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The ability to implement strategies successfully is important to any organisation. Despite the importance of the implementation process within strategic management, this is an area of study often overshadowed by a focus on the strategy formulation process. This thesis concentrates on the strategy implementation process, investigating barriers to strategy implementation. A research framework called the Organisational Minefield was developed to represent the importance of the implementation process to organisations. In contrary to most studies available in strategic management, this research included participants from all levels of the organisation.To identify barriers to strategy implementation, a case study of Air New Zealand was conducted. This involved focussed interviews with 28 participants from the Network and Revenue Management Department of Air New Zealand. Other sources of data such as research articles and secondary company data sources were also used.The findings revealed that: participants from different levels of the organisation have unique perceptions of the implementation process; implementation variables could become roadblocks that undermine the implementation process; these barriers can be overcome if managers are perceptive to the organisation's current situation; and the Organisational Minefield framework presented verified the significance of the role of barriers in the implementation process. The findings add two additional barriers to implementation, namely leadership and power. It was also discovered that the participants acknowledged that these two barriers will impede or enhance the success of Air New Zealand. This was backed by the level of commitment and loyalty shown by the participants, which brought Air New Zealand one step closer to unravelling the mysteries of the implementation process.

Corporate Social Responsibility (CSR) is not a new issue however it has recently started to get more attention. Mostly research has been conducted within the larger companies in many different aspects such as benefits with CSR, its financial impact and the implementation process. Since this is a matter that becomes more and more important in the society of today we wanted to focus our study on small and medium sized enterprises to see how they can take part in the CSR implementation too. Firstly we wanted to examine the small and medium sized companies (SMEs) within the Jönköping region however due to the special conditions of the companies in this region we decided to conduct a case study instead. The case study is conducted with the managing director of Ekenäs Mekaniska AB, the primary information were collected through two face to face interviews. The material was then compiled and analysed. We provide some practical solution to the problems existing within Ekenäs Mekaniska AB and suggest a model for Ekenäs Mekaniska AB as well as for other companies. The purpose of conducting this case study is to make it easier for Ekenäs Mekaniska to implement more CSR in the future as well as it is to serve as an example for other small sized firms that it is possible to still conduct CSR even though you are limited in resources. We also aim at providing a step by step guide on how to implement CSR efficiently that can be used for both small, medium sized companies and large companies however each step needs to be undertaken with the size of the company in mind. The final conclusion of this case study is that the most important stakeholder of Ekenäs Mekaniska AB when implementing CSR is the employees. A clear goal, vision and mission from the top managers are crucial for Ekenäs Mekaniska AB to implement CSR efficiently. The communication with the important internal and external stakeholders and the feedback collected from them are also very important to ensure that everyone in the organization is doing the right things. The employees need to be guided through a systematic guide book to ensure that the current or potential CSR activities satisfy their needs. The strategy of Ekenäs Mekaniska AB should well combine with their CSR agenda by us-ing the model introduced in the thesis. Due to limited financial resource, it is hard for small and medium sized enterprises (SMEs) to implement the whole CSR activities within the organization, therefore, the local government should provide appropriate fund or tax reduction programs to help SMEs implement CSR efficiently.

<p>Corporate Social Responsibility (CSR) is not a new issue however it has recently started to get more attention. Mostly research has been conducted within the larger companies in many different aspects such as benefits with CSR, its financial impact and the implementation process. Since this is a matter that becomes more and more important in the society of today we wanted to focus our study on small and medium sized enterprises to see how they can take part in the CSR implementation too. Firstly we wanted to examine the small and medium sized companies (SMEs) within the Jönköping region however due to the special conditions of the companies in this region we decided to conduct a case study instead. The case study is conducted with the managing director of Ekenäs Mekaniska AB, the primary information were collected through two face to face interviews. The material was then compiled and analysed. We provide some practical solution to the problems existing within Ekenäs Mekaniska AB and suggest a model for Ekenäs Mekaniska AB as well as for other companies. The purpose of conducting this case study is to make it easier for Ekenäs Mekaniska to implement more CSR in the future as well as it is to serve as an example for other small sized firms that it is possible to still conduct CSR even though you are limited in resources. We also aim at providing a step by step guide on how to implement CSR efficiently that can be used for both small, medium sized companies and large companies however each step needs to be undertaken with the size of the company in mind. The final conclusion of this case study is that the most important stakeholder of Ekenäs Mekaniska AB when implementing CSR is the employees. A clear goal, vision and mission from the top managers are crucial for Ekenäs Mekaniska AB to implement CSR efficiently. The communication with the important internal and external stakeholders and the feedback collected from them are also very important to ensure that everyone in the organization is doing the right things. The employees need to be guided through a systematic guide book to ensure that the current or potential CSR activities satisfy their needs. The strategy of Ekenäs Mekaniska AB should well combine with their CSR agenda by us-ing the model introduced in the thesis. Due to limited financial resource, it is hard for small and medium sized enterprises (SMEs) to implement the whole CSR activities within the organization, therefore, the local government should provide appropriate fund or tax reduction programs to help SMEs implement CSR efficiently.</p>

The ability to implement strategies successfully is important to any organisation. Despite the importance of the implementation process within strategic management, this is an area of study often overshadowed by a focus on the strategy formulation process. This thesis concentrates on the strategy implementation process, investigating barriers to strategy implementation. A research framework called the Organisational Minefield was developed to represent the importance of the implementation process to organisations. In contrary to most studies available in strategic management, this research included participants from all levels of the organisation.To identify barriers to strategy implementation, a case study of Air New Zealand was conducted. This involved focussed interviews with 28 participants from the Network and Revenue Management Department of Air New Zealand. Other sources of data such as research articles and secondary company data sources were also used.The findings revealed that: participants from different levels of the organisation have unique perceptions of the implementation process; implementation variables could become roadblocks that undermine the implementation process; these barriers can be overcome if managers are perceptive to the organisation's current situation; and the Organisational Minefield framework presented verified the significance of the role of barriers in the implementation process. The findings add two additional barriers to implementation, namely leadership and power. It was also discovered that the participants acknowledged that these two barriers will impede or enhance the success of Air New Zealand. This was backed by the level of commitment and loyalty shown by the participants, which brought Air New Zealand one step closer to unravelling the mysteries of the implementation process.

Boas estratégias não garantem o sucesso do negócio, a menos que sejam implementadas com sucesso (Ho et al., 2014). Entretanto, a literatura contemporânea de administração sugere que há uma lacuna entre a formulação e a execução das estratégias. Após dedicarem-se ao planejamento da estratégia, os executivos mantêm apenas razoável compreensão das ações necessárias para alcançá-la (Leonardi, 2015; Mintzberg, 1994), os fatores influentes mais relevantes, bem como os principais entraves encontrados pelas empresas e como superá-los (Li et al., 2008), resultando numa taxa de 50-90% de planos implementados de forma ineficiente (Cândido & Santos, 2015). A partir de um referencial teórico composto por questões referentes ao planejamento estratégico, à administração estratégica, à implementação estratégica, bem como relativas aos fatores influentes, entraves e facilitadores encontrados na fase de execução das estratégias planejadas, o objetivo principal dessa pesquisa é, então, mapear e identificar os principais entraves e facilitadores encontrados pelos administradores em cada fator influente na fase de implementação das estratégias de negócios planejadas, em empresas brasileiras. Para alcançar o objetivo proposto, delineou-se uma pesquisa quantitativa e descritiva (Cervo et al., 2007), junto a gestores de diversos níveis hierárquicos em grandes empresas privadas, sediadas na Brasil. Propõe-se para tanto, a utilização do método survey, através da aplicação de um questionário online. A análise de dados prevê a utilização de estatísticas descritivas e testes de hipótese. Os resultados apontam que os principais entraves relacionam-se à comunicação, à formulação e ao relacionamento entre unidades de negócios, sendo que as dificuldades referentes a sistemas administrativos parecem superadas. Constatou-se ainda facilitadores com baixa penetração nas empresas, como a existência de um sistema de alertas antecipados sobre mudanças no ambiente competitivo e um clima aberto e encorajador para a comunicação multidirecional, indicando uma via para desenvolvimento e melhoria do processo de implementação estratégica das organizações brasileiras / Good strategies do not guarantee business success, unless they are successfully implemented (Ho et al., 2014). However, contemporary administration literature suggests that there is a gap between the formulation and implementation of strategies. After devoting themselves to the planning part of strategy, executives maintain only reasonable understanding of the actions necessary to achieve it (Leonardi, 2015; Mintzberg, 1994), the most relevant influential factors, as well as the main obstacles encountered by companies and how to overcome them (Li et al., 2008), resulting in a 50-90% rate of plans implemented inefficiently (Cândido & Santos, 2015). From a theoretical framework consisting of matters relating to strategic planning, strategic management, the strategic implementation as well as on the influential factors, barriers and facilitators encountered in the implementation phase of the planned strategies, the main objective of this research is to map and identify key barriers and facilitators encountered by administrators at each influential factor in the implementation phase of planned business strategies in brazilian companies. To achieve the proposed goal, a quantitative and descriptive research (Cervo et al., 2007) was designed, with managers of different hierarchical levels in large private companies headquartered in Brazil. To collect the data, it is proposed the use of a survey, through the application of an online questionnaire. Data analysis includes the use of descriptive statistics and hypothesis testing. The results show that the main obstacles are related to communication, strategy formulation and the relationship between business units, and that the difficulties related to administrative systems seem to be overcome. It was found facilitators with low penetration in companies still, such as the existence of an early warning system for changes in the competitive environment and an open and supportive climate for multidirectional communication, indicating a path to development and improvement of the strategic implementation process in brazilian organizations

Thesis (MPA.) -- University of Limpopo, 2013 / The purpose of this study was to investigate the challenges in the planning and implementation of government strategy by government departments: A case study of the Limpopo Department of Economic Development, Environment and Tourism. The need for this study was considered relevant and necessary as government departments face challenges in the planning and implementation of government strategy. Limpopo Department of Economic Development, Environment and Tourism, as a case study, face challenges in fulfilling some of its mandate. In terms of its strategic plan, the department seeks to address issues relating to economic growth, the promotion and development of tourism, and using environmental management to guide and monitor sustainable development in the province. These challenges have negative implications in the delivery of services to the communities. The ability of the Department to effectively implement the excellent environmental and economic legislation, at the same time the management of growth of tourism in the country remains a challenge. Although the strategic plans are elaborated, they have not been translated into concrete and concerted actions to meet the needs of the citizenry. In this study, the researcher investigated the following: demographic profile of respondents, challenges in the planning process, challenges in the implementation process, the impact of planning and implementation of the strategy on service delivery and lastly the disconnection between planning and implementation of the strategy. Data was analysed into themes and revealed communication, training, interpretation of relevant prescripts, limited resources/proper allocation of resources and effective participation of relevant stakeholders as, amongst others challenges to the process. The study concluded by providing recommendations to management of the Limpopo Department of Economic Development, Environment and Tourism on how to enhance planning and implementation of government of strategy. Some of the recommendations proposed are improved communications with stakeholders, proper allocation of resources, empowerment of employees, effective time management, discipline and responsibility and encouragement of a culture of change.

Boas estratégias não garantem o sucesso do negócio, a menos que sejam implementadas com sucesso (Ho et al., 2014). Entretanto, a literatura contemporânea de administração sugere que há uma lacuna entre a formulação e a execução das estratégias. Após dedicarem-se ao planejamento da estratégia, os executivos mantêm apenas razoável compreensão das ações necessárias para alcançá-la (Leonardi, 2015; Mintzberg, 1994), os fatores influentes mais relevantes, bem como os principais entraves encontrados pelas empresas e como superá-los (Li et al., 2008), resultando numa taxa de 50-90% de planos implementados de forma ineficiente (Cândido & Santos, 2015). A partir de um referencial teórico composto por questões referentes ao planejamento estratégico, à administração estratégica, à implementação estratégica, bem como relativas aos fatores influentes, entraves e facilitadores encontrados na fase de execução das estratégias planejadas, o objetivo principal dessa pesquisa é, então, mapear e identificar os principais entraves e facilitadores encontrados pelos administradores em cada fator influente na fase de implementação das estratégias de negócios planejadas, em empresas brasileiras. Para alcançar o objetivo proposto, delineou-se uma pesquisa quantitativa e descritiva (Cervo et al., 2007), junto a gestores de diversos níveis hierárquicos em grandes empresas privadas, sediadas na Brasil. Propõe-se para tanto, a utilização do método survey, através da aplicação de um questionário online. A análise de dados prevê a utilização de estatísticas descritivas e testes de hipótese. Os resultados apontam que os principais entraves relacionam-se à comunicação, à formulação e ao relacionamento entre unidades de negócios, sendo que as dificuldades referentes a sistemas administrativos parecem superadas. Constatou-se ainda facilitadores com baixa penetração nas empresas, como a existência de um sistema de alertas antecipados sobre mudanças no ambiente competitivo e um clima aberto e encorajador para a comunicação multidirecional, indicando uma via para desenvolvimento e melhoria do processo de implementação estratégica das organizações brasileiras / Good strategies do not guarantee business success, unless they are successfully implemented (Ho et al., 2014). However, contemporary administration literature suggests that there is a gap between the formulation and implementation of strategies. After devoting themselves to the planning part of strategy, executives maintain only reasonable understanding of the actions necessary to achieve it (Leonardi, 2015; Mintzberg, 1994), the most relevant influential factors, as well as the main obstacles encountered by companies and how to overcome them (Li et al., 2008), resulting in a 50-90% rate of plans implemented inefficiently (Cândido & Santos, 2015). From a theoretical framework consisting of matters relating to strategic planning, strategic management, the strategic implementation as well as on the influential factors, barriers and facilitators encountered in the implementation phase of the planned strategies, the main objective of this research is to map and identify key barriers and facilitators encountered by administrators at each influential factor in the implementation phase of planned business strategies in brazilian companies. To achieve the proposed goal, a quantitative and descriptive research (Cervo et al., 2007) was designed, with managers of different hierarchical levels in large private companies headquartered in Brazil. To collect the data, it is proposed the use of a survey, through the application of an online questionnaire. Data analysis includes the use of descriptive statistics and hypothesis testing. The results show that the main obstacles are related to communication, strategy formulation and the relationship between business units, and that the difficulties related to administrative systems seem to be overcome. It was found facilitators with low penetration in companies still, such as the existence of an early warning system for changes in the competitive environment and an open and supportive climate for multidirectional communication, indicating a path to development and improvement of the strategic implementation process in brazilian organizations

Syfte: Syftet med denna studie är att beskriva samt analysera styrningen av strategisk implementering på Varbergs Stadshotell &amp; Asia Spa. Syftet är dessutom att förklara och förstå styrning utifrån begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. Teoretisk referensram: Studiens huvudområde är styrning av strategisk implementering. För att beskriva styrning har vi brutit ner styrning till begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. I referensramen får läsaren en förståelse för uppsatsens huvudområde utifrån redan existerande teorier. Metod: Denna studie tillämpar ett hermeneutiskt synsätt och en induktiv ansats där empiri går mot teori. Resultatet av denna studie togs fram genom en kvalitativ metod med hjälp av personliga intervjuer på Varbergs Stadshotell &amp; Asia Spa. Empiri: Empirin sammanställdes genom fem personliga intervjuer med aktörer från Varbergs Stadshotell &amp; Asia Spa. Intervjuer genomfördes med stöd från framtagna intervjuguider. För att säkerställa trovärdigheten har samtliga intervjuer godkänts av respektive respondent före publicering i denna studie. Slutsats: Vår uppfattning är att den strategiska implementeringen på Varbergs Stadshotell &amp; Asia Spa styrs främst av ägarna och hotelldirektören. Vi har i slutsatsen även kommit fram till att personalen på Varbergs Stadshotell &amp; Asia Spa involveras i beslutsprocessen, genom att få komma med åsikter och idéer. Vår uppfattning är även att de strategiska beslut som rör företagets och avdelningarnas mål samt visioner fattas av ägarna och hotelldirektören. / Objective: The objective of this study is to describe and analyze the management of strategic implementation at Varbergs Stadshotell &amp; Asia Spa. Further, the purpose is to explain and understand management based on the concepts of strategy, strategic leadership, decision-making and strategic implementation. Theoretical framework: This study focuses on the management of strategic implementation. To describe management, we have broken down the term management into the concepts of strategy, strategic leadership, decision-making and strategic implementation. The theoretical framework gives the reader an understanding of the main subject of this thesis based on existing theories. Methods: This study applies a hermeneutic perspective and an inductive approach in which the empirical evidence is analyzed against the theoretical framework. The result of this study was developed through a qualitative research method and interviews were conducted with employees from Varbergs Stadshotel &amp; Asia Spa. Empirical evidence: The empirical data used I this study was compiled through five interviews with employees from Varbergs Stadshotell &amp; Asia Spa. The interviews were conducted using interview guidelines developed by the authors of this study. To ensure credibility, all the interviews were approved and proof read by the respective respondent prior to publication of this study. Conclusion: In our opinion the strategic implementation of Varberg Stadshotell &amp; Asia Spa is primarily controlled by the owners and the hotel manager. We have also reached the conclusion that the staff at Varberg Resort &amp; Spa is involved in the decision making process, by being allowed to express their opinions and ideas. Further, our research shows that the owners and the hotel manager make the strategic decisions relating to the hotel ́s and departmental goals and visions.

This thesis aims at investigating the importance of effective implementation of health safety and hygiene legislations and practices in Health Care delivery systems. A new System Based Approach for Strategic Implementation of Occupational Health & Safety Practices is proposed in this thesis. The underlying principle of the approach is based on involvement and inputs from staff and management rather than by pre-specified requirements and objectives. Furthermore, the development process is a closed loop process that provides a mechanism for continuously evaluating system performance and monitoring activities that have considerable impact on health and safety practices. A case study was conducted in the medical laboratories of five major hospitals in the Emirate of Abu Dhabi. Data were collected through questionnaires, staff interviews, and reviewing laboratory safety reports compiled over a three years period. The main conclusions from this study are: 1. The proposed approach has proven to be useful in analyzing existing health and safety systems. The methodology and tools proved to be instrumental in defining inefficiencies and determining the status of the Health & Safety policies & practices in the selected medical laboratories. 2. Effective implementation of the proposed approach has shown improvements in productivity, operational cost, service quality, staff and management satisfaction. 3. The case study has demonstrated that a developing country such the UAE, with no previously existing Health & Safety legislation and little risk prevention culture, can rapidly and effectively introduce effective industry specific H&S by adopting an integrated systems based approach. 4. UAE has highly advanced and economically developing base, there is a general willingness at senior level within the UAE to achieve high levels of competence and standards in all industrial sectors. 5. CAP is a system based management tool which has been implemented globally, but only limited in the gulf region; CAP has been implemented by the author and colleges within Zayed Military Hospital between 2003-2007.