This is the authors’ version accepted for publication (post-print version).
Please use the citation:
Cândido, Carlos J.F and Santos, Sérgio P. (2019) Implementation obstacles and strategy
implementation failure, Baltic Journal of Management, Vol. 14, No. 1, 39-57.
COMPLETE VERSION OF THE PAPER HERE: http://hdl.handle.net/10400.1/12307
PUBLISHED VERSION HERE: https://www.emeraldinsight.com/doi/abs/10.1108/BJM-11-2017-0350
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Emerald Publishing Limited.
Implementation obstacles and strategy implementation failure
Purpose – The paper addresses the following question: How do strategy implementation
obstacles relate to each other and affect strategy implementation?
Method – The research methodology is qualitative and based on an extensive review of the
literature and on an in-depth case study analysis.
Findings – This paper draws two main conclusions. The first is that the many obstacles that
impact the strategy implementation process can interact and be strongly interrelated in
dynamic and complex manners. The second is that obstacles can lead to and reinforce other
obstacles, eventually forming long chains of blockages.
Originality – Strategy implementation remains a difficult task with improbable success. This
paper provides a contribution to an explanation on why so many strategy implementation
efforts fail. It is one of the very few papers addressing the issue of the relationships between
strategy implementation obstacles.
Keywords: strategy implementation, organizational change, obstacles, relationships,
causality, failure, case study
JEL: M10, M19.