Research ArticleOpen AccessGoogle Scholar indexed
A Model for Enhancing Strategy Execution
Department of Business Management, Jinan University, Guangzhou, China
- 1 Department of Business Management, Jinan University, Guangzhou, China
Journal of Human Resource and Sustainability Studies·Volume 07 (2019)·Pages 360–367·Published 5 July 2019·DOI10.4236/jhrss.2019.73023
Copy link · social · email
Abstract
Strategic management researches have always focused on the effects strategic decisions, and have fewer researches on strategy execution. The focus of this paper is on the ability to achieve strategic goals—strategy execution, and it has three conclusions. Firstly it redefines that strategy execution is the ability of achieving strategy; secondly, the factors which can have effect on strategy execution can be divided into three kinds: strategic management, attitude of members and mechanisms of organization; it finally puts forward corresponding suggestions from strategic management, personnel management and organizational mechanisms to provide guidance for enterprises.
KeywordsStrategy ExecutionInfluencing FactorsStrategic Management
- Xue, Y., Qi, D. and Wei, H. (2005) An Analysis of the Status Quo of Carrying-Out China’s Enterprise Strategy, and of the Decisive Factors of the Executive Ability. Management World, 88-98.
- Olivier, A.J.S.E. (2018) Closing the Strategy Execution Gap in the Public Sector. International Journal of Public Leadership, 14, 6-32. https://doi.org/10.1108/IJPL-04-2016-0010
- Camillus, J.C. and Grant, J.H. (1980) Operational Planning: The Integration of Programming and Budgeting. Academy of Management Review, 5, 369-379. https://doi.org/10.5465/amr.1980.4288850
- Bossidy, L. (2002) Execution: The Discipline of Getting Things Done. Crown Business, New York.
- Stimie, J. and Vlok, P.J. (2016) A Mechanism for the Early Detection and Management of Physical Asset Management Strategy Execution Failure. South African Journal of Industrial Engineering, 27, 158-173. https://doi.org/10.7166/27-3-1651
- Barrick, M.R., Thurgood, G.R., Smith, T.A., et al. (2015) Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy of Management Journal, 58, 111-135. https://doi.org/10.5465/amj.2013.0227
- Xu, W., Sun, H., Wang, Z., et al. (2008) Dimension Structure and Measurement on Strategy Execution of Chinese Enterprises. China Industrial Economy, 10, 97-108.
- Kleinbaum, A.M. and Stuart, T.E. (2014) Inside the Black Box of the Corporate Staff: Social Networks and the Implementation of Corporate Strategy. Strategic Management Journal, 35, 24-47. https://doi.org/10.1002/smj.2090
- Van den Steen, E. (2018) Strategy and the Strategist: How It Matters Who Develops the Strategy. Management Science, 64, 4533-4551. https://doi.org/10.1287/mnsc.2017.2857
- Somech, A. and Drach-Zahavy, A. (2013) Translating Team Creativity to Innovation Implementation: The Role of Team Composition and Climate for Innovation. Journal of Management, 39, 684-708. https://doi.org/10.1177/0149206310394187
- Burgelman, R.A. (1994) Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments. Administrative Science Quarterly, 39, 24-56. https://doi.org/10.2307/2393493
- Vilà, J. and Canales, J.I. (2008) Can Strategic Planning Make Strategy More Relevant and Build Commitment over Time? The Case of RACC. Long Range Planning, 41, 273-290. https://doi.org/10.1016/j.lrp.2008.02.009