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The Biggest Failures In Managing Strategy Implementation

Author

Listed:
  • Valentina Ivancic

    (University of Rijeka Faculty of Economics, Republic of Croatia)

Abstract

The strategic management process implies the management staff has at least three engagements: define, conduct and evaluate applied strategy. However, the most common reasons of fi rm bankruptcy are linked to wrong implementation and that’s why implementation is often defi ned as the Achills heel of the strategic management process (Roney, 2004, p. 233). Unfortunately, most strategic planning efforts fail during this crucial phase and firms wast significant resources already invested. This paper examines the literature of strategy implementation and post a link between some critical points important to reduce errors in strategy implementation and improve firm performance.

Suggested Citation

  • Valentina Ivancic, 2013. "The Biggest Failures In Managing Strategy Implementation," Interdisciplinary Management Research, Josip Juraj Strossmayer University of Osijek, Faculty of Economics, Croatia, vol. 9, pages 197-208.
    • Handle: RePEc:osi:journl:v:9:y:2013:p:197-208
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    File URL: http://www.efos.hr/repec/osi/journl/PDF/InterdisciplinaryManagementResearchIX/IMR9a16
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    References listed on IDEAS

    as
    1. Noble, Charles H., 1999. "Building the strategy implementation network," Business Horizons, Elsevier, vol. 42(6), pages 19-28.
    2. Noble, Charles H., 1999. "The Eclectic Roots of Strategy Implementation Research," Journal of Business Research, Elsevier, vol. 45(2), pages 119-134, June.
    3. Waterman, Robert Jr. & Peters, Thomas J. & Phillips, Julien R., 1980. "Structure is not organization," Business Horizons, Elsevier, vol. 23(3), pages 14-26, June.
    Full references (including those not matched with items on IDEAS)

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    Cited by:

    1. Vu Minh Hieu & Chijioke Nwachukwu, 2019. "Strategy Evaluation Process And Strategic Performance Nexus," Business Management, D. A. Tsenov Academy of Economics, Svishtov, Bulgaria, issue 1 Year 20, pages 43-55.

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    More about this item

    Keywords

    implementation obstacles; critical implementation factors; key performance indicators;
    All these keywords.

    JEL classification:

    • L21 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Business Objectives of the Firm
    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
    • L25 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Performance

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