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Implementation obstacles and strategy implementation failure

DOI:10.1108/BJM-11-2017-0350
Authors:
Carlos J.F. Cândido at Universidade do Algarve
Carlos J.F. Cândido
Sérgio P. Santos at Universidade do Algarve
Sérgio P. Santos
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Abstract

*** PURPOSE The purpose of this paper is to address the following question: How do strategy implementation obstacles relate to each other and affect strategy implementation? *** METHODOLOGY 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. ***************************************************************************************** FREE COMPLETE VERSION OF THE PAPER: http://hdl.handle.net/10400.1/12307 ***************************************************************************************** VERSION OF RECORD/EDITOR PUBLISHED VERSION: https://www.emeraldinsight.com/doi/abs/10.1108/BJM-11-2017-0350
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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
This article is © Emerald Gr oup Publishing and permission has been granted for this version to appear here (https://sapientia.ualg.pt/).
Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission fro m
Emerald Publishing Limited.
Implementation obstacles and strategy implementation failure
Abstract
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.
... The 7-S model identifies the seven factors as strategy, structure, systems, staff, skills, style/culture, and shared values. Strategy is the plan of action an organization prepares in response to, or anticipation of, changes in its external environment (Cândido & Santos, 2019). Structure refers to the way in which tasks and people are specialized and divided, and authority is distributed; how activities and reporting relationships are grouped; the mechanisms by which activities in the organization are coordinated (Nandakumar et al., 2010). ...
... Following the study by Manyeki et al., (2018) the universities must put efforts to provide different programs that are solving certain market problems (staying relevant). Therefore innovation and creativity is essential in order to attract customer loyalty (Cândido & Santos, 2019). Through differentiation a university is able to charge premium prices whenever the customers can find value for the services they receive (Ahmed et al., 2018). ...
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... According to Cândido and Santos (2018), a lot of companies failled in reaching effectivennes of strategic implementing due to managerial inability to realize the strategy they have designed. As many as 35% of the causes of failure are poor leadership, weak employee commitment, and ineffective resource allocation (Alharthy et al. 2017). ...
... Therefore, the implementation of the policy as a whole needs to be seen by questioning whether the implementation of the policy is in accordance with what has been determined. This conformity measurement can be seen from two things, namely: a) From the process, which can be checked at the specific The level of effectiveness of strategy implementation in companies which operates in testing service, inspection and certification became the main requirement to win the competition (Cândido & Santos, 2018), because an increasing industrial growth has demanded the highest level of security (Almeida & Santos, 2020). Leadership is one of the main factors for every company to achieve competitive advantage, it is due to leader policies, behavior, and decisions will determining the level of company success and growth . ...
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... While, in real-life situations, it is very evident that the success rate of strategy execution is remarkably low (Hrebiniak, 2006;Bernardo et.al. 2017;Cândido, 2019). ...
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