Strategy Implementation in Organizations: A Conceptual Overview

Rani, Pushpa

doi:10.26493/1854-4231.14.205-218

Cited by 20 publications

(16 citation statements)

References 16 publications

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“…Aiming at a moving target will cause higher costs, will delay the process and will lower the quality of the result (Rani, 2019). Greater innovation can occur within acceptable levels of risk.…”

Section: Strategic Innovation and Implementation Of Strategic Plansmentioning

confidence: 99%

“…Factors that affect strategy implementation can be categorized as leadership style, information availability and accuracy, uncertainty, organizational structure, organizational culture, human resources, and technology (Rani, 2019;Samuel & Siebeneck, 2019). Although most authors agree that these factors affect strategy implementation, each factor's impact is at a different level and carries a different force (Obeidat, Al-Hadidi & Tarhini, 2017).…”

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confidence: 99%

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Factors Influencing the Implementation of Strategic Plans in Small Manufacturing Firms in Nairobi County

Nduati¹,

Kariuki²,

Wanjohi³

2022

JOSM

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An organization’s ability to implement its strategy successfully is a result of its ability to overcome obstacles leading to poor strategy implementation. However, a myriad of factors can potentially affect the process by which strategic plans are turned into organizational action. This study sough to determine the factors influencing the implementation of strategic plans in small manufacturing firms in Nairobi County. Specifically, the study examined the effect of strategic innovation, strategic leadership and organizational culture on implementation of strategic plans in small manufacturing firms in Nairobi County. The study was informed by the Contingency theory. The study adopted a descriptive survey research. The study targeted 50 small manufacturing firms in Nairobi County. Purposive sampling was used to select a manager and supervisor in each of the small manufacturing firms. A sample size of 100 respondents was used. A multiple regression analysis was used to establish the relationship between institutional factors and the implementation of strategic plans. SPSS statistical software was used to analyze the data. The results indicated that strategic innovation and implementation of strategic plans in small manufacturing firms is positively and significantly related. Strategic leadership and implementation of strategic plans in small manufacturing firms is positively and significantly related. Lastly, results showed that organization culture and implementation of strategic plans in small manufacturing firms is positively and significantly related. The study concluded that strategic innovation, strategic leadership and organizational culture significantly influence implementation of strategic plans in small manufacturing firms. The study recommends that the small manufacturing firms’ should understand the role organization culture play in management of organizations. They should be in a position to build a culture that is aligned to the strategic plans that they adopt. The small manufacturing firms’ managers should also develop strategic leadership to coordinate all the other resources to attain the desired goals. Strategic leadership determines success or failure of a strategic plan. Key words: Strategic Innovation, Strategic Leadership and Organizational Culture, Strategic Plans & Small Manufacturing Firms

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Section: Strategic Innovation and Implementation Of Strategic Plansmentioning

confidence: 99%

mentioning

confidence: 99%

Factors Influencing the Implementation of Strategic Plans in Small Manufacturing Firms in Nairobi County

Nduati¹,

Kariuki²,

Wanjohi³

2022

JOSM

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“…As much as strategy is important to the survival of organizations, implementing a robust strategy within organizations remains a challenging process. Challenges of implementing strategy in organizations have been highlighted by Kabeyi (2019) and Rani (2019). Among the challenges facing organizations for implementing strategy, the authors revealed the lack of communication, the lack of understanding for overall aims and direction, and the lack of support.…”

Section: Ea and Business Strategymentioning

confidence: 99%

Healthcare Organizations and Enterprise Architecture: A Case Study in Canada

Tallé

Uche

2021

ESJ

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The paper focuses on exploring the perceptions of stakeholders (medical doctors, nurses, pharmacists, IT staff and other employees) in healthcare organizations in Canada on how they developed Enterprise Architecture (EA) to improve managerial decision making and align business activities and Information Technology (IT). Both quantitative and qualitative methods were adopted for this research. A total of 120 questionnaires were sent out but only 72 responses were received. Participants included industry professionals involved in implementing information systems (IS) within healthcare organizations. Data was collected physically and through emails. Also 3 subject matter experts (experts) were interviewed for the study. These experts each have over ten years’ experience in EA practice and are doctorate degree holders (PhDs). The results of the study showed that stakeholders see the potential for EA to be a tool for planning IT/IS projects, breaking down organizational silos, creating digital transformation, and proactively responding to disruptive forces. They do not see EA as the necessary tool for integrating IT solutions.

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“…The line manager should be involved in the formulation of the organization strategies and should understand those which affect the operations of the team and communicate the same to the followers while ensuring that the team achieves its stated goals as laid down in the strategies. Failure of a team leader to present the capabilities of the team in relation to the task could end up with the team being allotted responsibilities in the strategy implementation for which they are not qualified and the failure in performance could lead to low morale (Rani, 2019;Thang, &Buyens, 2008)…”

Section: Organizational Strategymentioning

confidence: 99%

Line Managers and the Application of the Harvard HRM Model

Muriithi¹

2020

theijbm

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An organization must grow and make profits for future development and it must be able to perform the tasks as stated in its objectives. It is necessary for the organization leadership to appreciate that the organization exists because of the people involved in it and these are whom they lead (Deaconu, Rasca, & Manolescu, 2010). The 21 st Century organization trends consider employees as 'assets' and like all assets, they must make a profit for the organization otherwise they would be discarded which would mean the end of the organization (Gabcanova, 2011). A leader may be very qualified in the technical aspects but ultimately, the actual performance of the tasks will only succeed through the performance of the followers and since the 21 st Century organizations are working through teams, then the success of the tasks will depend on how a line manager leads the followers in the team which makes the human capital performance a significant element in any organization (Deaconu, Rasca, & Manolescu, 2010).

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Strategy Implementation in Organizations: A Conceptual Overview

Cited by 20 publications

References 16 publications

Factors Influencing the Implementation of Strategic Plans in Small Manufacturing Firms in Nairobi County

Factors Influencing the Implementation of Strategic Plans in Small Manufacturing Firms in Nairobi County

Healthcare Organizations and Enterprise Architecture: A Case Study in Canada

Line Managers and the Application of the Harvard HRM Model

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