Materializing Strategy: The Blurry Line between Strategy Formulation and Strategy Implementation

2015 ◽  
Vol 26 ◽  
pp. S17-S21 ◽  
Author(s):  
Paul M. Leonardi
Keyword(s):  
Strategy Implementation ◽  
Strategy Formulation

scholarly journals Factors Affecting Business Strategy Implementation of Vietnam Garment Companies

2016 ◽  
Vol 12 (1) ◽  
pp. 133
Author(s):  
Hoang Viet Nguyen ◽  
Duc Nhuan Nguyen
Keyword(s):  
Human Resources ◽  
Corporate Culture ◽  
Business Strategy ◽  
Positive Relationship ◽  
Strategy Implementation ◽  
Point Of View ◽  
Strategy Formulation ◽  
Factors Affecting ◽  
Significant Positive Relationship ◽  
The Impact

This paper studies the impact of factors affecting on business strategy implementation of Vietnam garment companies. A total of 192 questionnaires were administered to respondents chosen from 82 Vietnam garment companies. The findings indicated that there is a significant positive relationship between 05 factors: Strategy formulation-Human resources-Communication-Corporate culture-Organizational structure and business strategy implementation from the sample point of view.

scholarly journals STRATEGIC MANAGEMENT PROCESS AND FIRM’S PRODUCTIVITY OF PLASTIC MANUFACTURING COMPANIES IN SOUTH-SOUTH, NIGERIA

2021 ◽  
pp. 1-15
Author(s):  
PL Bayo ◽  
E Ebikebena
Keyword(s):  
Strategic Management ◽  
Manufacturing Sector ◽  
Sampling Technique ◽  
Strategy Implementation ◽  
Management Process ◽  
Manufacturing Companies ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Manufacturer Association ◽  
Strategic Management Process

The study examines how strategic management process affects firm productivity with specific reference to plastic manufacturing companies listed in the manufacturer association of Nigeria that has operational based in the South-South, Nigeria. The study employed cross-sectional survey design which is exploratory in nature because the data were collected at a particular point in time to examine how strategic management process affect productivity in the context of Nigeria plastic manufacturing sector.The population for the study was all the 34 plastic manufacturing companies listed in the 2018 edition of the directory of Nigerian manufacturer Association based in South-South Nigeria. The cluster sampling technique was adopted in this study. This was complemented with the simple random sampling technique. The analytical techniques employed were Correlation and Multiple Regression Statistics to determine the strength and direction of the relationship and test the hypotheses with the help of IBM data editor of Statistical Package for the Social Sciences. The findings of the study revealed thatthere is a significant relationship between strategy formulation, strategy implementation and productivity in the context of Nigeria plastic manufacturing sector. Furthermore, the findings showed that there is no significant relationship between strategy evaluation and productivity in the context of Nigeria plastic manufacturing sector. The study concludes that strategy formulation, strategy implementation, strategy evaluation makes a unique contribution to the variation of plastic manufacturing firms’ level of productivity to gain edge over rivals in the industry. Therefore, the study recommends that plastic manufacturing firms should implement formulated policies and strategies to match with the structure of the organization, increase value relevance and earnings quality for productivity.

scholarly journals Strategi pondok pesantren dalam meningkatkan kompetensi program tahfidzul qur'an

2019 ◽  
Vol 4 (2) ◽  
pp. 151-170
Author(s):  
Septianingsih Septianingsih ◽  
Ruhiyat Ruhiyat ◽  
Asep Iwan Setiawan
Keyword(s):  
Data Collection ◽  
Research Method ◽  
External Environment ◽  
Boarding School ◽  
Strategy Implementation ◽  
Management Team ◽  
Internal Environment ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Descriptive Method

ABSTRAK Tujuan penelitian di Pondok Pesantren Al-fatah adalah untuk mengetahui strategi pondok pesantren dalam meningkatkan kompetensi program tahfidzul qur’an yang di dalamnya meliputi formulasi strategi, implementasi  strategi dan evaluasi strategi. Metode penelitian yang digunakan adalah metode deskriptif, sehingga penulis hanya menggambarkan apa adanya secara sistematis. pengumpulan data yang dilakukan yaitu observasi, wawancara, dan studi dokumentasi. Dari hasil penelitian yang dilakukan   di Pondok Pesantren Al-falah Ciuluk ini memiliki formulasi dengan mengembangkan misi, melakukan analisa terhadap lingkungan internal berupa kelemahan yang dimiliki oleh pesantren dan lingkungan eksternal berupa peluang serta ancaman yang dihadapi. Implementasi yang dilakukan dalam penerapan program tahfidzul Qur’an ini  menerapkan implementasi yang sesuai dengan budaya lembaga, budaya ini merupakan kebiasaan, identitas dan ciri khas  lembaga. Evaluasi yang dilakukan pun sifatnya terjadwal mulai dari evaluasi harian, mingguan dan tahunan di mana evaluasi ini dilakukan oleh internal penggurus, baik tim pengelola, pembina dan  para guru dengan harapan agar pondok  pesantren Al-Fatah dapat berkembang dan tumbuh lebih baik lagi. Kata Kunci : Pondok Pesantren; Kompetensi Tahfidzul Qur’an ABSTRACT A The purpose of research at Al-fatah Islamic Boarding School is to find out the strategy of Islamic boarding schools in improving the competence of the tahfidzul quran program which includes strategy formulation, strategy implementation and strategy evaluation. The research method used is descriptive method, so the writer only describes it systematically. Data collection was carried out, namely observation, interviews, and documentation studies. From the results of research conducted at Al-Falah Ciuluk Islamic Boarding School, it has a formulation by developing a mission, analyzing the internal environment in the form of weaknesses owned by the pesantren and the external environment in the form of opportunities and threats faced. The implementation carried out in the application of the program tahfidzul Qur’an implements an implementation that is in accordance with the culture of the institution, this culture is the habits, identities and characteristics of the institution. The evaluation that was carried out was scheduled, starting from the daily, weekly and annual evaluations where the evaluation was carried out by the internal management, both the management team, the coaches and the teachers in the hope that the Al-Fatah Islamic boarding school could develop and grow even better. Keywords: Islamic boarding school respondents; tahfidzul Qur’an

MANAJEMEN STRATEGI PROGRAM SEKOLAH LAPANG PERTANIAN di DINAS PERTANIAN KABUPATEN BOJONEGORO

Publika ◽  
2021 ◽  
pp. 239-252
Author(s):  
Redika Widya Prabaningrum ◽  
Trenda Aktiva Oktariyanda
Keyword(s):  
Strategic Management ◽  
Agricultural Sector ◽  
Strategy Implementation ◽  
Management Theory ◽  
Food Storage ◽  
Agricultural Field ◽  
School Program ◽  
Strategy Formulation ◽  
Field School ◽  
Field Schools

Kabupaten Bojonegoro adalah salah satu kabupaten yang menjadi penghasil padi di Jawa Timur. Bahkan Kabupaten Bojonegoro menjadi salah satu daerah lumbung pangan andalan di Jawa Timur (bojonegorokab.go.id). Sektor pertanian di Kabupaten Bojonegoro menjadi salah satu sektor yang dominan dalam pembentukan Produk Domestik Regional Bruto (PDRB) dalam kurun waktu 5 tahun terakhir (2015-2019). Namun, sektor pertanian di Bojonegoro mengalami permasalahan diberbagai faktor. Salah satunya melemahnya sektor pertanian terjadi karena bibit tanam pola tanam yang belum berhasil. Diketahui bahwa produksi padi di Kabupaten Bojonegoro pada tahun 2016 mencapai 1 juta ton dan pada tahun 2017 mengalami penurunan produksi menjadi 880.000 ton. Dalam mengatasi permasalahan tersebut, Dinas Pertanian Kabupaten Bojonegoro melaksanakan sebuah program yang bernama Sekolah Lapang Pertanian. Sekolah Lapang Pertanian adalah serangkaian kegiatan perencanaan mengenai pertanian yang nantinya menghasilkan sumber daya manusia khusunya petani yang berkualitas. Tujuan dari Penelitian ini adalah untuk mendeskripsikan atau menganalisis manajemen strategi Program Sekolah Lapang Pertanian di Dinas Pertanian Kabupaten Bojonegoro. Jenis penelitian yang digunakan peneliti adalah deskriptif dengan menggunakan pendekatan secara kualitatif. Penelitian ini menggunakan teori manajemen strategi  yang dikemukakan oleh Corwn Dirgantoro (2001) yang meliputi Formulasi Strategi, Implementasi Strategi, dan Pengendalian Strategi. Teknik pengumpulan data melalui wawancara dengan pihak Dinas Pertanian Kabupaten Bojonegoro disertai dengan dokumentasi sebagai bukti serta melalui studi literatur mengenai Sekolah Lapang Pertanian. Kata Kunci : Manajemen Strategi, Strategi Pertanian, Program Sekolah Lapang Pertanian   Bojonegoro Regency is one of the rice producers in East Java. Even Bojonegoro Regency is one of the mainstay food storage areas in East Java (bojonegorokab.go.id). The agricultural sector in Bojonegoro Regency has become one of the dominant sectors in the formation of Gross Regional Domestic Product (PDRB) in the last 5 years (2015-2019). However, the agricultural sector in Bojonegoro is experiencing problems in various factors. One of the reasons is the weakening of the agricultural sector due to unsuccessful planting patterns of seedlings. It is known that rice production in Bojonegoro Regency in 2016 reached 1 million tons and in 2017 the production decreased to 880,000 tons. In overcoming this problem, Agricultural Department of Bojonegoro Regency implemented a program called the Agricultural Field School. Agricultural Field School is a series of planning activities regarding agriculture that will later produce quality human resources, especially farmers. The purpose of this study was to describe or analyze the strategic management of the Agricultural Field School Program at the Agricultural Department of Bojonegoro Regency. This type of research used by researchers is descriptive using a qualitative approach. This study uses strategic management theory according to Corwn Dirgantoro (2001) which includes Strategy Formulation, Strategy Implementation, and Strategy Control. The technique of collecting data through interviews with the Agricultural Department of Bojonegoro Regency accompanied by documentation as evidence and through literature studies on Agricultural Field Schools. Keywords : Strategic Management, Agricultural Strategy, Agricultural Field School Program

scholarly journals Combination of different perspectives in strategy formulation

2015 ◽  
Vol 9 (2) ◽  
pp. 1854-1857
Author(s):  
ANDREAS KARAOULANIS
Keyword(s):  
Strategy Implementation ◽  
External Factors ◽  
Strategy Formulation ◽  
Performance Gap

In this paper the author tries to outline some major strategy guidelines in terms of internal or external factors by following the paths of certain authors such as Porter, Dawar, Eisenhardt and Sull and Mankins. The author mainly focus on strategy to performance gap and strategy communication inside the company in order to underline their vast importance in formulating the company’s strategy implementation.

scholarly journals Business Strategy Formulation for Training Company in Captive Market

2021 ◽  
Vol 6 (4) ◽  
pp. 143-149
Author(s):  
Denada Tirta Amertha ◽  
Alla Asmara ◽  
Setiadi Djohar
Keyword(s):  
Business Strategy ◽  
Business Environment ◽  
Strategy Implementation ◽  
Business Strategies ◽  
Business Unit ◽  
Strategy Formulation ◽  
Integration Strategy ◽  
Swot Matrix ◽  
Strong Position ◽  
Training Company

This study aims to formulate a business strategy at a training company (PT PTC) as a lead training provider in facing competition in the Pertamina Group market (captive) and in the non-captive market. The internal business environment was identified using VRIO analysis and evaluated using the IFE Matrix, while the external business environment was identified using Porter's Five Forces and evaluated using the EFE Matrix. The formulation of alternative business strategies in the PTC training business unit is carried out using the SWOT Matrix which is then outlined in the business strategy implementation roadmap. The results showed that PT PTC's training business unit was in a position to grow and develop with good internal capabilities in using strengths and minimizing weaknesses (score 2,570), and in a strong position to respond to opportunities and threats (score 3,042). The results of the VRIO analysis obtained 4 future competencies for strategy formulation on the SWOT Matrix and obtained 9 alternative intensive strategies in the form of market penetration strategies, market and product development as well as 1 horizontal integration strategy, then ranked using QSPM for a roadmap of PTC training business strategy implementation in 5 years front.

Building Blocks of the Industry and Strategizing

2021 ◽  
pp. 229-269
Author(s):  
Reza Aboutalebi
Keyword(s):  
Literature Review ◽  
Systematic Literature Review ◽  
Building Blocks ◽  
Strategy Implementation ◽  
Effective Strategy ◽  
Strategy Formulation ◽  
Business World ◽  
Common Features ◽  
The Future

Industry features are considered by Porter, Schmalensee, and many other scholars as the determinants of effective strategy formulation and implementation. While industries are widely different from each other, some common features shape all existing and future industries. This chapter aims to identify these common building blocks of industries and their possible effects on strategizing for the future in a fast transitioning business world. The chapter employs a systematic literature review from the top related journals with at least one of the nine keywords about the industry. The chapter reviews 47 factors or characteristics that form every industry. These industry features are grouped into ten sets of elements, which shapes the ten forces framework, reflecting the interaction among building-blocks of the industry with each other and with strategy implementation practice inside an organization. The chapter concludes by proposing the 'macro-environment, industry, and organization' (MIO) model, which could be utilized by integrating three levels of analyses.

Implementation of Public-Private Partnerships at Kajiado County, Kenya

2019 ◽  
Vol 3 (II) ◽  
pp. 319-332
Author(s):  
Fauziah Y Shani
Keyword(s):  
Private Sector ◽  
Implementation Process ◽  
Secondary Data ◽  
Strategic Plan ◽  
Strategy Implementation ◽  
Public Private Partnerships ◽  
Strategy Formulation ◽  
The Government ◽  
Process Strategy

Strategy formulation has been widely regarded as the most important component of the strategic management process. Strategy implementation, rather than strategy formulation alone, is a key requirement for superior organizational performance. The Government of Kenya (GOK) has been implementing Vision 2030 strategic plan, the country's development blueprint covering the period 2008 to 2030. Recognizing that the required funds to fully support the country's development agenda and to meet the infrastructure deficit will require involvement of the private sector, the government has over the second half of the last decade exhibited a strategic shift towards partnering with the private sector, through a variety of avenues, key among which is the strategic adoption of Public Private Partnerships (PPP). The study thus set out to determine the extent of implementation of Public-Private Partnerships at Kajiado County. The study used a case study research design. The case study design facilitated the in-depth exploration of the extent of implementation of Public-Private Partnerships against the normal strategy implementation process specifically dwelling on Njaa Marufuku Campaign at Kajiado County. This study used both primary and secondary data. The primary data composed of the responses received from personal interviews with ten senior and middle management while the secondary data was from relevant literature review. The present study employed the qualitative type of analysis, specifically the content analysis. Results reveal that Njaa Marufuku Kenya (NMK), the studied form of PPP initiative conforms its intervention to the strategy implementation process, and this has contributed to the established programme success. The three components guiding project selection and activities within the NMK PPP strategy indicated the presence of a well laid down strategic plan. The NMK intervention was also found to observe a critical component in the strategy implementation process; clarity of goals. The tasks and activities were also found to follow a set of predefined guidelines. A large number of the program implementers were found to through training prior to the onset of project implementation. Findings further implied that stakeholder roles in the strategy implementation process within the NMK intervention were clearly cut out hence enabling a well-coordinated implementation process. The intervention of PPP was concluded to observe strategic meetings and stakeholder commitment from the government and private sector sides. As follow up to strategy implementation in various projects, the intervention was concluded to further carry out continuous monitoring and evaluation. Recommendation made was that as a way of government achieving set objectives more efficiently, PPP was an important strategic intervention.

scholarly journals Strategy communication and transition dynamics amongst managers: a public sector organization perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Demola Obembe ◽  
Jarrah Al Mansour ◽  
Oluwaseun Kolade
Keyword(s):  
Social Practice ◽  
Single Case ◽  
Strategy Implementation ◽  
Middle Level ◽  
Organizational Strategy ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Dynamic Interactions ◽  
Critical Determinant ◽  
Content Type

PurposeThe purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.Design/methodology/approachAdopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.FindingsDifferences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.Originality/valueThe research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.

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