Strategic implementation: a comparison of three methodologies

2006 ◽  
Vol 15 (4) ◽  
pp. 187-196 ◽  
Author(s):  
Neil Ritson ◽  
Maureen O'Neill
Keyword(s):  
Strategic Implementation

Implementation of the Australasian Teletrial Model: Translating idea into action using implementation science frameworks

2021 ◽  
pp. 1357633X2110178
Author(s):  
Sabe Sabesan ◽  
Marie Malica ◽  
Chantal Gebbie ◽  
Clare Scott ◽  
David Thomas ◽  
...  
Keyword(s):  
Implementation Science ◽  
Pilot Project ◽  
Final Report ◽  
Rare Cancer ◽  
Government Investment ◽  
Implementation Framework ◽  
Advisory Groups ◽  
Regulatory Systems ◽  
Key Stakeholders ◽  
Strategic Implementation

Background: Despite Government investment, disparity in access to clinical trials continue between metropolitan and regional & rural sectors (RRR) in Australia and around the world. To improve trial access closer to home for RRR communities and rare cancer patients even in metro settings, the Australasian Teletrial Model (ATM) was developed by Clinical Oncology Society of Australia and implemented in four states. Aim of this paper is to describe the steps and processes involved in the development and implementation of ATM guided by implementation science frameworks. Method: Two implementation science frameworks namely iPARIHS and Strategic Implementation Framework were chosen to guide the project. Details of steps and processes were extracted from COSA final report. Results: ATM met the criteria for worthy innovation. For the development and implementation of the ATM, stakeholders were at national, statewide and clinical levels. A co-design with end-users and inclusion of key stakeholders in steering committees and advisory groups made the implementation smoother. Clinician levers including advocacy were useful to overcome system barriers. During the project, more patients, and clinicians at RRR participated in trials, more primary sites collaborated with RRR sites and more RRR sites gained trial capabilities. Conclusion: Pilot project achieved its objectives including improved access to patients locally, creation of linkages between metro and RRR sites and enhanced capabilities of and access to RRR sites. Implementation science frameworks were useful for identifying the necessary steps and processes at the outset. Ownership by governments and creation of streamlined regulatory systems would enable broader adoption.

A Strategic Approach for implementing A Smart Pedestrian Network (SPN) System

2021 ◽  
Vol 11 (1) ◽  
pp. 208-217
Author(s):  
George Papageorgiou ◽  
Anastasia Ioannou ◽  
Athanasios Maimaris ◽  
Alexander Ness
Keyword(s):  
System Structure ◽  
Sustainable Mobility ◽  
Implementation Framework ◽  
Customer Involvement ◽  
Multiple Stakeholder ◽  
Strategic Approach ◽  
Pedestrian Network ◽  
Strategic Implementation ◽  
Agile Software ◽  
Urban Conditions

Abstract This paper presents a strategic approach for implementing a Smart Pedestrian Network (SPN) navigation System that is geared towards promoting sustainable mobility. The SPN system is being designed to reach multiple market segments by providing information on suitable walking routes aiming to satisfy potential users’ needs, but also multiple stakeholder demands. The paper presents the main objectives of the SPN system as well as its system structure, application features, functions, and relevant data sources. The proposed strategic implementation framework deems necessary for scaling up so that the SPN system is successfully implemented in a variety of urban conditions. The framework emphasizes the element of adaptability, so that SPN can be adjusted where and when necessary, to deal with a variety of contexts and specific sustainable mobility issues, depending on the particular municipality conditions. The proposed framework combines elements of both the waterfall and agile software development methods, as well as, aspects of Open Innovation, Customer Involvement and Co-Creation taking a multiple stakeholder approach.

Increasing durability of voluntary conservation through strategic implementation of the Conservation Reserve Program

2021 ◽  
Vol 259 ◽  
pp. 109177
Author(s):  
Daniel S. Sullins ◽  
Meghan Bogaerts ◽  
Bram H.F. Verheijen ◽  
David E. Naugle ◽  
Tim Griffiths ◽  
...  
Keyword(s):  
Conservation Reserve Program ◽  
Strategic Implementation

Implementation uptake: organisational factors affecting evidence-based reform in community corrections in the United States

2017 ◽  
Author(s):  
Danielle S. Rudes ◽  
Kimberly R. Kras ◽  
Kimberly S. Meyer ◽  
Shannon Magnuson
Keyword(s):  
Leadership Development ◽  
Observational Data ◽  
Organizational Factors ◽  
The United States ◽  
Community Corrections ◽  
Policy And Practice ◽  
Factors Affecting ◽  
Organizational Survey ◽  
Strategic Implementation ◽  
Changing Times

As community corrections organizations adapt to changing times, probation/parole agencies work to reform both organizational policy and practice. However, reform is much easier planned than implemented. With little or no formal training on strategic implementation, most community corrections agencies face a complex web of inter- and intra-organizational dynamics and contexts that make implementing reform challenging and sustaining reforms nearly impossible. Using survey and interview/observational data from both adult and juvenile probation in two U.S. states, this chapter examines organizational factors such as culture/climate, cynicism and commitment as key internal issues to consider prior to implementation of reform and during reform uptake. Using dual methods reveals while organizational actors respond similarly on organizational survey response measures, the observational data detail a more nuanced story for understanding implementation. Specifically, findings suggest a need for new training approaches, continued leadership development and improved communication at all organizational levels.

scholarly journals Role of Transformational Leadership in Effective Strategic Implementation with the Moderating Effect of Organizational Culture

2017 ◽  
Vol 3 (2) ◽  
pp. 253-262
Author(s):  
Onuma Suphattanakul
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Quantitative Methods ◽  
Pearson Correlation ◽  
Statistical Tool ◽  
Management Leadership ◽  
Strategic Implementation ◽  
The Impact

Purpose: This study evaluates the role of transformational leadership in effective strategic implementation. The purposes of this study are; first, to examine the degree of transformational leadership of administrative officials; second, to assess the degree of effective strategic implementation; third, to investigate the impact of transformational leadership on effective strategic implementation. Finally, this study examines the roles of organizational culture as a moderator of the association between transformational leadership and effective strategic implementation. Methodology: This study uses the case study of municipalities in Trang Province in Thailand. This research employs quantitative methods. The questionnaires are collected from administrative officials of municipalities in Trang Province. Descriptive statistics are used to analyse the data. This study uses Pearson correlation analysis to achieve the associations between two variables. In addition, regression analysis is applied as a suitable statistical tool to test the hypotheses. Implication: This study combined the framework of strategic management, leadership, and organizational culture for testing the conceptual model. The study is particularly useful for improving the roles of administrative officials in order to achieve effective strategic in municipalities.

scholarly journals MANAJEMEN ERA OTONOMI DAERAH: PEMERINTAH DAERAH SEBAGAI VALUE CREATING SYSTEM

2002 ◽  
Vol 1 (1) ◽  
Author(s):  
Eko Walujo Suwardyono
Keyword(s):  
Local Government ◽  
Good Governance ◽  
Poor Quality ◽  
Local Autonomy ◽  
Public Accountability ◽  
Strategic Role ◽  
Strategic Implementation ◽  
Local Government Management ◽  
One Year

Since local autonomy regulation have been implemented efectively in one year, but empirically it still has many euphoria coming from institution process and Local Government management. Weak commitment and unclear strategic implementation of Local Government for value creating system cause poor quality of good governance and public accountability. This article presents an idea for a paradigm of Local Government strategic role through value creating system.

Managing “Virtuality”

2014 ◽  
pp. 29-48
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

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