Implementing strategy and avenues of access: a practice perspective

Harry Sminia, Fredy Valdovinas Salinas

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

From its inception, strategic management has been conceptualised as strategic planning (Ansoff, 1965). This presupposes a chronology in that a plan needs to be formulated first, which is then subsequently implemented. Strategy implementation is thence understood as a process of execution, a putting into action of explicitly formulated intentions; often requiring deliberate and managed organisational change. Thinking of strategy implementation in this way has achieved a level of sophistication in that over the years various frameworks have been developed by which managers can execute a strategy (e.g. Ansoff & McDonnell, 1990; Hrebiniak & Joyce, 1984; Okumus, 2003; Thompson et al., 2019). These frameworks present strategy implementation as a matter of designing an appropriate organisation structure, establishing an incentive scheme, changing the organisational culture and of monitoring and control. This way of thinking has been labelled as the structural control view (Weiser et al., 2020).
Original languageEnglish
Title of host publicationEffective Implementation of Transformation Strategies
Subtitle of host publicationHow to Navigate the Strategy and Change Interface Successfully
EditorsAngelina Zuback, Danielle Tucker , Ofer Zwikael, K Hughes, Shelley Kirkpatrick
Place of PublicationSingapore
PublisherPalgrave Macmillan Ltd.
Pages65-88
Number of pages23
ISBN (Electronic)9789811923364
ISBN (Print)9789811923357
DOIs
Publication statusPublished - 24 Sep 2022

Keywords

  • strategic implementation
  • organisational change
  • practice theory
  • strategic management
  • strong process

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