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.

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.

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.

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 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.

Strategy Implementation as One of the Weakest Strategic Management Links

The article presents the issues concerning the obstacles in the process of the effective implementation of strategies. On the one hand, it comes as no surprise that companies possess highly developed skills in the area of formulating strategies, on the other
however, it is amazing that their competence in the area of the effective implementation of strategies is unexpectedly low. As early as in 1982 the Fortune Magazine claimed that less than 10% of adequate strategies are effectively implemented. The problem
is important because in the domestic literature there are no publications focusing in the strict sense on the implementation of strategies. Thus, this article attempts to answer the question what happens in the companies that they cannot succeed in implementing the correctly formulated strategies. In order to answer the question posed in this way, the analysis of a few foreign publications has been made.

The formulation of policies requires the selection and configuration of effective and acceptable courses of action to reach explicit goals. A one-size-fits-all policy is unlikely to achieve the desired goals; as a result, the identification of a suite of alternative policies, together with clear indications of their trade-offs, is crucial to accommodate the diversity of stakeholders’ preferences. At present, the formulation of transport policies is done manually; this fact, together with the size of the space of possible policies, results in a large part of that space being left unexplored. A six-step framework to explore the space of alternative transport policies in order to achieve environmental targets is proposed. The process starts with a user-defined set of specific policy measures, using them as building blocks in the generation of alternative policy packages, clusters and future images according to the user's preferences and goals.The analysis framework is based on the visioning and backcasting approach used in the VIBAT report [Banister, D., & Hickman, R. (2006a). Visioning and backcasting for UK transport policy (VIBAT) project. Department for Transport's Horizons Research Programme 2004/06. The Bartlett school of planning and Halcrow Group Ltd. Retrieved 1/18/2008 http://www.ucl.ac.uk/∼ucft696/vibat2.html]. The framework is being implemented as a prototype decision support system around a case study: the formulation and analysis of policies required to achieve CO2 emission targets for the transport sector in the UK. Important insights on how to develop the framework have also been elicited from engineering design. The goal is to accelerate the task of policy-making and improve the effectiveness of the resulting policies.The proposed method and computer implementation is fundamentally different from the tools commonly used in the transport sector and is intended to assist (not replace) transport policy makers, and complement (not substitute nor compete with) existing mathematical modelling tools. This research constitutes the first step towards the development of a general family of computer-based systems that support the design of policies to achieve environmental targets—not only for transport, but also for other sectors such as energy and water.

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.

Abstract Two important challenges in policy design are better understanding of the design space and consideration of the temporal factors. Moreover, in recent years it has been demonstrated that understanding the complex interactions of policy measures can play an important role in policy design and analysis. In this paper, the advances made in conceptualization and application of networks to policy design in the past decade are highlighted. Specifically, the use of a network-centric policy design approach in better understanding the design space and temporal consequences of design choices are presented. Network-centric policy design approach has been used in classification, visualization, and analysis of the relations among policy measures as well as ranking of policy measures using their internal properties and interactions, and conducting sensitivity analysis using Monte Carlo simulations. Furthermore, through use of a decision support system, network-centric approach facilitates ranking, visualization, and selection of policies using different sets of criteria, and exploring the potential for compromise in policy formulation. The advantage of the network-centric approach is providing the ability to go beyond visualizations and analysis of policies and piecemeal use of network concepts as a
tool for different policy design tasks to moving to a more integrated bottom–up approach to design. Furthermore, the computational advantages of the network-centric policy design in considering temporal factors such as policy sequencing and addressing issues such as layering, drift, policy failure, and delay are presented. Finally, some of the current challenges of network-centric design are discussed, and some potential avenues of exploration in policy design through use of computational methodologies, as well as possible integration with approaches from other disciplines, are highlighted.

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.

The literature on the strategic management emphasizes the essence and importance of both the good formulation and the proper implementation of the strategy. However, business practice shows that while companies have quite highly developed skills in the area of strategy formulation, at the same time they are characterized by a surprisingly low level of skills in the scope of the effective implementation of the strategy. Various factors that affect the effectiveness of the implementation process are mentioned, including poorly developed leadership skills among management staff, the improper allocation of decision-making powers, the incompetent communication of the strategy, the lack of ability to manage changes, and the lack of appropriate motivators associated with the strategy being implemented. It is worth considering whether the companies that achieve market success are also facing such problems in the strategy implementation process. This paper is based on the results of the research conducted as part of the project entitled " The implementation of the strategy in the organization – model, determinants and implications " 1. It presents five key problems faced in the strategy implementation process by small and large companies that can be considered to be effective in implementing their development concepts. It appears that the implementation of the strategy in such companies is usually hindered by two problems: " management staff overloaded with current problems " and " attention of employees focused on operational activities ". Most problems are associated with the changes occurring in the environment and the lack of appropriate motivators.

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.

"Abstract. In addressing various policy problems, deciding which policy measure to start with given the range of measures available is challenging and essentially involves a process of ranking the alternatives, commonly done using multicriteria decision analysis (MCDA) techniques. In this paper a new methodology for analysis and ranking of policy measures is introduced which combines network analysis and MCDA tools. This methodology not only considers the internal properties of the measures but also their interactions with other potential measures. Consideration of such interactions provides additional insights into the process of policy formulation and can help domain experts and policy makers to better assess the policy measures and to understand the complexities involved. This new methodology is applied in this paper to the formulation of a policy to increase walking and cycling.

Keywords: policy formulation, network analysis, multiple-criteria decision analysis, transport policy, walking and cycling"

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

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.

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.

The interdependence and complexity of socio-technical systems and availability of a wide variety of policy measures to address policy problems make the process of policy formulation difficult. In order to formulate sustainable and efficient transport policies, development of new tools and techniques is necessary. One of the approaches gaining ground is policy packaging, which shifts focus from implementation of individual policy measures to implementation of combinations of measures with the aim of increasing efficiency and effectiveness of policy interventions by increasing synergies and reducing potential contradictions among policy measures. In this paper, we describe the development of a virtual environment for the exploration and analysis of different configurations of policy measures in order to build policy packages. By developing systematic approaches it is possible to examine more alternatives at a greater depth, decrease the time required for the overall analysis, provide real-time assessment and feedback on the effect of changes in the configurations, and ultimately form more effective policies. The results from this research demonstrate the usefulness of computational approaches in addressing the complexity inherent in the formulation of policy packages. This new approach has been applied to the formulation of policies to advance sustainable transportation.

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.

One of the approaches gaining ground in policy design is the implementation of combinations of policy measures as policy packages with the aim of increasing efficiency and effectiveness of the designed policies. In this paper, we describe the recent advancements in the developments of a virtual environment for the exploration and analysis of policy packages. The virtual environment uses an agent-based modelling approach for the generation of different configurations of policy measures in the policy packages. The benefit of using the approach is the proactive and flexible generation of policy packages as the agents can react to the changes that occur and create packages that are more robust. The system allows faster examination of more alternatives, further exploration of the design space, and testing the effects of changes and uncertainties while formulating policies. The results demonstrate the benefit of using agent-based modelling approaches in the design of complex policies.

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.

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.

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,

Purpose -The purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment. Design/methodology/approach -The participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices. Findings -Despite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.

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 purpose of the article is to present the results of empirical research concerning solutions used in the strategy implementation process by companies recognized as effective in achieving their strategic goals. Based on the results of the research, a model for improving the strategy implementation process was proposed. In the theoretical part, the method of analysis and critical review of the literature was used. The technique used in the empirical study was PAPI. In order to investigate relationships, Cramer's V coefficient was calculated. The main findings of the study allow us to conclude that there are some specific solutions from the following areas: organisational structure, communication and motivation, cooperation, implementation tools and methods, and control, which particularly effectively support the strategy implementation.

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.

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.

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.

Many governments have adopted strategic plans to improve outcomes, but these efforts often fail because they do not take implementation into consideration as they plan. Past research indicates that the situational context of a strategic initiative influences implementation success. This study explores how context influences the relationship between implementation best practices and success by examining 155 strategic initiatives from 36 US municipalities through a series of multiple regression analyses. The evidence indicates that context does alter the success rate of implementation best practices and should be taken into consideration during strategic planning in order to improve government effectiveness.

The field of systematic conservation planning has grown substantially, with hundreds of publications in the peer-reviewed literature and numerous applications to regional conservation planning globally. However, the extent to which systematic conservation plans have influenced management is unclear. This paper analyses factors that facilitate the transition from assessment to implementation in conservation planning, in order to help integrate assessment and implementation into a seamless process. We propose a framework for designing implementation strategies, taking into account three critical planning aspects: processes, inputs, and context. Our review identified sixteen processes, which we broadly grouped into four themes and eight inputs. We illustrate how the framework can be used to inform context-dependent implementation strategies, using the process of 'engagement' as an example. The example application includes both lessons learned from successfully implemented plans across the engagement spectrum, and highlights key barriers that can hinder attempts to bridge the assessment-implementation gap.

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.

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.

This paper aims to explore the influence of strategy implementation on export performance. The main question addressed in this paper relates to how the strategy implementation is linked to the firm's export performance with respect to diverse dimensions of performance in international activities. Data were gathered from food exporter firms in Iran and partial least squares method was used to test the proposed conceptual framework. The finding from this study support the conceptual framework; so it was concluded that strategy implementation influences export performance, both directly, and as a mediating variable between organizational characteristics, export commitment and environmental characteristics with export performance.

Since Western economies began to adopt Quality Management principles in the early 80s, it has been noted that quality initiatives have produced limited long-term success when compared with equivalent initiatives in Japan, where quality management tools and processes were pioneered. Some argue that western practitioners and academics have overlooked a critical success factor – the need for an explicit link between strategy and operational initiatives: a link that also features in best practice performance management system design. Using case examples, this paper discusses how performance management methods can efficiently provide this linkage and so enable improved application of Quality Management tools.

Abstract Following years of management reform, strategic management has recently become an imperative in public sector. This paper presents research on the application of the Balanced Scorecard and associated management processes for strategic control purposes in a ...

Purpose -The purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment. Design/methodology/approach -The participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices. Findings -Despite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.

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.

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.