What are the European Youth Goals and how do they relate to the EU Youth Strategy? Do they embody the principles of solidarity? Can they contribute to solidarity in the youth field at a national and European level and if yes, how?
This paper examines the EU Youth Strategy, especially the Youth Goals, from two different perspectives. This will be done on the one hand by understanding solidarity as a cohesive system and on the other by viewing solidarity as a common value. It will further give an insight as to whether the European Youth Goals incorporate the principles of solidarity. Lastly,
it assesses the role of the EU Youth Strategy and the Youth Goals as tools to achieve solidarity.
The analysis conducted in the paper provides the following insights. Solidarity can be understood as a cohesive system of cooperation in the European youth field. Each stakeholder has a specific role and knowledge base with which they contribute to the implementation of the EU Youth Strategy and the process of the EU Youth Dialogue. Additionally, solidarity as a common value has become even more crucial than before in the second EU Youth Strategy and in the European Youth Goals. However, the implementation of these documents depends on national realities.

The commercial, social and inclusion benefits of providing performance support to customers and users suggest that helping them to make socially responsible choices can enable a supplier to build longer lasting and mutually beneficial relationships with them. Boards can act with more confidence that people will be equipped to implement CSR and other policies. Providing target groups in the community with similar support can engage, inform and empower them, and help them to achieve beneficial outcomes for themselves and the planet.

Purpose: As sport gradually becomes a full-scale business, a debate about the applicability and appropriateness of measures of performance has emerged. This research aims to analyse how the special features of sport businesses influence the performance management system of a sports merchandiser.
Design/methodology/approach: The research work examines a case study of a sports retailer that manages the merchandising and image rights of a major European football club. It was conducted using Otley’s (1999) performance management framework.
Findings: We found that organization objectives were clearly known by all managers at all levels, despite not articulated in explicit statements, but conveyed in less formal ways. The main finding is to explain how a performance management system can be structured to effectively respond to the sports setting in which a company operates:  constant meetings, shared values, information exchange and fast response to events substituted planning and forecasting.
Research limitations/implications: The nature of the case study research method limits the generalizability of findings. Research in performance measures must have a holistic approach.
Practical implications: Managers can use this comprehensive framework to analyse the consistency of their performance measurement systems and to identify opportunities for improvement. Also, understanding how this organization was successful in communicating objectives and values can be of help.
Originality/value: The paper analyses a performance management system within the special features of sport-related businesses.

The major literature on the topic of strategic planning is examined with focus given to its use in the public sector. A case study is performed in a large state agency in Texas to describe managers' views as to the effectiveness of strategic planning in meeting its mandated purposes, and to explore how well strategic planning is integrated into other agency processes.

Managers report that strategic planning effectively establishes agency vision and overall direction. They report mixed views as to the level of involvement of agency consumers and other stakeholders. They are unanimous that coordination between agency units is not good. Integration of local planning efforts with state level strategic plans was viewed as needing improvement.

Strategic planning has not been well linked to agency appropriations requests, operational plans or performance measures. Strategic planning was reported not to be effective in coordinating and rewarding interagency initiatives, or incorporating the views of agency staff. Performance measures in the current strategic plan were criticized as imperfect measures of the quality of agency services, Strategic planning was reported to help managers and the agency to set and focus on the most important priorities, and was seen as worth the effort.

Recommendations for enhancing the subject agency strategic planning process and for future research are proposed.

Performance measurement and management (PMM) is a management and research paradox.  On one hand, it provides management with many critical, useful, and needed functions. Yet, there is evidence that it can adversely affect performance.  This paper attempts to resolve this paradox by focusing on the issue of “fit.” That is, in today’s dynamic and turbulent environment, changes in either the business environment or the business strategy can lead to the need for new or revised measures and metrics.  Yet, if these measures and metrics are either not revised or incorrectly revised, then we can encounter situations where what the firm wants to achieve (as communicated by its strategy) and what the firm measures and rewards are not synchronised with each other (i.e., there is a lack of “fit). This situation can adversely affect the ability of the firm to compete.  The issue of fit is explored using a three phase Delphi approach. Initially intended to resolve this first paradox, the Delphi study identified another paradox – one in which the researchers found that in a dynamic environment, firms do revise their strategies, yet, often the PMM system is not changed. To resolve this second paradox, the paper proposes a new framework – one that shows that under certain conditions, the observed metrics “lag” is not only explainable but also desirable.  The findings suggest a need to recast the accepted relationship between strategy and PMM system and the output included the Performance Alignment Matrix that had utility for managers.

Il capitolo affronta il tema della traduzione organizzativa delle strategie mediante la progettazione delle strutture e dei meccanismi operativi, con particolare riferimento alle strategie di corporate, a complemento di quanto descritto nei capitoli precedenti. Il raggiungimento dei risultati strategici auspicati, infatti, passa attraverso la conduzione delle strutture di responsabilità e dei sistemi operativi che influenzano i comportamenti delle persone, orientando obiettivi e comportamenti individuali verso l’efficienza e l’efficacia.
Alla formulazione delle strategie si deve pertanto affiancare una fase di definizione delle forme e dei meccanismi organizzativi, in grado di favorire l’agevole assegnazione di sotto-obiettivi specifici (individuali e collettivi), il coordinamento tra persone e/o gruppi. Il capitolo presenta le soluzioni organizzative strumentali all'implementazione delle strategie, classificandole come verticali o orizzontali rispetto ai rapporti gerarchici che si vengono ad instaurare all'interno dell’impresa.

This paper looks at a current management consultant driven “fashion” for using graphical techniques to communicate strategic direction within larger organisations. Recent literature shows that many strategic change programmes fail through poor or miscommunication of the organisation’s strategic objectives, suggesting there is a need in the market place for new communication techniques. This research evaluates the use of one graphical technique within three organisations to explore how it is being used and what the benefits of using this technique are. These new graphical techniques are felt to be more effective than traditional strategy communication techniques. Our research suggests that this is because they consider both the communication medium and the content and presentation of the information in the strategic message. In particular, these techniques use pictures or graphics with embedded metaphors to communicate clearer strategic messages, they encourage dialogue and inclusiveness from all employees within the process, they show connectivity of information, they facilitate the ability to remember the strategy and they are novel.

Despite the potentially important impact of strategy implementation on organizational performance, relatively little has been discovered so far about its antecedents and consequences. This study aims to help fill this gap by exploring the antecedents and consequences of the comprehensiveness of strategic plan implementation. Out of 500 questionnaires, 231 usable ones were collected from United Arab Emirates (UAE) public organizations. We find that our three factors of strategy formulation, namely, adoption of intended mode of strategy, enhancing employees' participation, and minimizing political behavior significantly influence the comprehensiveness of strategic plan implementation, which in turn has a significant positive impact on the effectiveness of strategic planning. We discuss our empirical results, the potential influence of culture, implications for both theory and practice, the limitations of the research and several avenues for future study.

Tour operators and travel agencies represent a large part of the tourism industry and they also play a significant role within the service sector. TUI Travel PLC is one of the World’s leading travel companies which was established in 2007 with the merger of two companies: Tourism Division of TUI AG and First Choice Holidays. Currently, TUI is running its operations in more than 180 countries with 30 million customers in 27 source markets (TUI, 2012). In addition, TUI has nearly 53,000 employees and its headquarter is located in the United Kingdom. The company is listed in London Stock Exchange with over 200 brands related to the travel and tourism business (TUI, 2012). Figure 1 in appendix A is showing the business model of TUI.
The purpose of this report is threefold and accordingly the report has been divided into three sections. In the first section, Porter’s generic strategic analysis will be conducted to critically evaluate the business level strategies of TUI. The second section will be based on to describe and rationalise, in the light of the environmental context, a range of strategic options available to TUI. TOW matrix and SWOT analysis will be used to identify strategic options and ANSOFF matrix will be used to critically evaluate these options. The selected options then will be critically evaluated on the basis of their feasibility, acceptability, and suitability. The third section of the report will be consisted of identifying and briefly explaining the main issues which would impact on implementation of the selected strategies.

We introduce a conception of strategy adapted to strategizing in a complex business context, using the term complexity in the sense specified by the French scholar Edgar Morin. We have labelled this conception of strategizing ‘stratégie tâtonnante’, a French phrase that we offer to translate into English as ‘trial-and-error strategizing’.  In this chapter we also discuss heuristic markers for practically enacting a ‘stratégie tâtonnante’.
Since in this way of doing strategy, the strategy is continually adapted as we go along according to the evolution of the organization’s contexts and goals, we also call it ‘stratégie chemin faisant’. Other translations of these phrases into English have been used such as ‘in itinere strategizing’ and ‘along the way strategizing’.
Keywords: strategizing, strategy-as-practice, complexity, stratégie chemin faisant, stratégie tâtonnante, trial-and-error strategizing

Dans un univers complexe, la stratégie d'une entreprise doit-elle consister à essayer de suivre au mieux une trajectoire définie une fois pour toutes ou s'adapter en fonction de l'évolution du contexte d'affaires et des buts poursuivis par l'organisation? 
Ce chapitre propose une manière de pratiquer la stratégie organisationnelle qui est adaptée au faire stratégique dans des contextes complexes.  Il offre des repères généraux destinés à éclairer et stimuler la réflexion créative des acteurs.
Après une définition de la notion de Stratégie chemin faisant, divers repères pour la mise en acte de cette conception de la Stratégie sont discutés.

This paper is designed to look at how the food manufacturing industries in Zimbabwe formulate and implement business strategies for competitive advantage locally and in the region. The sample size of this research paper consisted of 150 Chief Executive Officers located in Harare, Bulawayo, Mutare, Gweru and Masvingo in Zimbabwean. The research instrument used was the self – administered questionnaire. Data collected was analyzed using both inferential and descriptive statistical tools. Results obtained from the study revealed that strategy formulation and implementation if fully practiced in food manufacturing organisations enhances efficiency, profitability and competitive advantage in a dynamic environments. The paper recommended a conceptual model for Strategy formulation and implementation for competitive advantage in the food manufacturing industry in Zimbabwe.

Purpose -The purpose of this paper is to answer the question of"what is the relationship between organizational culture and strategy implementation" and to analyze their typological and dimensional correlations, so as to solve the problem of some failures in strategy implementation process in this aspect. Design/methodology/approach -Using a sample of 136 members of Iranian Karafarin Bank, this paper empirically examines the hypotheses that suggest relations between typologies and dimensions of organizational culture and dimensions of strategy implementation. Findings-The results confirm the hypotheses and unveil the relations between all typologies and dimensions of cultures and components of implementation. Results clear up the key role of flexibility of cultures in strategy implementation process. Additionally, findings verify flexible cultures have to do more with policy formation and structural factors in implementation. Moreover, results reveal the significant correlation between strategic emphases among culture and implementation of the strategy. Research limitations/implications -The main limitation of this research is to investigate the hypotheses only in a single enterprise and data were collected from one source. Practical implications -Findings can advise thoughtful managers to consider all dimensions of their organization's culture in order to successfully implement the strategy, simultaneously urge them to lead the organization through flexible cultures. Originality/value -The significant value of this research refers to its focus on typologies and dimensions of culture and strategy implementation which investigates their correlations. Due to the fact that the subject has not been studied in depth, this paper provides empirical evidence to confirm these relations exist. Particularly, clan and adhocracy culture have more relevance to implementation.

This paper is designed to look at how the food manufacturing industries in Zimbabwe formulate and implement business strategies for competitive advantage locally and in the region. The sample size of this research paper consisted of 150 Chief Executive Officers located in Harare, Bulawayo, Mutare, Gweru and Masvingo in Zimbabwean. The research instrument used was the self – administered questionnaire. Data collected was analyzed using both inferential and descriptive statistical tools. Results obtained from the study revealed that strategy formulation and implementation if fully practiced in food manufacturing organisations enhances efficiency, profitability and competitive advantage in a dynamic environments. The paper recommended a conceptual model for Strategy formulation and implementation for competitive advantage in the food manufacturing industry in Zimbabwe.

It is an axiomatic fact that the phase of execution of any business-related strategy assumes a central and pivotal importance for the successful and coherent achievement of the pre-identified organizational objectives. Notwithstanding, more often than not organizations find it difficult to consistently attain in practice their strategy aims so that it can be argued that in many cases a gap between intended strategy and what it is attained in practice actually exists; the most likely and obvious reason for the emergence of such a gap can typically be related to the inadequacy of the execution process. In this instance the direction the employer was expected to go to is different from that in which the organization actually finds itself, by reason of the ineffectiveness of the strategy implementation process. Albeit the effectual execution of strategies necessarily needs the truly and genuine involvement of all of the organization employees, from the shop floor to the executives directors, particularly important for the successful attainment of this aim is the support and thus the role played by line managers. This is even truer for those organizations not having an HR department where the responsibility to perform and coordinate people management activities totally rests with the line managers. Armstrong (2006) and Smith (2006) argue that the line managers role is of paramount importance for the successful implementation of HR practices and that the " effective implementation of HR strategies depends on their involvement, commitment and cooperation. " This is indeed unsurprising in that line managers unquestionably represent the people within any organization who better know the individuals composing its workforce and spend most of their time with these. Since organizational strategy is also pursued by means of the implementation of the practices and policies designed and developed within any business, it is sorely appropriate and coherent devolving this activity to the line managers. These individuals are in fact those who have a direct, constant contact with the employees and have thus the opportunity and the capability to motivate, control and promptly respond to the employees' queries (Ulrich, 1997; Budhwar and Khatri, 2001). The full and active involvement of LMs both in the HR and business strategies implementation processes on the one hand contributes to enhance their own role, whereas on the other hand enables the business to create and consolidate an " harmonious relationship " between staff and their managers (Gilmore and Williams, 2009). LMs and employees are essentially working together and in synergy for the attainment of a mutual purpose, that is, their organisation success. This approach is clearly reversing the trend once characterizing the practices widespread across the UK,

Purpose – Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world-class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.
Design/methodology/approach – Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in-depth semi-structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.
Findings – In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.
Practical implications – The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.
Originality/value – Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.

For any business to grow and prosper, managers must be able to anticipate, recognise and deal with change in the internal and external environment. This paper examines the relationship between the external environment and strategy implementation process taking into account two perspectives of analysis. The first one defines the impact of environmental characteristics on the implementation process. Respondents were asked to evaluate the level of environment uncertainty in every day business through the the level of change complexity and turbulence.

In today’s rapid and ever changing environment, change is the talk of the town. Organisations need to think as an integrated entity that adds value to customers (Potter 1997). When organisations change leaders, the resistance to change is increasing. The  ‘’legacy of disappointment’’ and mistrust leads to huge resistance for the next change. The frustrating failure rate of change programmes of up to 70 per cent has led to an increase in the literature of designing effective change programs (Balogun 2006).

It’s widely accepted in the literature that the success of implementing a strategic change is highly affected by the interpretation and the engagement of the employees to the change programme. Fortunately, managers have realised that the challenge is not only the communication or the strategy formulation; the real challenge is the ‘translation’ of the strategies by the organisation. The effective translation of the strategy has implications for the processes of goal setting and performance management, the competencies and capabilities of managers, and the attitude and behaviour of people
across the organisation (Scott 2008).

That’s to say, managing change programmes effectively require a combination of the hard top bottom approach and soft high involvement approach of leading change by setting a direction for the interpretation and the reactions toward the change programme.

This paper discusses the different approaches of leading change and highlights the importance of the competencies and capabilities required for the organisation to successfully change. It shows that senior managers can initiate and influence the direction for change, but not to direct the change.

Strategy implementation is a process by which strategies and policies are put into action through development of
programs, budgets, and procedures. The process is sometimes referred to as operational planning and often involves day-today decisions in resource allocation. Strategy implementation is very important since it gives a company a competitive edge
only if it is skillfully executed through the decisions and actions of front line managers and employees. It is in this realization
that this study was carried out. This study aimed at examining the influence of organizational culture in strategy
implementation in state corporations in Kenya; a case of Local Authorities Provident Fund (LAPFUND). This study utilized
descriptive survey design. A sample size of 63 respondents was adopted for the study. Simple random sampling was used
since the sampled population had homogenous characteristics. This study used primary data which was collected through use
of questionnaires. Data from the questionnaire were coded and processed with the help of a statistical application, namely
SPSS version 24.0. Quantitative approach involved use of descriptive and inferential statistics. The results indicated that:
majority of the respondents as indicated by a computed mean score of 4.295 and a corresponding percentage of 85.9%
strongly agreed that organizational culture influences strategy implementation in the state corporations significantly. Also,
computed mean scores: of 4.36 indicated that majority of the respondents strongly agreed that shared values in the
organization influence the rates of strategy significantly; of 4.64 indicated that majority of the respondents strongly agreed that
availability of work ethics in the organization influences the implementation of proposed strategies; of 4.36 indicated that
majority of the respondents strongly agreed with the idea that the teamwork spirit outlined in the organization among
employees influences strategy implementation. Since the calculated p value of 0.124 was less that 0.5 (p < 0.5), at 95%
significance level, the alternative hypothesis was considered. Therefore, organizational culture has a significant influence on
strategy implementation in state corporations in Kenya. Based on these findings, the researchers recommended that the
management and other relevant strategic leaders in the state corporations should develop and implement an efficient and
effective organizational culture that encourages and motivates good performance among employees in these corporations for
better strategy implementations.

The strategic planning process is used by management to establish objectives, set goals, and schedule activities for achieving
those goals and includes a method for measuring progress Therefore, the general the objective of this paper is to exanimate
effect of strategic management practices on firm performance in telecommunication companies in Mogadishu, Somalia. The
study explored the effects of Strategy formulation, strategy implementation and strategy control and evaluation on firm
performance of telecommunication in Mogadishu The target population of this study was top managers, middle managers and
normal employee of some telecommunication companies in Mogadishu. There are more than five telecommunication
companies Mogadishu but our study will focus on three Telecommunication Companies in Mogadishu. The target population
of this study was 62. Therefore, since the study population (N) is 110. Error of tolerance used was 0.05. Thus, the sample size
is 54 respondents. The study collected primary data which was analyzed using descriptive statistics including frequencies
tables, percentages, mean scores, standard deviation. Data collected from questionnaires will code and keyed into a computer.
Quantitative data will analyze using the Statistical Package for Social Sciences (SPSS). Descriptive statistics including the
means and standard deviations were used to analyze quantitative data and capture the characteristics of the variables under
study. Regression model was applied to determine the relationship between Strategy Formulation, Strategy implementation
and Strategy control and evaluation as the independent variables and firm performance of telecommunication companies in
Mogadishu as the dependent variable. Pearson's product moment correlation analysis is also used and it's a powerful technique
for determine the relationship among variables. Correlation coefficient will be used to analyze the strength of the relations
between variable.

The balanced scorecard is a performance management framework that became popular during the early 1990s. This paper describes changes to the definition of the framework that have occurred since then, recognising within these changes three distinct generations of balanced scorecard design. The paper relates these developments to literature concerning strategic management within organisations, observing that the changes made have improved the utility of the balanced scorecard as a strategic management tool. The paper concludes that the changes illustrate the importance of ideas of information symmetry in the understanding of strategic control processes within organisations. Suggestions of topics for further research are also made.

The purpose of the study was to investigate the relationship between strategic leadership and strategy implementation at FUFA. The study was premised on strategic leadership theory. The objectives of the study were to examine relationship between: leadership competence and strategy implementation, investigate relationship between leadership communication and strategy implementation, to establish relationship between staff involvement and strategy implementation and to assess the relationship between monitoring and evaluation and strategy implementation. The population of the study were 45 staff at FUFA. Sampling was considered inappropriate due to smallness of the population and approach adopted was a census that covered all the staff in the population. The study used descriptive research design because it aimed at understanding how one variable produced changes in another and explain relationship among variables. The study used a self-administered questionnaire. Findings indicate that leadership competence and leadership communication have positive and significant relationship with strategy implementation. Findings also indicate that employee involvement and monitoring and evaluation have an insignificant positive relationship with strategy implementation. It is recommended that leaders at FUFA should prioritise on leadership competence as it enhances opportunities to realise its strategic goal while paying attention to employee involvement, monitoring and evaluation as part of less important aspects of their activities. Leadership communication is not a useful predictor of changes in strategy implementation at FUFA.

The Aim of this article is to analyze the impact of daily management to support the efforts of school quality improvement using a lean management perspective. The main concepts of lean concept as one of the total quality management are customer satisfaction (including needs, wants, and hopes) and continuous improvement. Standardization, stability, and involvement of human resources are the basic elements of lean implementation. Case study based on needs assessment results in Pelita Kasih Lawang Early Chilhood Education proved the significance of those basic elements. Standardization and involvement issues can be improved with a good planning using Deming Cycle (PDCA), while the stability issues can be improved by using visual management. Memasuki tahun milenium, kualitas telah dan diperkirakan akan terus menjadi fokus strategis bagi keberhasilan bisnis di abad ke-21, karena kondisi pasar saat ini didorong oleh keinginan pasar dan pelanggan yang selalu berubah (Dombrowski, Ebentreich, & Krenkel, 2016; Gaspersz, 2001; Rauch, Dallasega, & Matt, 2017). Semenjak kemunculannya di Jepang pada 1950an dan popularitasnya di Amerika Serikat serta Eropa pada 1990an, konsep manajemen mutu (quality management) telah berkembang dengan pesat dan senantiasa diperbaharui. Fowley (dalam Andersson et al., 2006) menyatakan bahwa manajemen mutu dapat dianggap sebagai revolusi manajemen, filosofi revolusioner dalam manajemen, sudut pandang baru dalam manajemen organisasi, perubahan paradigma, cara komprehensif untuk meningkatkan kinerja organisasi secara terpadu, alternatif bagi manajemen untuk melakukan pengawasan, atau sebuah kerangka untuk manajemen yang kompetitif. Sesuai dengan filosofinya, yaitu perbaikan terus menerus (continuous improvement), konsep manajemen mutu juga mengalami perbaikan melalui evaluasi praktik secara nyata dalam dunia industri (barang maupun jasa). Namun, menurut peneliti dari seluruh konsep yang berkembang luas tersebut,

The purpose of this study was to identify the determinants of strategic success or failure in Zimbabwean Profit and Non-Profit Organizations. The convergent parallel mixed methods research design was adopted as the guiding model for the data collection, analysis and interpretation process in this study. This explains why data was collected through a concurrent parallel methodological triangulation of questionnaires, semi-structured interviews, and document analysis. Quantitative data was analyzed using the Statistical Package for Social Sciences (SPSS) version 21.0 while the analysis of qualitative data was performed using the NVivo 10 data analysis software. The study established that there is a high rate of strategy implementation failure in Zimbabwean Profit and Non-profit Organizations. The failure to build the distinctive competences and resource capabilities needed for successful strategy implementation was identified as the main cause of strategic failure in these Organizations.

Thousands of persons with Alzheimer's disease and other cognitive problems go result, the person with dementia must frequently keep track of their current location. As a result, a dependable and affordable monitoring system is required to improve the quality of life of these individuals and their families. Individuals and their caretakers must be constantly monitored and cared for, as well as intervene and provide support, putting a great financial and human load on them. Interconnected sensing technologies, such as wearable devices and Internet of Things (Io monitoring, assessment, and support throughout one's lifetime, with the help of the environment. This suggested wearable device would combine GPS systems with a microcontroller to sufferers when they leave their homes, ensuring their safety. The fall is detected, the caregiver is alerted, and emergency care can be given in the event of a patient collapsing. On the screen, there are also s reminders.

Universiti Sains Malaysia (USM) merupakan antara institusi pengajian tinggi di Malaysia yang terawal melancarkan program dan aktiviti berkaitan penjagaan alam sekitar dan pembangunan lestari. Komuniti kampus yang terdiri daripada golongan staf dan pelajar telah terlibat secara langsung dan tidak langsung dalam aktiviti kelestarian yang telah dijalankan. Kitar semula merupakan program kelestarian kampus yang dilaksanakan di USM. Namun, program kitar semula yang dilaksanakan dianggap bermusim ataupun sementara kerana sistem kitar semula yang dilaksanakan di dalam kampus tidak efektif. Oleh itu, kajian ini meneroka sistem kitar semula satu aliran sebagai pendekatan alternatif kepada sistem kitar semula pelbagai aliran di Universiti Sains Malaysia dari segi tahap penglibatan komuniti di kawasan kajian terhadap sistem kitar semula satu aliran dan mengenal pasti cabaran pelaksanaan sistem kitar semula satu aliran di kawasan kajian. Pendekatan kajian yang digunakan adalah kajian lapangan dan kajian kes. Seramai 120 responden dipilih berdasarkan persampelan rawak berlapis dan persampelan kuota. Dalam kajian ini, data diperolehi menerusi soal selidik, pemerhatian ikut serta dan kajian lapangan. Penemuan kajian menunjukkan tahap penglibatan komuniti kampus terhadap sistem kitar semula adalah sederhana. Namun, keberkesanan sistem kitar semula satu aliran yang dilaksanakan menunjukkan kesan yang positif berdasarkan kutipan barangan kitar semula yang meningkat setiap minggu. Selain itu, cabaran pelaksanaan sistem kitar semula satu aliran dikenal pasti untuk penambah baik program kitar semula pada masa hadapan.

The main objective of the study is to examine the impact of strategy implementation on the organizational performance in the context Abu-Dhabi police department in the UAE. The present study adopts a quantitative research design in its quest to achieve a credible study. As such, the questionnaire was developed and used to elicit the respondents’ opinion on the effects of strategy formulation on the UAE public sector performance. 423 usable responses were analyzed using SPSS and Partial Least Squares Structural Equation Modeling-Variance Based was employed to assess the research model. Non-probability sampling technique was adopted to gather the required quantitative data. Based on the findings in relation to this objective, the study concluded that the results indicated that strategy implementation (strategy, structure, and human resources) has a significant and positive impact on organizational performance. Results would give insights for the Abu-Dhabi police.

Although strategy implementation has profound implications for delivering efficient service, it has been largely neglected in the healthcare management literature. This study explores the barriers to effective implementation of strategic plans in healthcare organizations. To achieve this end, empirical data were collected from 185 hospital managers in Turkey using a survey-based methodology. A descriptive analysis was undertaken of the survey responses to determine the most important barriers to strategy implementation. The most significant barriers undermining strategy implementation efforts were found to be: low employee motivation, an exclusive focus on financial performance and lack of consensus among decision makers.

Strategy implementation has been described as an integral part of strategic management process in organisations in the
modern competitive world. This is due to the fact that, it is through strategy implementation that written goals and plans are
translated into results that could improve the organization‟s position. Therefore, the aim of this study was to examine the
influence of leadership in strategy implementation in state corporations in Kenya; a case of local authorities provident fund
(LAPFUND). This study utilized descriptive survey design. A sample size of 63 respondents was adopted for the study.
Simple random sampling was used since the sampled population had homogenous characteristics. This study used primary
data which was collected through use of questionnaires. Data was collected, coded and analyzed using SPSS version 24.0. The
findings were presented in form of frequency tables and percentages and discussions and interpretation of the same given. The
results indicated that: majority of the respondents as indicated by a computed mean score of 4.1 and a percentage reorientation
of 82% agreed that leadership influences strategy implementation in the state corporations significantly. Also, a computed
mean score of 4.08 indicated that majority of the respondents agreed that leaders with idealized characteristics influence the
implementation of proposed strategies at LAPFUND significantly. Majority of the respondents on the other hand strongly
agreed that: Leaders with intellectual stimulation characteristics (indicated by a mean score of 4.2); Leaders with inspiration
motivation characteristics (indicated by a mean score of 4.4); Leaders with individualized consideration characteristics
(indicated by a mean score of 4.2); and Transformational style of leadership (as indicated by a mean score of 4.2) influence
the implementation of the said strategies at LAPFUND significantly. The regressions analysis conducted showed that taking
all other independent variables at zero, a unit increase in the leadership would lead to a 0.682 increase in the scores of strategy
implementation at LAPFUND. Based on the results, the study recommended that the strategic leaders should be equipped with
modern leadership skills that bring every stakeholder on board for better strategies implementation. The Strategic leaders
should also understand the organizational culture of their organizations, create an enabling organizational environment and
structure, do better strategy communication and mobilize the required resources or strategy implementation effectively and
efficiently. The study also recommended that the top managers must be willing to give energy and loyalty to the
implementation process of the various strategies in the organization

Zaprezentowana powyżej charakterystyka barier wdrażania strategii rozwoju podkreśla złożoną istotę tego procesu. Problematyka ta nabiera dodatkowego wymiaru w obszarze samorządów gminnych zważywszy na specyfikę ich funkcjonowania. Skuteczne wdrażanie ustaleń strategicznych zależy od szeregu czynników począwszy od jakości planu
strategicznego, poprzez uwarunkowania prawne i polityczne, a skończywszy na indywidualnych kompetencjach i kreatywności władz gminnych. Konieczność uwzględnienia wpływu tak różnorodnej palety czynników sprawia, że przyjęcie jasnych kryteriów analizy procesów wdrożeniowych jest zadaniem niezwykle trudnym. Na pokonanie większości barier nie ma gotowych recept. Omówione problemy występują w poszczególnych gminach z różnym natężeniem, toteż każda jednostka musi wypracować indywidualną drogę realizacji przyjętej strategii. Głównie dlatego badacze przedmiotu uważają umiejętność wdrożenia strategii za zadanie znacznie bardziej skomplikowane niż sam etap jej tworzenia. Faza implementacji wymaga bowiem oprócz odwagi i kreatywności władz miejskich również mozolnej pracy nad odpowiednim wykorzystaniem zasobów finansowych, rzeczowych, określaniem uwarunkowań
organizacyjnych, zarządzaniu zmianą a nade wszystko na koordynacji współpracy rozmaitych środowisk lokalnych. Złożenie tych elementów w sprawny system stanowi warunek sine qua
non skutecznego wprowadzenia zamierzeń strategicznych w życie.

Organizational culture cuts across most independent variables causing all manner of reactions on specific dependent variables especially where human resource behavioral aspect is at play in an organizational setup. This paper investigates the moderating effect of organizational culture on the implementation of turnaround strategy through a desktop research. Specifically, literature on turnaround strategy, its implementation, the factors at play during implementation with reference to business process reengineering as an independent variable and organizational culture's moderating effect on turnaround implementation strategy.

It has been recognized that in today's highly competitive industrial markets, servitization is one of the key strategic choices for many leading manufacturers to gain differentiation from competitors by offering value-added services. To do so, however, requires a service-oriented strategy and the active implementation of this strategy, which comprises a significant shift in the underlying business model, management philosophy and approach. Unfortunately, there has no study examined the organization factors specific to the issues of servitization strategy. Therefore, this paper aims to examine the influence of organization factors on the effectiveness of implementing servitization strategy. Data was collected from three multinational electronics/ICT firms in Japan, respectively, Fujitsu, Toshiba, and Hitachi limited (FTH). Organization answer to a survey included multiple choices and open questions about the perception, process, barriers, and the important factors of implementing servitization strategy. The study result revealed that there were significantly positive influences of organizational factors, such as leadership (17.2%), vision (16.3%, and marketing (9.5%), on the effectiveness of implementing servitization strategy.

Policy is bolstered by what is recognized as strategy in corporate management jargon. Strategy is the broad definition of an undertaking's aims and the identification of distinct routes of execution to fulfill the undertaking's envisaged objective. Strategy configuration, similar to policymaking, may be regarded as a decision-making mechanism that is broadly associated with the conception of an enterprise's ambitions, the deployment of its assets, and the environmental considerations. Strategic management, on the other hand, comprises the mechanism of establishing an organization's purposes, formulating policies, initiatives, frameworks, and schemes to fulfill such objectives, and allocating resources to execute the policies, initiatives, frameworks, and plans. To contextualize, strategic management comprises the management of the interrelated components of the strategy framework, encompassing strategy formulation, strategy execution, and strategy evaluation. Premised on such arguments, I sought to elaborate and disclose a research paper in the form of a report, the core feature of which comprised reviewing and critically analyzing strategic management components, theories, and deployments in the context of the soft drink industry and relative macroeconomic complexities, with The Coca-Cola Company serving as the organization under scrutiny in terms of strategic management endeavors. The report embarks on a synopsis of the beverage behemoth, its mission and vision statements, and its standing in the marketplace. A thorough literature review pertaining to Coca-Cola's OD configuration enabled the researcher to identify the constituents of the company's decentralized model, its execution prowess in adjusting to market variations, and how it all enables the firm to stimulate protracted sustainability. The external context was then comprehensively evaluated, with the goal of identifying opportunities, unfavorable scenarios, and formulating practices that may convert existing constraints into diverse elements of profitable advantages, all while employing two among the most comprehensive instruments available in strategic formulation. An exploration of Coca-Cola's resolve in coping with relevant macroeconomic components was also undertaken. The research then underlines the significance of appraising the organization's strategic orientation, as well as the relevance, formulation, execution, and evaluation of strategic management approaches essential in attaining desired objectives and effectiveness over time. Ultimately, a range of leadership models were investigated in order to carry out the strategic management process, whereas establishing relevant effects on organizational performance, retention of corporate values, and fulfillment of the company's CSR constituents.

Esta presentación tiene por objetivo exponer dos esquemas básicos sobre el desarrollo de las estrategias empresariales, a fin de ofrecer al ejecutivo empresarial un paquete de alternativas para la toma de decisiones de la alta dirección; esto a través de una serie de ejemplos que buscan ilustrar la propuesta específica.

The strategic management process implies the management sta has at least three engagements: de ne, conduct and evaluate applied strategy. However, the most common reasons of rm bankruptcy are linked to wrong implementation and that&apos;s why implementation is often de ned as the Achills heel of the strategic management process (Roney, 2004, p. 233). Unfortunately, most strategic planning e orts fail during this crucial phase and rms wast signi cant resources already invested. is paper examines the literature of strategy implementation and post a link between some critical points important to reduce errors in strategy implementation and improve rm performance. JEL Classi cation: L21, L 22, L25

Strategy implementation is critical to the success of every organization. It addresses means of achieving desired goals and objectives. Literature review indicates that strategy formulation is given more focus than strategy implementation. Previous studies have shown that strategies fail due to poor implementation. Given the importance of strategy and its execution, it is imperative that the Eswatini Cotton Board identifies challenges that impede strategy implementation. This study investigates strategy implementation challenges at the Eswatini Cotton Board with an aim of providing recommendations on how to overcome the identified challenges. Qualitative research method was adopted in conducting the study. The target population included senior management and board members of the Eswatini Cotton Board who were familiar with strategy formulation and implementation. Ten interviewers were selected using purposive sampling technique. Primary data was collected using a semi structured interview schedule and analyzed by means of a thematic analysis. The findings indicate that poor management, lack of financial resources and poor coordination of activities are the key factors that hinder strategy implementation. The study recommends education and training, development of resource mobilization strategies, alignment of the organizations structure and effective communication.

in the term ‘studio culture’. Traditionally, the culture comprised of experiences, habits and patterns within the
studio space. These unique learning environments have been observed to be deserted by students due to some
factors that were either neglected or not properly positioned in the context of the schools’ ‘modus operandi’.
This paper examined the attitudes of students towards design studio in schools of architecture. An in-depth
investigation of studio culture, policy, implementation strategies and students’ attitudes was carried out in lieu
of deserted studio. It was tailored after the studio culture policies of four (4) selected schools in south-west
Nigeria. Findings revealed that culture demystification, motivational factors and institutional policies are some of
the factors responsible for deserted studio. The study showed commonalities and varied conceptual indices of
the terms "studio culture" in each case. The study recommended specificity of sustainable studio culture policy,
operation and implementation strategies for architecture schools in Nigeria as a way of curbing the menace of
deserted studios.
Keywords: architecture, design studio, jury assessment, Nigeria.