ABSTRACT
This study is about the success of strategy
implementation. Implementation, the conceptual counterpart of strategy
formulation, has been regarded as an extremely challenging area in management
practice. Still, strategy implementation has received remarkably less attention
in the strategic management literature. The existing implementation frameworks
are mostly normative and rather limited.
On the other hand, the strategy as practice
research agenda has emerged to study strategy on the micro level, as a social
phenomenon. Practice researchers have introduced an activity – based view on
strategy that is concerned with the day – to – day activities of organizational
life that relate to strategic outcomes. Still, there is a clear need to know
more about these strategic activities: what are they like, and how are they related
to strategic outcomes.
This study explores the success of strategy
implementation in terms of organizational activities, by focusing on two
questions: how are the strategy goals realized through organic goal’s adoption?
The research questions are addressed empirically.
The analysis produces a general strategic
activity categorization consisting of numerous activities under five main
activity categories of determining, communicating, controlling, organization
and interacting with the environment. The activities divide into existing and
desired
ones, which further divide into enhancing and novel one, the analysis
reveals that successful adoption of a strategic goal is desired activities that
enhance the existing ones and extensive repertories of novel desired activities
in addition, the scope of the strategic goals’ origin and its coherence with
other elements of strategy is proposed to contribute to the adoption of the
strategic goal.
The study contributed to the strategy as
practice discussion by taking the activity – based view seriously and showing
in detail what the strategic activities are like and how they are linked to the
success of strategy implementation. The research reveals that strategy
implementation is a much more complicated, creative, communicative, and
external oriented phenomenon than the extant literature presents. Furthermore
this study adds to the very limited empirical research on how strategies are
adopted and enacted on all organizational levels. The practical implications of
the study concern critical evaluation of existing and desired activity
patterns, as well as understanding the significance of the strategic goals’
origin and the coherence of the strategic whole.
TABLE OF CONTENTS
Title page
Abstract
Table of contents
CHAPTER ONE
1.1 Background of the study
1.2 Statement of problem
1.3 Objectives of the study
1.4 Research questions
1.5 Hypotheses formulation
1.6 Significance of the study
1.7 Scope of the study
1.8 Limitations of the study
1.9 Definition of terms
References
CHAPTER TWO
2.0 Review of related
literature
2.1 The concept of strategy
2.2 Strategy as content and
process
2.3 Strategy as practice: An
activity Based view of strategy
2.3.1 Strategizing all over
the organization
2.4 strategic goals and components
2.4.1 Individual collective
and organization goals
2.4.2 Strategic intent and
goal
2.5 Adoption of strategic
goals
2.6 Organization strategic
activities
2.7 The Essence of strategic
action
2.8 Strategic activities,
Types and classification
2.8.1 Strategic activity
classification
2.9 Bourdex Telecom’s
strategic goal
2.9.1 Development project
related activities
2.9.2 Desired activities for
customer service Process improvement Reference
CHAPTER THREE
3.0 Research methodology
3.1 Research design
3.2 Area of the study
3.3 Population of study
3.4 Sample size determination
3.5 Instrument of Data
Collection
3.6 Method of Data
presentation and analysis
References
CHAPTER FOUR
4.1 Presentation and Analysis
of Data
4.2 Hypotheses test
CHAPTER FIVE
5.0 Summary of findings,
recommendation and conclusion
5.1 Summary of findings,
5.2 recommendations
5.3 Conclusion
Bibliography
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Although strategy has been one of the main interests of both
organization theorists and practitioners for decades.
Porter (1991:95-117) states that the most central question in strategy
research has been why some firms succeed and some fail. According to Tsoukas
(1996:11-25) in studying firms’ behaviour, management researchers have
traditionally addressed two questions in what direction should a firm channel
its activities and how should a firm be organized.
On the other hand, business management and practitioners in private and
public organizations as well as strategy consultants, strategy gurus, and
business schools have constantly sought models and guidelines to ensure
organizational survival and success as the basic motivation for all
strategists. Strategy is about understanding and anticipating the nature of an
organization’s competitive environment and its position within it.
Barney
(1991:99-120) states that a strategy is about understanding the organization’s
valuable, rare, inimitable and non-substitable internal resources, and core
competences.. Ansoff (1965) views strategy as about creating ingenious plans
for the future to beat competitors to serve
customers in novels ways, but it is also about organizational action, taking
different kinds of actions step-by-step in specific way.
Though, this research project is about the success of strategy
implementation. The processes by which strategies are created, that is,
strategy formulation, or strategy making, have gained growing attention since
the 1960s and the early authors have developed different normative frameworks
and models for building a successful corporate or business strategy. As a
conceptual counterpart to formulation, strategy implementation has been
considered a process of executing the decisions made in the formulation
process.
Hrebiniak
and Joyce (2001:602) stress that strategy implementation has not reached as
much attention as formulation and has even been labeled as “a neglected area in
the literature of strategic management. Therefore, formulation and
implementation f strategy have generally
been considered
|
as separate,
|
distinguishable
|
parts of
|
the strategic
|
management process and the
|
conceptual separation of implementation
|
|||
and formulation can also be seen strategy
write up or textbooks.
|
||||
Snow and
|
Harmbrick
|
(1980:527:538)”
|
even
|
argue that,
|
researchers have
|
( …) reached a general consensus on distinguishing
|
between
strategy formulation and strategy implementation. The advantage of making this
distinction is that the cognitive aspects of strategy formulation, can be
viewed as an important phases apart from the action
component (implementation) But this work look at this distinction as myopic
considering thinking and doing. The believe here demonstrate that,
implementation is more than pure mechanical execution, requiring cognition, initiative and interaction on the part of various
stakeholders throughout the organization.
Infact,
the classical implementation literature is often laden with a rather
mechanistic idea of man, which neglects the factor that organizational members
are conscious agents with their own intents and is manifested
in terms
such as “installing strategy” As Clegg et al (2004: 24) put it, the Cartesian
split between the intelligible mind and the dumb body that has to be informed”.
Some
groups of authors like, “Bourgeois and Brodwin (1984) Noble (1999) and
Hrebiniak and Joyce (2001 states that the concept of strategy implementation is
“elusive” and strategy implementation....
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