Document Type: Original Article

Authors

1 Sama technical and vocational training college, Islamic Azad University, Tehran Branch, Tehran, Iran

2 Member of Young Researchers and Elite Club, Islamic Azad University, Tehran, Iran

3 Researcher and Scholar in Management Science, Iran

4 M.A in Entrepreneurship Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran

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 firm bankruptcy are linked to wrong implementation and that’s why implementation is often defined 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 waste 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.

Keywords

Alexander L. (1985): Successfully implementing strategic decision, Long Range Planning, 91-97, ISSN 00246301.

Al-Ghamdi, S. (1998). Obstacles to successful implementation of strategic decisions: The British experience”, European Business Review, 322-327, ISSN 0955-534X.

Allio M.K. (2005): A short, practical guideto implementing strategy, Journal of Business Strategy, 12-21, ISSN 0275-6668.

Articles in journals

Beer, M., Eisenstat R.A., (2000).  The silent killers of strategy implementation and learning, Sloan Management Riview, 29-40, ISSN 1532-9194.

Chaneta I., et al. Strategic Management Process, Journal of Comprehensive Research, available at http://jupapadoc.startlogic.com/compresearch/papers/JCR11-4.pdf, accessed 07-11-2012)

Cobbold I., Lawrie G., 2001, downloaded from http://www.slideshare.net/Petrilau/how-to-create-sustainable-competitive-advantage-using-strategy-mechanism, accessed 11-12-2012)

Hrebiniak L.G., (2006). Obstacles to Effective Strategy Implementation, Organizational Dynamics, 12–31, ISSN 0090-2616.

Kalali, N.S., et al. (2011). Why does strategic plans implementation fail? A study in the health service sector of Iran, African Journal of Business Management, 9831-9837, ISSN 1993-8233.

Li Y., Guohui S., Eppler M.J. (2008). Making Strategy Work: A Literature Review on the Factors influencing Strategy Implementation, available at http://www.knowledge-communication.org/pdf/making-strategy-work.pdf, (accessed 11-02-2013)

Miller S (1997). Implementing Strategic Decisions: Four key Success Factors. Organ. Stud., 577-602, ISSN 0170-8406.

Noble C.H. (1999) Building the strategy implementation network, Business Horizons, 20-28, ISSN 0007-6813.

Noble C.H. (1999). The eclectic Roots of Strategy Implementation Research, Journal of Business Research 45, 119–134, ISSN ISSN 0148-2963.

Okumus, F. (2003). A framework to implement strategies in organizations, Management Decision, 871 – 882, ISSN 0025-1747.

Roney, C.W. (2004). Strategic Management Methodology, Praeger Publishers, ISBN 1-56720-629-8, Westport.

Sandelands E. (1994): All talk and no action? Perish the thought, Management Decision, ISSN 0025-1747.

Schmidt J. (1994). The case of the sales-driven company, Journal of Business Strategy, 17-20, ISSN 0275-6668.

Waterman RH, Peters TJ, Phillips JR (1980). Structure Is Not organization. Bus. Horiz.,14-26, ISSN 1993-8233.

Wernham R (1984). Bridging the Awful Gap between Strategy and Action, Long Range Planning, 34-42, ISSN 00246301.

Wessel J. (1993): The strategic human resource management processin practice, Planning Review, 37-38, ISSN 0251-3625.

Wheelen, Thomas L.; Hunger, J. David (2006). Strategic Management and Business Policy: Toward Global Sustainability, ISBN 10: 013215322X.

Wheellen and Hunger (2002). Strategic management and business policy, Harvard Business School, Prentice Hall, available at http://hbsp.harvard.edu/he-main/resources/documents/web-files/STRAT-Wheelen-Hunger.pdf, (accessed, 12-01-2013).