The Factors Influencing Strategy Implementation Management Essay

The Factors Influencing dodging Implementation steering stressThe aim of this module is to produce a 4000 vocalize look for final cause that would be capable for supporting the preparation of a Masters dissertation. The insure overcompensate would include an introduction including a deed, which would cotton up the content of this melodic line document providing a background, informing the reader of the problem / lead do at hand and the context of the position that would be discussed. The inquiry issue would be provided highlighting the brilliance of the issue in todays changing and competitive, cut-throat rail line environment. adequate to(predicate) linkages would be provided to co-relate the seek aims, question objectives, research questions and the hypothesis as much(prenominal) generated.A coherent and faultfinding belles-lettres review would follow demonstrating the noesis of the literature available and linking it to the situation which would be investig ated.A research approach pattern and methodology would be adopted to investigate the concerned issue providing a principle as to how the research objectives ar to be carry outed explaining the plectron of the research paradigm. The research design would include the methods of selective information capture, the data accession issues, the abridgment and the interlingual rendition means that would be utilize to assess the situation and appropriate reasons would be provided for the choice of research tools used. Relevant ethical issues underpinning the research objectives would as well as be discussed along-with the resources involve to come the research proposal.The last backchat section of this perplexity chronicle would include a timetable that would provide the time that it took to complete each bureau of the research proposal along-with a list of references utilised to complete the report.INTRODUCTIONTITLE FACTORS INFLUENCING STRATEGY IMPLEMENTATIONBACKGROUNDThe backing of this research proposal is factors influencing scheme executing. Before we discuss the issue and highlight the importance of the issue in the context of the report it is of elevation importance to understand the concept of corpse executing itself.It is the care for by which the commerce out(a)line hypothecate is gear up into action. It includes the design and commission of fundamental lawal schemes to win the best consolidation of people and social placement, eitherocating resources, managing gracious resources and developing training and termination processes to fulfil organisational objectives.Pierce and Robinsonnote that to hard-hittingly direct and hold back the use of the firms resources, mechanisms such as organisational structure, information systems, leadership styles, assignment of key managers, budgeting, rewards, and control systems are essential scheme practiceation ingredients. by and by the creative and analytical aspects of t he corporal scheme capture been formulated the priority of the care is to convert the dodge into functionally effective action. A schema is never complete, until it gains a fealty of the firms resources and becomes embodied in its organisational structure.Strategy go throughation is an iterative process of implementing strategies, policies, programs and action plans that allows a firm to expend its resources to take advantage of opport unities in the competitive environment (Harrington, 2006). in that respect is no one definition of scheme instruction execution as chitchatn from the above citations yet for the purpose of this report, taking into consideration the definitions above we crumb define strategy executing as an iterative, dynamic and a complex process, which comprises of series of decisions and activities by the management and the administration those affected by m whatsoever referd national and external factors, to lick strategical plans into reality in order to achieve the objectives of the firm.RATIONALE FOR THE STUDYThis part of the report would highlight the aim and the objectives of the research, discussing the issue chosen and its importance by proposing a research question and providing an resolution to it in the literature review.Many studies start ac familiarityd that business strategies practically fail not because of inadequate strategy cookery, but because of an inappropriate execution of instrument strategy. This report would body of work the factors that enable or impede effective strategy execution of instrument. This report would highlight how strategy effectuation has been researched so far and how this area may be moved forward so as to service of process in effective execution of a business strategy. As a result of the literature review undertaken, the report has found night club critical factors for strategy implementation that go out be discussed gain in the literature. construction of an effecti ve strategy, making the strategy work and implementing it throughout the company is a difficult task (Hrebiniak, 2006). Many factors potentially affect the process by which strategic plans are turned into cheekal action. Unlike strategy formulation, strategy implementation is more of a craft, rather than a science. After boffo formulation of the business strategy, difficulties usually prove during the ulterior implementation process.If the business strategy formulated is not applied correctly to all the aspects of the organisational structure the business model would fail, thus harming the organisation in many aspects, the major being the financial capability of the firm, which would take a huge blow. It is of prime importance to get the implementation right some otherwise there would be huge losses for the firm. Noble (1999b) notes, the best-formulated strategies may fail to produce schoolmaster performance for the firm if they are not self-madely implemented. This issue is of finish importance in todays day and age because of the cut-throat competition in the ever-changing business world where each firm motifs to keep back re-modelling their policies and forces to keep up with the change in the external and internal business environment.There are combination of issues that work the success of strategy implementation, ranging from the people who legislate or implement the strategy to the systems or mechanisms in place for co-ordination and control. How can we check understand these issues and their importance for successful strategy implementation? In this report we try to respond to this question by the critical analysis of the existing research on the factors that influence strategy implementation.An analysis has been conducted of the nearly widely used literature databases to identify key factors influencing the process of strategy implementation, to surface current areas of proportionateness and disagreement on the pinchic.LITERATURE po lish upIn the pursuit section, the report would review the study sources and assess their research context, theoretical bases, their main results and the research methods used as well as the analytical techniques which are employed for the study. The studyd organizational aims and organizational types are the twain elements of the research context. The core of the literature review, would concentrate on the nine factors identify through rigorous analysis of the study sources, that play a berth in influencing strategy implementation success, as well as the frameworks or models that aggregate or relate the pertinent factors to each other. This is followed by the discussion of the theoretical bases of the reviewed studies. Finally, the research methods and analytical techniques adopted will be reviewed to see which methods are still underutilized in the context of strategy implementation.By carrying out a literature review of the existing studies, the report found cardinal types of strategy implementation studies one that highlight the importance of the individual factors for strategy implementation and the second that emphasize the big picture of how the single factors interrelate and form a strategic implementation environment.The research would highlight nine recurring, individual factors that influence strategy implementation. They are namely the strategy formulation process, the strategy executors (managers, employees), the organizational structure, the confabulation activities, the level of trueness for the strategy, the consensus regarding the strategy, the relationships among variant units/departments and divergent strategy levels, the employed implementation tactics, and the administrative system in place.THE niner FACTORS THAT INFLUENCE STARTEGY IMPLEMENTATION1. Strategy FormulationIf the collective strategy drafted by the business is a poor or a vague strategy, thence it can limit the implementation efforts dramatically. Good execution ca nnot overcome the shortcomings of a bad strategy or a poor strategic homework effort (Hrebiniak, 2006). Several studies mention the fact that the kind of strategy that is developed (Alexander, 1985 Allio, 2005) and the actual process of strategy formulation, namely, how a strategy is developed (KimMauborgne, 1993 Singh, 1998) will influence the effect of implementation. Alexander (1985) believes that the need to start with a formulated strategy that involves a good idea or concept is the virtually crucial and critical factor which helps promoting its successful implementation. As Allio notes, good implementation naturally starts with good strategic input the soup is only as good as the ingredients (Allio, 2005).2. Relationships among unalike departments and discordent strategy levelsMany studies in the concerned field have stressed that the institutional relationships among polar units/departments and different strategy levels play a major role in the final result of strategy implementation (Walker Ruekert, 1987 Gupta, 1987 Slater Olson, 2001 Chimhanzi, 2004 Chimhanzi Morgan, 2005). Walker Ruekert note that marketing policies, inter-functional structures and processes, corporate-business unit relationships and processes are a major influence on business strategy implementation. In addition, allocation of resources, functional competencies, inter-functional conflict, decision-making participation and influence, and coordination also have different effects on the implementation of various kinds of business strategies. Implementation metier is negatively affected by conflict and positively affected by inter face-to-face communication and not written. Such interdepartmental dynamics are affected by senior management support informal integration and joint reward systems. Other relationships that have received attention to a lesser extent include finance, manufacturing, engineering, quality, marketing, accounting, and sales.3. ExecutorsExecutors compris e the pilfer management, middle management, dismay management and non-management. Effectiveness of strategy implementation is, at least in part, affected by the quality of people involved in the process (Govindarajan, 1989). The quality refers to the capabilities, vex, skills, attitudes, and other characteristics of people needed by a item position (Peng Litteljohn, 2001). Findings indicate that strategy implementation effectiveness, critically depends on the human or people side of project management, and less on organization and systems related factors.Top management refers to the senior-level leaders including presidents, owners, and other high be executives (CEO, CFO, COO etc.) and senior-level managers. Hrebiniak and Snow (1982) report that the level of interaction and participation among the top management team typically leads to greater commitment to the firms goals and strategies. This, in turn ensures the successful implementation of the strategy.Gupta and Govindara jan (1984) note that greater the marketing and sales experience of middle managers, the greater would be their willingness to take risk and successfully implement the strategy. Heracleous (2000) also finds that if middle management do not agree with the strategy, or do not feel that they have the skill set to implement it, then they would sabotage its implementation. Middle managers expect the direction from the top management but frequently feel that they are in a better position to start and evaluate alternative physical bodys of action.Also, the overlook of shared experience with demoralise-level management and non-management employees would create a obstruction to successful strategy implementation.4. parleyMany researchers have emphasized the importance of adequate communication convey for the process of strategy implementation. Alexander (1985) notes that communication is mentioned more frequently than any other single item that promotes successful strategy implementati on. Communication includes explaining what impudent responsibilities, tasks, and duties need to be performed by the employees in order to implement the strategy. It answers the why behind the changed job activities, and explains the reasons why the new strategic decision was do. Rapert and wren (1998) find that organizations where employees have easy access to management through indeterminate and supportive communication channels outperform those with more restrictive communication environments.Effective communication is a fundamental requirement for any effective strategy implementation. makeupal communication plays an eventful role in training, knowledge acquisition and applied knowledge during the process of implementation. In fact, communication is full of life in every aspect of strategy implementation, as it relates in to the organizational context, organizing processes and the implementation objectives.5. Implementation TacticsNutt (1986) stipulates four types of impl ementation tactics used by managers in making planned changes intervention, participation, persuasion, and edict. Intervention refers to strategy adjustments made during the implementation stage by introducing new practices and norms. Participation includes formulating strategic goals and nominating a task force that can develop and propose the corresponding implementation options. Persuasion is the tactic which uses involved parties to convince the employees rough the desired course of actions. The issuing of directives is the main condense of the implementation tactic edict. Lehner (2004) considers the implementation tactics as genuine organizational behaviour based on the arrogance that implementation in general is dependent on the environment, and various strategic and corporate variables.6. ConsensusNielsen (1983) notes that firms must achieve consensus both inside and outside their organization in order to successfully implement business strategies. The consensus about a fi rms strategy may differ across the operation channels within the company. If the employees of the company are not on the same information level or if information passes through many layers in the organization, a lower level of consensus would result. This lack of shared understanding may create obstacles to successful strategy implementation.(Noble, 1999b).Floyd and Wooldridge (1992a) label the gulf surrounded by strategies conceived by top management and awareness at lower levels as implementation gap. Strategic consensus is the agreement between the top, middle, and lower-level managers on the fundamental policies of the organization. Strategic decisions are initiated by a team of top managers and then mandated to the rest of the organization, overlooking the importance of securing consensus with and commitment to the organizational strategy with the lower level employees, which is a big barrier for effective strategy implementation.7. CommitmentStrategy implementation process ma y fail if the strategy does not achieve support and commitment by the majority of employees and the middle management. Shared understanding without commitment would result in counter effort and may negatively affect the organisational performance. The understanding between middle management and those at the operational level to that of the top management teams strategic goals is of prime importance to successful implementation. Noble Mokwa (1999) have put forward three dimensions of commitment that are central factors which directly influence strategic outcomes organizational commitment, strategy commitment and role commitment. Organizational commitment is the extent to which a manager identifies with and works toward organization-related goals and values. Strategy commitment is the extent to which a manager comprehends and supports the goals and objectives of an implementation strategy. Role commitment is the extent to which a manager is determined to perform his individual implem entation responsibilities, regardless of his personal beliefs about the overall strategy.8. Organisational StructureThe type of strategy adopted could differ in many ways and have different requirements regarding an adequate organizational structure. Factors relating to the organizational structure are the second most important implementation barrier according to Heide Grnhaug Johannessens (2002) study. Drazin and Howard (1984) stipulate that a proper alignment of the strategy with the organisational structure is an important pre-requisite for successful implementation of a corporate business strategy (Noble, 1999b). They note that changes in the competitive environment require adjustments to the organizational structure. If an organisations realignment strategies are lacking, it may exhibit poor performance and be at a major competitive disadvantage.9. Administrative SystemsRoth, Schweiger Morrison (1991) study suggests that organisational business units make use of three admini strative mechanisms which are formalization, integrating mechanisms, and centralization, to create operational capabilities of configuration, managerial philosophy and coordination, to support business strategy implementation. somewhat researchers have also focused on the control systems which are one of important ingredients of administrative systems (Drazin Howard, 1984 Nilsson Rapp, 1999). Drazin and Howard (1984) discuss about the role of formal control system in the process of strategy implementation, and suggest that the fluidity of control system contribute to strategy implementation (Noble, 1999b). seek DESIGN AND METHODOLOGYThis part of the project report would focus on the research design and methodology adopted to carry out the research of the issue chosen which is the factors influencing strategy implementation. The following literature would highlight the components of the research paradigm chosen to accomplish the study. This section of the project report would prov ide a detailed rationale on how the study would achieve the research objective put away in the title.This part would explain the methods of data capture used and the issues which would arise in gathering the take information along with the analysis and the interpretation techniques employed to achieve the research aim.Limitations would be included in the following report to make the reader aware of the shortcomings of the chosen methodology the relevant ethical issues would also be discussed in the proposed research design along-with the resources required to complete the proposed research. The choice for the research methodology adopted is in congruousness with the strategic issue chosen for the research proposal.The selection criteria to choose articles for inclusion body in the research analysisThe articles which contain the keywords strategy implementation or strategy execution have been included in the literature .From this further articles were identified using the referenc es sections of the previously retrieved articles. In this way, the report also includes the articles which cope strategy implementation as one of the major subjects even if their title or keywords did not include the terms strategy implementation or strategy execution. As a final selection criterion it was analyse whether the articles explicitly discuss factors impeding or enabling strategy implementation success.Data showSecondary SourcesIn order to identify the factors that enable or impede effective strategy implementation, the report has analysed relevant academic, compeer reviewed journals such as the Strategic care daybook, the honorary society of perplexity journal, the Journal of Management Studies, Long Range Planning, Journal of Management, Academy of Management Executive, sympathetic Relations, Sloan Management Review, Journal of Marketing, etc. using the literature databases of EBSCO Host, ProQuest ABI, Science Direct, JSTOR and Wiley Interscience. cultivation h as also been sourced from Google Scholar and books, newspapers, trade journals, industry portals, government agencies, trade associations, supervise industry news and developments.The research data would be collected in different organisations or units of an organisation. The organisations were mainly professional service organisations, from both universe and private sector. For example, finance, insurance and telecommunications companies, and government departments would be included. The size of the units under study would be 100 to 500 employees. The study would be qualitative in nature, main research method being semi-structured interviews.Primary Sources and SamplingIn each organisation or unit, representatives would form three groups, namely the top management, middle management, and lower level personnel, would be interviewed using the questionnaire provided downstairs. Altogether 25 interviewees per organisation would be randomly chosen 2-5 persons representing the top ma nagement level, 4-13 persons the middle management level, and 8-17 persons from the lower level personnel. The interviewees would be chosen randomly, ensuring however that different tasks, work groups, and departments were represented equitably. The general topic of the interviews would be strategy implementation.During the interviews, the interviewees would fill out questionnaires, in which they would evaluate the various problem statements. The questionnaire has been instaln belowQ1. How do you define the concept of strategy implementation?Q2. What kind of issues would you come to strategy implementation with?Q3. How do you participate in the strategy implementation process?Q4. How are the policies pertaining to strategy implementation communicated within the different levels of the organization?Q5. Describe your own role in the process of strategy implementation.Q6. mensurate the degree of the strategy implementation problems in your organisation.Data Access IssuesSome data a ccess issues might arise in the research journey, which could be the unwillingness of the employees to participate in the planned interviews hampering the information gathering capabilities of the subsequent research report along-with lack of co-operation from concerned companies which might not give permission to carry out interviews with its employees fearing a possible leak of its corporate strategy to its competitors. Also finances required for the successful completion of the information gathering process might not be adequate.Data digestThe results of the questionnaires would be assessed, as well as the comments of the interviewees for the statements would be analysed. The main data analysis method employed would be content analysis of the interviews. The put down interviews would be coded accordingly to the central issues of the research. The analysis method would include diachronic trend analysis and linear regression analysis using parcel tools, judgmental forecasting, and conjoint analysis.Limitations of the Research DesignThe approach in conducting the literature review has shortcomings which should be acknowledged. The following are the limitations in the methodology adopted.Collection of articles has been carried out by relying on the databases of EBSCO Host, Science Direct, JSTOR, Wiley Inter Science and ProQuest ABI and the report thus may have overlooked some critical viewpoints on strategy implementation included in monographs or specialists books. Some selective articles in the review, however, rely heavily on concepts from advanced books on corporate strategy thus making up for the shortcoming to a authorized extent.The articles have been located using the keywords strategy implementation and strategy execution. This procedure of gathering articles may omit some important articles. The report also excludes some very specific strategy implementation contexts, such as post-merger integration implementation.The research has dis ploughed th at most of the conducted studies in the subject focus on the influence of middle managers on strategy implementation. There is no special research relating to lower management and non-management, even if several authors have stated that it is important to consider their effects on strategy implementation as well.Another major research challenge incudes, a lack of understanding between the relationships among the nine reviewed factors, for example, there are major disagreements about the relationship between the variables of communication, commitment and consensus which the report fails to highlight.Also a change factor is that there are very few studies that systematically examine how different organizational units and strategy levels can influence strategy implementation, which the report has not included.Strategy implementation involves many theories including agency theory, social learning theory, expectancy theory, organization theory and social system theory. Because of the li mited word count it was not feasible to include such theories in the text presented which is also a shortcoming.The lists of journal articles selected are not comprehensive enough, as many other issues could potentially affect strategy implementation. Such other factors, however, are less mentioned or not analysed in-depth, as many of them are also hard to control and modify.Research EthicsFor research to be carried out successfully there are many ethical issues that need to be taken into consideration. It is very important to secure the permission and interests of all the people involved in the study. The people involved would be given(p) assurance that any information obtained during the interview process would not be misused as this is the moral responsibility which would be maintained towards the participants. It is the trade of this research to protect the rights of the participants of the study as well as their covert and sensitivity. The confidentiality of those involved i n the observation would be maintained at all times, keeping their anonymity and privacy secure.Resources required for effective researchThe resources required to carry out the proposed research would require the support and co-operation of the supervisor in charge so as to provide guidance for submitting an effective research analysis report. Also would require permission from the industries chosen for the study of the research issue and the co-operation of its employees for conducting interviews.Adequate financial support would also be required to assist in the completion of the proposed research analysis report to cover the cost of commuting and resultant transportation fares.TIMETABLETASKSELECTION OF INDUSTRIES FOR RESEARCH FOCUSDAYS1-56-1010-1516-2021-2525-30LITERATURE REVIEW/ CRITICAL ANALYSIS OF standby SOURCES OF DATAINTERVIEWING PROCESSINDEPTH STUDY OF VARIOUS SOURCESASSESSING RESOURCE FOR CONCEPTUAL modelingCOLLECTION OF SECONDARY SOURCES OF DATADEVELOPMENT OF RATIONALE F OR STUDY ultimately FORMULATED RESEAERCH PROPOSALREFRENCESSaunders, M., P. Lewis and A. Thornhill (2007) Research methods for business students, Harlow FT, Prentice Hall (4th ed.)Blumberg, B., D.R.Cooper and Pamela S. Schindler (2008), vexation Research Methods, London McGraw Hill (second ed.)Wilson, J. 2010, Essentials of Business Research A transfer To Doing Your Research Project London SageAllio, M.K. (2005). A Short, Practical get hold of to Implementing Strategy. Journal of Business Strategy, 26, 12-21.Beer, M., and Eisenstat, R.A(2000). The Silent Killers of Strategy Implementation and Learning Sloan Management Review, Summer, 29-42.Bourgeois , L. J., and Brodwin D.R. (1984). Strategic Implementation Five Approaches to an Elusive Phenomenon. Strategic Management Journal, 5, 241-264Govindarajan,V., and Fisher.J. (1990). Strategy, Control systems, and resource sharing effects on business-Unit Performance. Academy of Management Journal, 33, 259-285.Heracleous, L. (2000). The R ole of Strategy Implementation in Organization Development Organization Development Journal, 18, 75-86.Higgins, J.M. (2005). The Eight Ss of Successful Strategy Execution. Journal of Change Management, 5, 3-13.Lehner, J. (2004). Strategy Implementation Tactics as Response to Organizational, Strategic, and environmental Imperatives. Management Revue, 15, 460-480Noble, C.H. (1999a). Building the Strategy Implementation Network. Business Horizons, 19-27.Nutt, P.C. (1986). Tactics of Implementation. Academy of Management Journal. 29, 230-261.Nutt, P.C. (1989). Selecting Tactics to Implement Strategic Plans. Strategic Management