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Whereas strategy formation has received robust examination in the literature, explicit guidance toward strategy implementation has been meager. Unfortunately, most strategic planning efforts fail during this crucial phase wasting significant resources already invested. Because of the abysmal success rates in plan realization, we suggest that the sy...
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The article analyzes the activity of realization of strategic planning processes in the united territorial communities (UTCs) of Ukraine based on an analytical generalization of the conducted sociological research. The results of the conducted research characterize th e quality of the processes of reforming the administrative-territorial organizati...
Citations
... Based on our professional experience of managing projects, we found the implementation strategies developed by Okumus (2003), Pryor et al. (2007), and Hrebiniak (2013) to be the most appropriate for studying the management of impact in research projects. They capture the complex nature of H2020 collaborative projects, and their structure corresponds well to the elements that play a role in the management of collaborative projects. ...
... Okumus' (2003) framework is comprehensive and attempts to consider a range of variables and combine them into a compact model. Pryor et al. (2007) focus on the alignment and integration of commonly recognised activities and functions, while Hrebiniak (2013) emphasises the organisational or environmental context. All of these aspects are highly relevant to project management. ...
... The outcomes can be tangible or intangible and help determine if the implemented strategies have led to intended results. This and excellent performance are the ultimate goals and the primary motivation of a strategy implementation framework (Pryor et al. 2007). Applying the concept to H2020 involves determining whether an outcome such as societal impact has been achieved and whether the project has had impact on powerful cohorts. ...
This paper explores the management of societal impact in the context of Horizon 2020 (H2020) Social Sciences and Humanities (SSH) collaborative projects. Given the increasing demand for societal relevance in European-funded research, this study aims to (a) understand how societal impact is managed and (b1) identify the driving forces and (b2) barriers that influence impact management. By conducting semi-structured interviews with ten project coordinators from different European SSH projects, selected through purposive sampling procedures, the collected qualitative data were analysed using Atlas.ti. The thematic analysis revealed six themes: effective framework, stakeholder involvement; appropriate dissemination, competence, diversity and experienced members, limited post-project impact resources; and ineffective planning. This paper contributes to the discourse on project management by proposing a refined evaluation framework for societal impact that recognises different management strategies and considers the need for strategic planning and resource allocation to achieve sustainable societal impact. Our findings advocate for policies that promote greater transparency and inclusiveness in project evaluation, ultimately aiming to better align research outcomes with European policy priorities and societal challenges.
... Manpower is an essential strategic resource; they have the know-how, soft knowledge, competency, and abilities if employees are assigned to the correct areas and given a degree of empowering freedom (Lorange, 1998) they will contribute their best to the success of their organizational SI, they are the heart of SI within a set of complex social actions and process among different levels of management (Kordnaeij, A. (2016). Management faces the issue of assigning their people resources to their most valuable duties while also coordinating and integrating operations of participating employees and functions (Pryor et al., 2007). ...
Introduction: The objective of this study is to identify the internal variables which impact the success of strategic implementation (SI) at Prince Sattam bin Abdulaziz University (PSAU) from the perspective of faculty staff and compare the results with previous studies and literature in SI at some universities and colleges.
Design/methodology/approach: An online questionnaire was designed and sent out to academic members in PSAU. The questionnaire contained four major factors related to the university SI aspects, each one of these factors contains a number of related variables measured by using the Likert scale. Content analysis was done and researcher’s observations had been considered. Fifteen similar studies have been reviewed and compared their findings with this study.
Findings: The university structure, leadership & management and resources have significant positive impact on the success of SI’s KPIs. These influencing factors h
... Cao emphasizes the substantial educational value embedded within the core competencies of disciplines 17 , while Shao et al. define it as the critical concept and essential traits attained through the learning, knowledge, and methods within a specific discipline 18 . This evolution in talent cultivation signifies a transition from the traditional "knowledge + skills" approach to a "Whole-person education" philosophy, emphasizing holistic development, lifelong learning, and robust character formation 2,19 . ...
... The remaining scores exceed 70, indicating a generally satisfactory level of core competency development. This positive trend aligns with a broader shift in talent cultivation from a "knowledge + skills" paradigm to a "Whole-person education" philosophy, which emphasizes holistic development, lifelong learning, and character formation 2,19 . ...
Understanding the core competencies of English for Specific Purposes (ESP) students is vital for designing ESP curricula and refining methodologies. This study sought to comprehensively assess the core competencies of Business English students in Chinese higher vocational colleges (HVCs). A questionnaire survey was conducted among 394 Business English students from five HVCs. The survey evaluated core competencies across gender and academic grades using a model comprisinging four primary dimensions and twelve sub-modules. The results revealed significant disparities in core competency development among Business English students, particularly across gender and academic grades within the specified competence indicator dimensions. These findings highlight the need to enhance in the core competencies of these students, indicating current deficienciess in their development. The identified disparities and areas for improvement in core competencies provide valuable insights for educators and institutions to customize teaching methodologies and improve curriculum design, better addressing the needs of Business English students in HVCs.
... In addition to the five main ideas, the model covers specific activities and functions like structure, system, leadership behavior, human resource policies, culture, values and management. Ensuring the alignment of these elements can result in effective strategy implementation (Pryor et al., 2007). In this study, the 5Ps model is used as a framework to help identify KSFs that facilitate strategy implementation. ...
... Purposes Leadership styles and motivation (6) Goals and objectives linked to strategy (4) Well-defined strategy (2) Management style affects implementation (1) Tactics support implementation (1) Broad strategy formulation (1) Different strategies for business units (1) Principles Change management led by executives (3) Organizational learning (2) Shaping corporate culture (1) Process Frequent communication (6) Timeframes and priorities set (4) Having resources (2) People Shared understanding (7) Performance Alignment and integration (6) Staff accountable for task and action (4) Tying awards with implementation ( Table 1. Key success factors influencing strategy implementation, grouped according to the 5Ps (Pryor et al., 2007), derived and diversed (Vigf usson et al., 2021) JSMA driving forces at play that will pressure companies to act on sustainability matters (Johannsdottir and McInerney, 2018). ...
... KSFs identified in 34 empirical articles from 1980 until 2020 (see Table 1) and the range of factors identified from the literature sources (Vigf usson et al., 2021). The factors have been grouped based on the 5Ps model introduced by Pryor et al. (2007). ...
Purpose
This study focuses on the key success factors (KSFs) for strategy implementation in the fisheries industry in Iceland identified by chief executive officers within the industry. The purpose is to provide a comprehensive categorization of KSFs that influence how strategy is mobilized. The secondary aim is to uncover the level of priority that companies place on the dimensions of the United Nations (UN) Sustainable Development Goals (SDGs).
Design/methodology/approach
The methodology involves qualitative case studies based on in-depth elite interviews with nine chief executive officers of Icelandic fishing companies.
Findings
The research indicates strategy implementation can be improved in four main areas. First, by engaging and involving all employees in the implementation process. Second, by enhancing bottom-up innovation and communication. Third, through alignment of the corporate strategy and the UN SDGs, and fourth, by following rigorous action plans with clear, measurable and prioritized objectives and timeframes for the managers to follow. These improvements have both theoretical and practical implications for the fishing industry. Consequently, a conceptual framework for integrated strategy implementation in the fisheries industry is proposed.
Research limitations/implications
A limited number of in-depth elite interviews were conducted since access to the chief executive officers of the country’s largest fishing companies proved challenging. However, the nine companies collectively hold nearly 50% of the country’s total quota, thereby proving a deep understanding of the topic relevant to the industry. The research uncovered a substantial cross-section of viewpoints, and as such, the results are relevant for both academia and practitioners alike.
Originality/value
This study contributes to the debate on KSFs relevant to strategy implementation within a specific industry but also aligns with the UN SDGs by proposing a dedicated framework for implementing strategies in the fisheries industry. Overall, this study can help managers achieve strategy implementation.
... The paper will focus on the analysis of Supply Chain Management Evaluation of the three logistic companies and the analysis of the supply chain management strategies of each firm using the 5P's model (Pryor et al., 2007) to learn more about their competitive advantages and overall organizational performance (Li et al., 2006). ...
... Philosophy, Purpose, Process, People, and Performance are the components that make up the 5P's model, which is a strategic framework used for the assessment of the supply chain management strategy employed by a firm. Proper strategy development necessitates both functional and cross-functional thinking and action on the part of corporate executives (Pryor et al., 2007). This paper will make use of this model to examine the supply chain management tactics implemented by DHL, FedEx, and XPO. ...
... It was followed by the setting of a clear vision and mission and dissemination to the organization's citizens to ensure that its followers follow the changes it wants to implement. According to Pryor et al.,(2007) the aspects that comprise the organization's strategic goal involve its mission, vision, goals, objectives, strategy, measurement, and feedback. ...
Strategic leadership is a critical issue for school leaders. Over the past few decades, strategic leadership studies in fields other than education have been implemented, but there is still a lack of studies related to strategic leadership in education. The purpose of this systematic literature review (SLR) is to provide a comprehensive overview of research related to strategic leadership in Malaysia, identifying any gaps in the literature as a reference for future research. This study was conducted systematically and the review was based on the PRISMA (Reporting Standards for Systematic Evidence Synthesis) method. This study selected articles using two leading databases, namely Scopus and Web of Science, and one supporting database, Google Scholar. A systematic review process, eligibility and exclusion criteria, review process steps (identification, screening, eligibility) and data analysis were conducted. The results show that there is limited literature on strategic leadership and from the literature there are three primary dimensions that are stated from a throughout the school and educational institutions viewpoint in Malaysia: (i) mission, vision and values, (ii) futuristic thinking skills, and (iii) leading a change strategy. Further research is also expected to develop a strategic leadership model of teacher leaders in the Malaysian context. This is important to expand research related to strategic leadership in a more complex way to gain a better understanding of this construct especially in Malaysia.
... In addition, due to its ability to improve organizational performance, strategy implementation is a crucial competitive for all successful organizations to achieve their goals (Genc, 2017). Pryor, Anderson, Toombs and Humphreys (2017) observe that organizational performance is the degree to which an organization has successfully achieved itsset objectives and further argues that strategic implementation is a crucial component of achieving an organization's desired goals and objectives. Any organization's performance is one of the techniques for gaining people's commitment to the organization's stated goals. ...
The Kenyan Vision 2030 envisages a vibrant SME sector as one of the key sectors meant to make the economy industrialized by the year 2030. However, the SME sector has recorded poor performance in the past. Because most SMEs expand naturally and in accordance with the initial entrepreneur’s vision, many enterprises in this sector are run in a haphazard manner. Some organizations lack suitable structures and management processes, while in others, the original director is in charge of everything, from cash receipts, banking, and withdrawals, to more complex entrepreneurial responsibilities. Therefore, this study examined how operational strategies influence small and medium enterprises' performance in Nairobi City County, Kenya. The study specifically sought to examine the influence of supply chain strategy, product development strategy, process design strategy and customer focus strategy. The study was guided by Balance score card model, resource-based view theory, quality management theory and Ansoff Matrix theory. This study adopted a descriptive research design. The study population was SMEs based within the Nairobi City County. The number of SMEs directly targeted was 94. A census of 94 respondents was carried out. This is because the population for each category of the respondents was small. A structured questionnaire was used as a data collection tool to all the respondents. A questionnaire was piloted on 20 respondents to make sure that any error or missing item in it is identified and addressed so as to make sure they are valid and reliable. Validity was assessed using construct and content validity tests. Reliability was assessed with the use of Cronbach’s alpha coefficient. Quantitative data was analyzed using descriptive statistics such as mean and standard deviation and presented in tables, and figures. In addition, the study conducted inferential statistics that involved correlation analysis and multiple regression analysis to test the relationship between independent variables and dependent variable. The study found that supply chain strategy, product development strategy, process design strategy and customer focus strategy had a significant positive influence on the performance of Small and Medium Enterprises in Nairobi City County, Kenya. The study concluded that effective supply chain strategy leads to better collaboration with suppliers, better control quality and improved risk mitigation. Designing processes allows businesses to identify inefficient workflows, structures, and systems, re-design them based on current business needs, and implement the modified processes promptly to improve results. Product development strategy provides an ideal framework for creating new products or improving the performance, cost or quality of existing products. Customer focus strategy leads to improved sales, reduce the cost to serve, increase satisfaction and improve their operational efficiency. The study recommended that the management of Small and Medium Enterprises in Nairobi City County, Kenya should aim to efficiently and effectively implement lean supply chain strategy. In order to increase sales of their products, improve market position, boost customer loyalty, SMEs should generate insights that drive innovation and design user-centered products. When opening a new branch or department, business owners and managers need to understand what process design is, what its objectives are, and how it can improve the performance of their companies. The SMEs should put customer focus values at the heart of their culture that unite employees under common goals even roles that do not have day-to-day customer interactions.
... As shown in Figure 5, the concepts of sports activities, likewise to that of business activity, consists of a combination of a set of elements, therefore, arising the issue of conceptual and theoretical overlapping during the findings. Pryor et al. (2007) shared an analysis of "the conceptual framework for strategy implementation" (p. 8), which illustrated an alignment and integration of widely accepted activities and functions of effective and successful strategy implementation (p. 7). ...
The present work "Sports Management and Organizational Attractiveness," in relation to the human resource management (HRM) and recruiting practices of men's second-division semiprofessional basketball organizations in Austria. The study is devoted to the questions of what key factors men´s semiprofessional basketball organizations in Austria consider essential, and the prevailing similarities or differences in these organizations' recruit players. To investigate these questions, eight participants comprised of two sports managers, five head coaches, and one participant playing the role of both sports manager and head coach were interviewed using qualitative guidelines. The data obtained were evaluated using a mixed method approach of thematic and grounded theory analysis to conduct the coding and categorizing of the qualitative data content analysis. The findings of the present study indicate components such as budgeting and the geographical scope of men's second-division semiprofessional basketball organizations in Austria are considered to be essential factors concerning their recruiting capabilities. Furthermore, the level of a player's basketball skill set, the experience level of competition played in, as well as a player's possible citizenship within a country belonging to the European Union (EU) can impact an organization's recruiting capabilities. The findings show that there are practical and managerial implications for men's semiprofessional basketball organizations in Austria to maximize their human resources practices towards enhancing their recruiting and organizational attraction capabilities.
... Another recommended research task would be to explore implementation as a critical organizational capability because the current strategic management research has largely failed to focus on this. However, some researchers have introduced implementation as an organizational competency (Pryor et al., 2007). A good attempt to fill this void emanates from the marketing field. ...
In trying to strike the necessary balance between the two main processes of strategic decision (i.e., between making and implementing decisions), many researchers have moved their focus toward strategic implementation, which has become a growing trend in the strategic decision literature. Nonetheless, the strategic decision implementation process remains a mysterious black box, and researchers are still looking for an answer to the challenging question of “What are the core activities in implementing strategic decisions?” Therefore, the purpose of this paper is to plug this gap in the literature by conducting an extensive review of the literature on strategic decision implementation to understand this process better. The present research revealed three phases for conducting the SD implementation process and identified a number of factors inside each phase. Moreover, the paper proposed several future research avenues and implications for both researchers and managers.
... In the results, additional models will be presented demonstrating the application of the three discussed principles. (Pryor, Anderson, Leslie, & John, 2007) 7-S Framework (Waterman Jr, Peters, & Phillips, 1980) Activity-Based Costing (Cooper & Kaplan, 1988) Agile strategy management process cycle (Lyngso, 2017) Ashridge Mission Model (Campbell & Yeung, 1991) Balanced Scorecard (BSC) (Kaplan & Norton, 2005) Benchmarking (Watson, 1994) Big Hairy Audacious Goal (BHAG) (Collis, 1994) Boston Consulting Group (BCG) Matrix (Boston Consulting Group, 1970) Business Definition Model (Abell, 1980) Blue Ocean Strategy -Strategy Canvas (Kim & Mauborgne 2014). Business Model Canvas (Osterwalder et al., 2010) Core Competencies (Prahalad & Hamel, 1990) Formal Strategic Planning Process (Armstrong, 1982) Greiner's Growth Model (Greiner, 1998) House of Purchasing and Supply (Kearney, 2002) European Foundation for Quality Management (EFQM, 1992) Offshoring / Outsourcing (Aron & Singh, 2005) Organisational Configurations (Mintzberg, 1983) Overhead Value Analysis (Berg & Pietersma, 2015) Porter's Generic Strategies (Porter, 2004) Porter's Value Chain (Porter, 2001) Porter's Five Forces (Porter, 1997) Scenario Planning (Heijden, 2006) SWOT Analysis (Andrews & Andrews, 1980) Strategy Map (Kaplan & Norton, 2004) Value Disciplines (Treacy & Wiersema, 1995) Internationalisation Strategy Framework (Lem, van Tulder, & Geleynse, 2013) Road-Mapping (Farrukh, Phaal, & Probert, 2003) Ansoff's Product / Market Grid and Geographic Vector (Ansoff, 1987) Competing Values of Organizational Effectiveness (Quinn & Rohrbaugh, 1983) Levels of Control (Simons, 1995) Market Attractiveness Business Activity (MABA) (Have et al., 2007) ...
An ontology seeks to formalise a language and definitions for domain-related communications, thus enhancing the sharing of meaning across relevant stakeholders. A strategy ontology for enterprises should be no exception. Identifying patterns in business-level typologies advance the ontology by informing strategy direction within competitive environments. The array of strategy models that facilitate the formalisation of strategy concepts is investigated. The pathways from strategy through to competency and capability are established. This activity culminates in an extended meta-model that yields the formal concepts (meta-objects) and relations pertinent to strategy. The model’s interoperability underpins the strategy ontology’s value by a matrix tool that accelerates and selects the appropriate models to facilitate productive work through the strategy lifecycle.
