scholarly journals CHALLENGES OF STRATEGY IMPLEMENTATION AT ADRIAN COMPANY LIMITED KENYA

2016 ◽  
Vol 1 (1) ◽  
pp. 16
Author(s):  
Mary Jane Mukami Miako ◽  
Dr. Vincent Machuki
Keyword(s):  
Implementation Process ◽  
Work Force ◽  
Strategy Implementation ◽  
Marketing Manager ◽  
Resource Manager ◽  
Human Resource Manager ◽  
Company Limited ◽  
Management Commitment ◽  
Interview Guide ◽  
Implementation Practices

Purpose: The objectives of the study were to determine strategy implementation practices at Adrian Company Limited Kenya and to establish challenges of strategy implementation at Adrian Company Limited Kenya.  Methodology: The study adopted a cases study research design and an interview guide was used to collect data. The respondents of the study were drawn from the top management team, who were drawn from the various departments comprising of human resource manager, project manager, marketing manager, logistics & procurement manager. Other respondents were drawn from the functional level and operational level departments. Data was analyzed using content analysis.Results: Findings indicated that the strategy implementation practices carried out by Adrian co Ltd consisted of the following critical tasks; the management commitment, team appointment, training for all levels, developing an implementation plan, and establishing an internal auditing system. Findings also indicated that that there existed various challenges to strategy implementation at Adrian Co Ltd. These challenges included inadequate resources and manpower for strategy implementation were inadequate, poor compensation as a challenge to strategy implementation, poor training for the current work force, mismatch between strategy and structure and poor bottom up as well as top bottom communication, organization politics, communication and clarity understanding during strategy implementation.Unique contribution to theory, practice and policy: From the discussions and the conclusions, the study recommended that for an efficient and effective strategy implementation process senior management should be involved and committed throughout the process. The management should ensure that the critical strategy implementation tasks were considered during strategy implementation. In addition, the management should address the challenges of strategy implementation. For instance, regular training should be conducted and compensation should be facilitated through cost of living adjustments (COLA).

scholarly journals INTELLECTUAL CAPITAL IN INNOVATIVE FIRM

2017 ◽  
Vol 5 (11) ◽  
pp. 366-373
Author(s):  
Nurziana Mohd Atan ◽  
Saudah Sofian
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Marketing Manager ◽  
Resource Manager ◽  
Structural Capital ◽  
Human Resource Manager ◽  
Innovative Firm ◽  
Health Products ◽  
It Personnel

This research was conducted to investigate the influence of intellectual capital on overall innovation and R&D activities in an innovative firm. The firm is a leader in natural goat’s milk-based cosmetics and health products in Malaysia. Intellectual capital consists of four components, human capital, structural capital, relational capital and spiritual capital. This research was a case study and qualitative approach was applied to gather data. The Marketing Manager, Human Resource Manager, Factory Operation Manager, administrative workers, factory workers, IT personnel and customers of the firm were interviewed. The information from the interviews was analyzed using codes and transcription.  Finding of the study indicates that among the intellectual components, structural capital is the highest contributor to the firm’s innovation. Among the recommendations made to the firm are to increase human capital with high expertise, to have a systematic documentation, to cooperate with organization’s external environment and strengthen spiritual value. Future researches are suggested to use instruments other than interviews and widen the scope to more than one firm or industry.

Strategy Implementation Practices and Performance of Selected Evangelical Churches in Nairobi City County, Kenya

2019 ◽  
Vol 3 (V) ◽  
pp. 103-122
Author(s):  
Jenifer Timbomei ◽  
Shadrack Bett
Keyword(s):  
Resource Allocation ◽  
Organizational Culture ◽  
Organizational Structure ◽  
Strategy Implementation ◽  
Top Management ◽  
Baptist Church ◽  
Evangelical Churches ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Implementation Practices

Every entity seeks accomplish its set goals, mandate and the reason for which it is established. The concept of organizational performance refers to the degree of achievement of the organization’s objectives, which is critical to its success and sustainability. The manner in which an organization implements its strategic plan largely determines the resultant success in the achievement of its strategic objectives. The primary objective of this study was to determine the influence of strategy implementation practices on the performance of select evangelical churches within Nairobi County. The specific objectives of the study were to investigate how organizational structure influences performance; examine the influence of resource allocation on overall performance; to establish the extent to which top management commitment affects performance and; to assess the influence of organizational culture on the performance of select evangelical churches in Nairobi City County. The variables of strategy implementation studied were organizational structure, resource allocation, top management commitment and organizational culture. The study was anchored on Burke and Litwin causal model and the Seven-S Model. The study adopted a descriptive research design and focused on a variety of respondents drawn from select evangelical churches within Nairobi City County - Christ is the Answer Ministries, Nairobi Baptist Church, Nairobi Chapel, and Parklands Baptist Church. The study targeted a population of 400 comprising of pastors, employees, church leaders, volunteers and members. A sample of 20% was applied generating a sample size of 80. Relevant data was gathered using structured questionnaires with both open and closed-ended questions. Qualitative data analysis involved explanation of information obtained from the empirical literature and required the use of numeric measures to the scores of the various responses. This was done with the aid of SPSS. The output of the analysis was presented in tables and charts, and interpretations made based on the research objectives. Generalizations of the results were made. The study established that organizational structure, resource allocation, top management commitment and organizational culture have a significant influence on the performance of evangelical churches. The study recommended that churches should develop organizational structures supportive of strategy implementation. It further recommended that the resources available should be focused on priority activities for optimum performance. In addition, the management should have a supportive and committed attitude towards strategy implementation to promote organizational success. It further recommended that churches create and uphold a positive institutional culture that supports high performance and effective implementation of the strategy.

scholarly journals Strategy Implementation Practices and Performance of Private Hospitals in Nairobi City County

2021 ◽  
Vol 6 (1) ◽  
pp. 1-22
Author(s):  
Mary Mwangi ◽  
Allan Kihara
Keyword(s):  
Organizational Culture ◽  
Dynamic Capabilities ◽  
Pearson Correlation ◽  
Strategy Implementation ◽  
Primary Data ◽  
Unique Contribution ◽  
Policy And Practice ◽  
Private Hospitals ◽  
Management Commitment ◽  
Implementation Practices

Purpose: Given the importance of effective strategy implementation, this study therefore sought to assess the influence of strategy implementation practices on performance of private hospitals in Nairobi County. This study was guided by the following specific objectives: to establish the effect of management commitment on performance of private hospitals in Nairobi County; to assess the effect of organizational culture on performance of private hospitals in Nairobi County. Methodology: The study was guided by Higgin’s 8S’framework and supported by dynamic capabilities theory. The study used a descriptive survey research design. The unit of analysis was private hospitals in Nairobi County. There are 55 private hospitals in Nairobi County. The unit of observation was top managers in each of the 55 private hospitals in Nairobi County. This study was a census of 55 private hospitals in Nairobi. The study collected primary data using semi-structured questionnaires. The questionnaires were self-administered to the respondents by the researcher. Collected data was analyzed using quantitative techniques. SPSS (version 22) was applied in analyzing quantitative data where descriptive statistics including means, frequencies, percentages and standard deviations were computed. The study also computed inferential data analysis by use of Pearson correlation coefficient and multiple regression analysis. Displaying of the information was done in table and figures. Findings: The study found that management commitment positively and significantly influences performance of private hospitals; organizational culture positively and significantly influences performance of private hospitals. Unique contribution to theory, policy, and practice: The study therefore recommends private hospitals to ensure that it is committed fully in all the activities/practices done by the organization. This can be achieved by ensuring it provides its employees with strategic direction and objectives. Also, it is important to ensure thee is effective communication at all levels and in all directions. The study recommends private hospitals to ensure they have a favourable culture that facilitates enhanced performance. They have to ensure the environment is supportive, it ensures there is knowledge sharing and that work ethics exist. Also, when implementing strategy, care should be taken to assess the strategy and ensure that culture link compatibility; this is because, if the planned strategy is in line with existing culture, strategy implementation becomes easier.

scholarly journals Success Drivers for Implementing Circular Economy: A Case Study from the Building Sector in Colombia

2021 ◽  
Vol 13 (3) ◽  
pp. 1350
Author(s):  
Luz Elba Torres-Guevara ◽  
Vanessa Prieto-Sandoval ◽  
Andres Mejia-Villa
Keyword(s):  
Circular Economy ◽  
Small And Medium Enterprises ◽  
Implementation Process ◽  
Construction Sector ◽  
Direct Communication ◽  
Management Commitment ◽  
Medium Enterprises ◽  
Large Building ◽  
Do So

This paper contributes to the circular economy (CE) literature by investigating the drivers of success of the CE implementation in the construction sector and how those drivers can complement any implementation process in small and medium enterprises (SMEs). To do so, we analyzed the case of TECMO Estructuras Metálicas, using the methodology proposed by Jaca and colleagues to implement the CE in SMEs. It is a Colombian company with more than five decades of experience in the manufacture and installation of steel and aluminum structures for small and large building and infrastructure projects. The data were collected between August 2019 and November 2020 through direct communication with the company via workshops, meetings, and company reports. This research found that five drivers are relevant for implementing CE in the construction sector: fertile ecosystem, management commitment, identification of valuable materials, green teams, and CE intermediaries. Moreover, this study also contributes to teaching the implementation of the CE in companies, since it shows that through the methodology presented, implementation projects can be developed in postgraduate classes.

The Human Resource Manager in Spain

1995 ◽  
pp. 11-34 ◽  
Author(s):  
Santiago García Echevarría ◽  
Maria Teresa del Val Núñez
Keyword(s):  
Human Resource ◽  
Resource Manager ◽  
Human Resource Manager

Avoiding the strategy execution pitfalls

2016 ◽  
Vol 32 (5) ◽  
pp. 16-18
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Cutting Edge ◽  
Strategy Execution ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Dilemmas do not signal that a strategy is flawed or that leadership is failing. Rather, they are part and parcel of the strategy implementation process. They present consequential choices that need to be understood and addressed. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

2018 ◽  
Vol 11 (1) ◽  
pp. 34 ◽  
Author(s):  
Noussaiba Bounabri ◽  
Ahmed Amine El oumri ◽  
Elmadani Saad ◽  
Latifa Zerrouk ◽  
Amina Ibnlfassi
Keyword(s):  
Quality Management System ◽  
Resistance To Change ◽  
Implementation Process ◽  
Iso 9001 ◽  
Extensive Literature ◽  
Quality Initiatives ◽  
Organizational Resistance ◽  
Inhibiting Factors ◽  
Management Commitment ◽  
Top Management Commitment

Purpose: The purpose of this paper is to explore obstacles to ISO 9001 quality management system implementation in Moroccan firms.Design/methodology/approach: A questionnaire survey has been conducted among a heterogeneous sample of 115 organizations, operating in different sectors in Morocco. The authors have studied barriers to quality initiatives in general and obstacles to QMS implementation in particular through an extensive literature review. Questions related to profiles of respondents, reasons of seeking certification, external consultancy and barriers to ISO 9001 implementation experienced by surveyed organizations. For the purpose of this study, authors considered three categories of quality inhibiting factors: organizational, technical and costs related barriers.Findings: Results indicate that surveyed companies sought ISO 9001 certification mainly for marketing reasons and experienced many difficulties during the implementation process. Barriers reported by respondents were mostly organizational. Resistance to change headed the list according to participants’ opinion. Also, findings highlighted the prominence of bureaucracy and poor interdependence between departments in organizations. Lack of communication, poor top management commitment and insufficient trainings were also ascertained to be obstacles to QMS implementation in Morocco.Originality/value: Earlier studies were led by different researchers in different countries about barriers to quality initiatives in general and to ISO 9001 implementation in particular. Few of those studies were conducted in Arab speaking countries but no research has been carried in Morocco. This study on obstacles to QMS implementation in Morocco will help in completing the jigsaw of difficulties faced by organizations worldwide when preparing to ISO 9001 certification.

Accounting and accountability challenges

2014 ◽  
Vol 26 (1/2) ◽  
pp. 94-111 ◽  
Author(s):  
Anil K. Narayan
Keyword(s):  
Tertiary Education ◽  
Belief Systems ◽  
Real Life ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Content Type ◽  
Theoretical Perspectives ◽  
Sustainability Strategy ◽  
Sustainability Initiatives ◽  
Practical Implications

Purpose – This paper aims to investigate the strategy, accounting and accountability interface in sustainability implementation in a large public tertiary education organisation in New Zealand. Design/methodology/approach – The study uses ethnography as an “engaging research” to help explain the real-life enactment of accounting and accountability in advancing/deterring sustainability initiatives. The study draws upon neo-institutional theoretical perspectives to help interpret the findings. Findings – Accounting and accountability are powerful conduits for strategy implementation. Successful sustainability strategy implementation requires the embedding of financial accountability within the implementation process. Practical implications – A strong ideological commitment from senior management is required to firmly embed sustainability in the tertiary organisation's belief systems, values and norms to get wider organisational acceptance and institutionalisation. Accounting needs to take a position of centrality within organisations to help facilitate sustainability implementation. Social implications – Government policy needs to incorporate specific concepts of sustainability into the tertiary education strategy and funding framework to make public tertiary organisations accountable for sustainability to the wider society. Originality/value – This study provides unique insights into the sustainability implementation process. It complements existing literature on sustainability accounting and accountability.

scholarly journals Human Resource Manager Selection Based on Logarithmic Fuzzy Preference Programming and TOPSIS Methods

2013 ◽  
Vol 3 (2) ◽  
pp. 14 ◽  
Author(s):  
Mohammad Reza Fathi ◽  
Seied Reza‎ Seied Javadin ◽  
Amirhesam Behrooz ◽  
Mohammad Reza Sadeghi
Keyword(s):  
Competitive Advantage ◽  
Human Resource ◽  
Decision Makers ◽  
Superior Performance ◽  
Resource Manager ◽  
Effective Utilization ◽  
Integrated Method ◽  
Human Resource Manager ◽  
Manager Selection ◽  
Fuzzy Preference

Today’s organizations must gain competitive advantage through the effective utilization of their human resources. Successful human resource management can contribute to superior performance as a source of competitive advantage by making organizations more effective. The purpose of this paper is applying a new integrated method to Human Resource Manager Selection. Proposed approach is based on Logarithmic fuzzy preference programming and TOPSIS methods. LFPP method is used in determining the weights of the criteria by decision makers and then selecting Human Resource Manager are determined by TOPSIS method. A real case demonstrates the application of the proposed method.

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