Identification and Prioritization of Intra-Organizational Factors Effective in Successful Implementation of Strategies

Abstract

The aim of this study is to identify and prioritize the internal factors effecting the successful implementation of strategies. In this study, first through a literature review of the former studies in the field of strategy implementation, 13 factors were identified.Then Interpretive Structural Modeling method (ISM) was used to prioritizing these factors in a graphical model. A questionnaire was used to collect data that its validity with content validity and its reliability with equivalence tests were assessed. Group of experts surveyed in this study are 11 members of the university and industry experts that have theoretical and practical experiences in the field of strategic management. The results of research indicate that some factors such as "well-defined strategy", "consensus on strategies" and "aligned organizational structure and culture with strategy" have more importance and priority (effecting factors). Also some factors like "strategy implementation control", "commitment to implementation of strategy", "support and competence of high management" and "managing human resources during the implementation" have less importance and priority (effected factors). Identification and prioritization the factors effecting the successful implementation of strategies can prepare a clear vision to managers and organizations involved in the implementation of the strategy stage in order to Increasing the likelihood of success in the implementation of the organizational strategies.

Keywords

Main Subjects

References

Aaker, D. (1989). Strategic Market Management, 2nd edition, Wiley & Sons, New York.
-Abasi. Mohammad, AkbarpourShirazi. Mohsen and Aria Nejad. Mir BahadorGholi (2010), Determining the optimal strategy ofmanufacturing using modified Interpretive structural Modeling linear programming model. International Journal of Industrial Engineering and Manufacturing Management. Vol. 21, No. 4, pp. 142-151. (In Persian).
-Allio, M, K. (2005). A Short Practical Guide to Implementing Strategy,Journal of Business Strategy, No.26, Pp.12-21.
-Asgharpour, Mohammad Javad (2002), Group decision making and game theory with operations research approach. Tehran University Press. (In Persian).
-Brenes,E,R., Mena,M., Molina,G,E. (2008). Key success factors for strategy implementation in Latin America,Journal of Business Research. No.61 ,Pp. 590–598.
-Critenden, V.,&Critenden, W. (2008), building a capable organization: Theeight levers of strategy implementation, Business Horizons, No.51(4), Pp.301–309.
-David, Fred. R (2010), Strategic Management, Translated by Ali Parsaian and Seyed Mohammad Arabi, Cultural Research Office Publication. (In Persian).
-Dietrich, P, Lehtonen,P. (2005). Successful management of strategic intentions through multiple projects – Reflections from empirical study, International Journal of Project Management, No.23,Pp.386–391.
-Dobni, B. (2003). Creating a strategy implementation environment,Business Horizons , March-April.
-Ghafarian, Vafa and Tafvizi, Farin (2009), Strategy: 360 view (implementation and evaluation of strategies), Industrial Management Organization Publication. (In Persian).
-Harrington, R, J. (2006). The moderating effects of size, manager tactics and involvement on strategy implementation in foodservice,Hospitality Management,No.25 Pp.373–397.
-Heracleous, L. (2000). The Role of Strategy Implementation in Organization Development,Organization Development Journal,No. 18, Pp.75-86.
-Hrebiniak, L., and Snow, C, C. (1982). Top Management Agreement and Organizational Performance,Human Relations, No.35: Pp.1139–1158.
-Hrebiniak, L. G (2013), Making Strategy Work: Leading Effective Execution and Change, FT Press.
-Hrebiniak, L,G. (2006). Obstacles to Effective Strategy Implementation,Organizational Dynamics, No.35, Pp.12-31.
-Kaplan, Robert and Norton, David (2010), Strategy Orianted Organization. Translated by ParvizBathtiari, Industrial Management Organization Publication. (In Persian).
-KarimiDastjerdi, Davod, Pour Ezat, Ali Asghar, SeyedKalaki, Nader and AkhvanAnvari, Mohammad Reza (2010), Ranking the obstacles of strategic decisions execution. Strategic Management Studies, No, 2. (In Persian).
-LashkarBlooki, Mojtaba (2011), Strategy Implementation (step by step guidline for execution in practice), AryanaGhalam Publication. (In Persian).
-Li, Y.,Guohui, S., Eppler, M, J. (2008). Making Strategy Work: A Literature Review on the Factors influencing Strategy Implementation, ICA Working Paper 2.
-Maleki, Hamid (2007), The role of leadership and structure in strategy execution. Monthly Journal of Strategic Approach, No. 79,80. (In Persian).
-Montgomery, C, A. (1992). Resources: The essence of corporate advantage,Harvard Business School Cases, No.9,Pp.792-808.

-Morgan. ‎Mark, Elliot Levitt, Raymond  and  ‎Malek, William A.  (2008), Executing Your Strategy, Translated by Seyed Mohammad Arabi and Rahim Zare, SamaResearcj Center Publication. (In Persian).

-Noble, C,H. (1999). Building the Strategy Implementation Network, Business Horizons, Pp.19-27.
-Ogbeide, G,A .,  Harrington, R, J. ( 2011). The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry, International Journal of Contemporary Hospitality Management Vol, 23 No, 6, pp, 719-738.
-Quinn, J, B. (1980). Strategy for change: Logical incrementalism, Homewood, IL: Irwin Press.
-Rahim Nia. Fariborz, GhareBaghi, Nastaran and Behpour, Elham (2012), Providing a conceptual model to evaluate organizational obstacles of strategy execution in context of organization culture, 4th Conference of Municipal Planning and Management. (In Persian).
-Ravi, V., Shankar, R. (2005). Analysis of interactions among the barriers of reverse logistics,Technological Forecasting and Social Changes, No.72, Pp.1011-1029.
-SafdaryRanjbar, M., Azami, A., Afraze, A. (2012). Analysis of interaction among factors effective on corporate entrepreneurship. Asia Pasific Journal of Innovation and entrepreneurship. Vol.6, No.3, Pp. 9-31.
-Sage, A. (1977). Interpretive Structural Modeling: Methodology  or Large-scale Systems, 91–164, McGraw-Hill, New York.
-Schaap, J,I. (2006). Toward Strategy Implementation Success: An Empirical Study of the Role of Senior-Level Leaders in the Nevada Gaming Industry,UNLV Gaming Research & Review Journal, No.10, Pp.13-37.
-Simkin, L. (1996). People and Processes in Marketing Planning: The Benefits of Controlling Implementation, Journal of Marketing Management. No.12,Pp.375–390.
-Singh, D,T. (1998). Incorporating cognitive aids into decision support systems: the case of the strategy execution process, Decision Support Systems, No.24, Pp.145–163.
-Singh, M, D., Shankar, R.,Narain, R.,&Agarwal, A. (2003). Knowledge management in engineering industries  An interpretive structural modeling, Journal of Advances in Management Research,No.1(1), Pp.27−39.
-Wang ,G, H., Wang, Y., Zhao, T. (2008). Analysis of interactions among the barriers to energy saving in China, Energy Policy,No.36 ,Pp.1879–1889.
-Warfield, J. (2005). Developing interconnection matrices in structural modeling,IEEE Transactionsons on Systems, Man and Cybernetics, No.4(1), Pp.67-81.
 

Files

History

  • Receive Date: 18 September 2014
  • Revise Date: 11 March 2015
  • Accept Date: 15 March 2015

Share

How to cite

Statistics