Implementing strategies successfully

Aaltonen, Petri; Ikävalko, Heini

doi:10.1108/09576060210436669

Cited by 102 publications

(66 citation statements)

References 7 publications

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“…Strategy implementation is the most difficult and important part of strategic management. No matter how superior its formulated strategy, a hotel will not benefit if it is implemented incorrectly (Aaltonen and Ikavalko, 2002).…”

Section: Discussionmentioning

confidence: 99%

The use of strategic planning tools and techniques by hotels in Jordan

Aldehayyat

Khattab

Anchor

2011

Management Research Review

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PurposeThis paper aims to understand the use of strategic planning tools and techniques and the nature of its relationship with managers' views of the strategic planning process by hotels in Jordan. Design/methodology/approachA review of the literature relating to both strategic planning and strategic planning tools and techniques in both developed and emerging markets is provided. The empirical research was conducted via a questionnaire survey of Jordanian hotels in two cities; namely, Petra and Aqaba. FindingsThe main findings of this research are that the Jordanian hotels engage in the strategic planning process by using a number of techniques. The use of strategic planning tools and techniques relate more to the size of hotel and less to age and ownership type. There is a positive relationship between the use of strategic planning techniques and size of hotel. The managers of these hotels have generally positive attitudes towards the strategic planning process. The managers who believe in the benefits of strategic planning engage more in the practice of it. Research Limitations/ implicationsThe nature of this research is descriptive and the method used is a cross-sectional survey. Therefore, future research could be conducted on a small number of these hotels by using a more in-depth approach. Secondly, the sample was restricted to hotels in two cities in Jordan. Further research should include other regions in Jordan and should analyse the ownership types of hotels (such as independent vs. chain) and its star rating. Originality/valueThis paper provides empirical evidence about the use of the strategic planning tools and techniques by hotels in an emerging market context.

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Section: Discussionmentioning

confidence: 99%

The use of strategic planning tools and techniques by hotels in Jordan

Aldehayyat

Khattab

Anchor

2011

Management Research Review

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“…A feature of the literature reviewed (Aaltonen & Ikavalko, ; Galbraith & Kazanjian, ; Ho et al, ; Hrebiniak & Joyce, ; Stonich, ; Thompson et al, ; Thorpe & Morgan, ; Waterman, Peters, & Phillips, ) is the consistent view that strategy implementation as a concept is made up of similar and identifiable factors. These common factors are organizational structure, organizational culture, leadership, operational planning, resource allocation, communication, people, and control (see also the McKinsey's 7S Model by Waterman et al, ; and the expanded 8 S's Model by Higgins, ).…”

Section: Definition Of Strategy Implementation and Its Representativementioning

confidence: 99%

Conceptualizing and measuring strategy implementation: A multidimensional view

et al. 2019

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When it comes to strategy making and strategy implementation, although it is acknowledged that the biggest challenge is the implementation, most of the literature tends to focus more on the strategy making part. Just like how the strategy implementation part of the strategy process has received little attention in the strategic planning literature, equally there are not much research devoted to developing measures for studying this important management process and practice. Through quantitative methodological approaches for studying the strategic management and planning process, and analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors, this paper addresses this void by presenting evidence on the measurement properties of a multi‐dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub‐constructs (the ten dimensions) are uni‐dimensional factors with acceptable reliability and validity. Furthermore, using three additional measures, a correlation and hierarchical regression analysis,the nomological validity for the multi‐dimensional strategy implementation construct was also established. Relative importance of ten strategy implementation dimensions (activities) for practising managers is highlighted, with the mutually and combinative effects and drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation.

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“…Without an executable plan -and the resources needed to implement that plan -even the most innovative strategy is merely words on paper." (p. 153) It has been noted that organisations have difficulties in implementing their strategies (Aaltonen and Ikavalko, 2002). Research has suggested that half of the decisions made by an organisation fail (Nutt, 1999), whereas nearly 70 percent of strategies and strategic plans and decisions are not implemented successfully according to Okumus, 2003;and Corboy and O'Corrbui, 1999.…”

Section: Introductionmentioning

confidence: 99%

Culture and the Implementation Process of Strategic Decisions in Jordan

Shannak

Obeidat

2012

jmr

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This paper studies the nature of the implementation process of strategic decisions within three banks in Jordan. To gain a better view of the implementation process, a qualitative research was carried out. Interviews, observations, and documentation research were used in order to collect the primary data of this study. It is believed that culture might have an effect on the way strategic decisions are implemented in organizations. Having reviewed the extant literature, it was found that four factors may be used to explain the nature of this process 258 within the three banks. These factors are the use of an external company, the use of a simulation technique, the use of an incremental approach, and the use of a buffering time period. Finally, the analysis of the data revealed that culture is expected to play an important role in the implementation process and in the way this process is implemented within banks in Jordan.

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Implementing strategies successfully

Cited by 102 publications

References 7 publications

The use of strategic planning tools and techniques by hotels in Jordan

The use of strategic planning tools and techniques by hotels in Jordan

Conceptualizing and measuring strategy implementation: A multidimensional view

Culture and the Implementation Process of Strategic Decisions in Jordan

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