Warianty tytułu
Strategy Implementation Problems in Small Companies - Research Results
Języki publikacji
Abstrakty
Literatura z zakresu zarządzania strategicznego podkreśla istotę i wagę nie tylko dobrego opracowania, ale także należytego wdrożenia strategii. Tymczasem praktyka gospodarcza pokazuje, że o ile firmy charakteryzują się dość wysoko rozwiniętymi umiejętnościami z zakresu kreowania strategii, o tyle jednocześnie cechuje je zaskakująco niski poziom umiejętności pozwalających na skuteczne wdrożenie strategii. Bazując na wynikach badań przeprowadzonych w ramach projektu "Wdrażanie strategii organizacji - model, uwarunkowania i implikacje", przedstawiono pięć kluczowych problemów, z jakimi miały do czynienia w procesie wdrażania strategii małe firmy odnoszące sukcesy rynkowe. Do problemów tych można w szczególności zaliczyć utrudnienia będące efektem zmian zachodzących w otoczeniu oraz brak wystarczających środków finansowych na realizację strategii(abstrakt oryginalny)
The literature on the strategic management emphasizes the essence and importance of both good formulation and proper implementation of the strategy. However, the observation of business practice shows that while companies have quite highly developed skills in the area of strategy formulation, at the same time they are characterized by a surprisingly low level of skills in the scope of effective implementation of the strategy. Among the factors that affect the effectiveness of the implementation process there are mentioned among others: poorly developed leadership skills among management staff, an improper allocation of decisionmaking powers, incompetent communication of the strategy, lack of the ability to manage changes, or lack of appropriate motivators associated with the strategy being implemented. In this article we will discuss whether small companies that achieve market success are also facing similar problems in the strategy implementation process. Based on the results of the research conducted as a part of the project entitled "The implementation of the strategy in the organization - model, determinants and implications"1, there will be presented five key problems that have been faced in the strategy implementation process by small companies can be considered to be effective in implementing their development concepts. It appears that the implementation of the strategy in such companies is usually hindered by the changes that occurring in the environment. In turn, most problems in the strategy implementation process are caused by the lack of sufficient financial resources to implement the strategy
Rocznik
Strony
422--434
Opis fizyczny
Twórcy
autor
- Uniwersytet Ekonomiczny we Wrocławiu
Bibliografia
- Abraham S., Leavy B., 2007, After 15 editions: the authors of strategic management textbook reflect, An interview with A.A. Thompson, A.J. Strickland and J.E. Gamble, Strategy & Leadership, vol. 35, no. 4, pp. 38-42.
- Balanced Scorecard Statistics, http://www.valuecreationgroup.com/balanced_scorecard_statistics.htm (dostęp: 25.08.2015).
- Beer M., Eisenstat R.A., 2000, The silent killers of strategy implementation and learning, Sloan Management Review, vol. 41, no. 4, pp. 29-40.
- Carciumaru R., Candea D., 2012, Strategy implementation tools In big and very big Romanian companies, Revista de Management si Inginede Economica, Review of Management & Economic Engineering, vol. 11, no. 2, pp. 145-154.
- Carlopio J., Harvey M., September 2012, The development of a social psychological model of strategy implementation, International Journal of Management, vol. 29, no. 3, part 1, pp. 75-85.
- Čatera T., Pučko D., 2010, Factors of effective strategy implementation: empirical evidence from
- Slovenian business practice, Journal for East European Management Studies, vol. 15, pp. 207-236.
- Gendron M., 1997, Using the balanced scoreeard, Harvard Management Update: A Newsletter from Harvard Business School, vol. 2, no. 10, pp. 7-10.
- Hrebiniak L.G., 2005, Making Strategy Work. Leading Effective Execution and Change, Pearson Education, Upper Saddle River.
- Hutzschenreuter T., Kleindienst I., 2006, Strategy-process research: What have we learned and what is still to be explored, Journal of Management, 32(5), pp. 673-720.
- Kaplan R.S., Norton D.P., April 2005, Creating the Office of Strategic Management, http://www.hbs.edu/faculty/Publication Files/05-071.pdf (dostęp 20.08.2015).
- Markiewicz P., 2013, Methodical aspects of applying strategy map in an organization, Business, Management and Education, 11(1), pp. l53-167.
- Miller S., 1997, Implementing strategic decisions: four key factors, Organisation Studies, vol. 18(4), pp. 577-602.
- Neilson G.L., Martin K.L., Powers E., 2008, The secrets to successful strategy execution, Harvard Business Review, pp. 61-70.
- Pugh J., Bourgeois III L.J., 2011, Doing strategy, Journal of Strategic Management, vol. 4, no. 2, pp. 172-179.
- Salih A., Doll Y., 2013, A middle management perspective on strategy implementation, International Journal of Business and Management, vol. 8, no. 22, pp. 32-39.
- Saunders M., Mann R., Smith R., 2008, Implementing strategic initiatives: A framework of leading practices, International Journal of Operations & Production Management, vol. 28, issue 11, pp. 1095-1123.
- Speculand R., 2006, The great big strategy challenge, Strategic Direction, vol. 22, issue 3, pp. 3-5.
- Three Reasons Why Good Strategies Fail: Execution, Execution... (http://knowledge.wharton.upenn.edu/article/three-reasons-why-good-strategies-fail-execution-execution/).
- Wołczek P., 2012, Wdrażanie strategii jednym z najsłabszych ogniw zarządzania strategicznego, Studia i Prace Kolegium Zarządzania i Finansów, Zeszyt Naukowy 116, Wyd. Szkoły Głównej Handlowej w Warszawie, s. 205-216.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
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