy implementation and success factors: A review of empirical literature

“…Another study found that inadequate leadership and employees' reluctance to share their knowledge have a negative effect on organizational performance (Cater & Pucko, 2010). Furthermore, other issues affecting the organizations' performance indicators concerning implementation include not carrying out comprehensive analysis and planning and a lack of training in combination with low levels of employee motivation (Köseoglu et al, 2018). Authors continued to bridge the knowledge gap by studying factors affecting poor implementation (Mollahoseini & Ahmadkhani, 2012;Pella et al, 2013), success factors, and the importance of organizational culture and how it can contribute to successful strategy implementation (Alamsjah, 2011;Al-Kandi et al, 2013).…”

“…33 Köseoglu et al (2018) To examine potential barriers to the implementation of strategic decisions.…”

“…The fourth dualistic factor highlights the importance of having a clear strategy for successful implementation. A number of researchers have come to this conclusion (Alamsjah, 2011;Beer & Eisenstat, 2000;Cater & Pucko, 2010;Köseoglu et al, 2018). Hrebiniak (2006) stressed that poor or vague strategy limits the implementation effort and therefore is a major obstacle as good execution cannot overcome various shortcomings of a bad strategy or poor STRATEGIC MANAGEMENT, Vol.…”

Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

“…These studies identify that strategic implementation of information technologies is a way to obtain sustainable competitive advantages in the hotel reservation process [36], and that CI activities are suitable in the hospitality industry [37]. Finally, CI use has been analyzed in American and Brazilian hotels, perceiving that hotel managers have a low level of awareness about CI, and therefore, further research is needed on CI use in this industry [16,18,19].…”

“…Sustainable competitive advantages are also important in the hospitality industry [16], whose survival depends on numerous factors [17]. These factors include CI [18][19][20][21], which can help organizations in any industry achieve the aforementioned sustainable competitive advantages [22]. However, the current literature about CI requires more extensive development in the context of the hotel industry, specifically regarding the use of robust statistical methods to test the effects and relationships of CI activities [16].…”