Originating in, and framed by, warfare, the term strategic management first appeared in the business literature in the 1950s (Carter et al., 2008). The term then started to gain more importance as organisations’ needs for implementing strategic changes increased significantly. Despite this importance, the concept is still considered to be under-developed, with complications arising from a wide variety of disciplines. In the early literature two major schools of thought could be identified: Porter’s economic deliberate content (Porter, 1979), and Mintzberg’s emergent process view (Mintzberg, 1979). The literature has shown that the majority of studies have mainly focused on large organisations, taking the traditional Porter’s content approach. However, relatively few cases have considered smaller organisations and/or explored cases from the contemporary process view, which is considered more realistic in today’s dynamic world, where extra flexibility and speed are paramount. This thesis builds on the work of Pettigrew (1987), who viewed strategy implementation (SI) as a process. His work is extensively analysed and some recommendations are made to strengthen his ‘Triangle Model’. These recommendations allow for the development of a primitive framework for SI. The framework provides a deeper understanding of contemporary SMEs and their surrounding contexts, and can be useful for future exploratory studies of undiscovered contexts and/or for organisations of differing sizes. The paucity of research on SI in SMEs in general, and particularly in the non-Western context (e.g. Middle East, and Gulf Cooperation Council), is the major motivation for this research adopting an interpretive, qualitative and exploratory approach. Using inductive semi-structured interviews, data have been collected on the SI process of SMEs in the Kingdom of Saudi Arabia (KSA). SMEs represent 96% of the country’s enterprises and contribute to almost one third of the national economic activity (Bokhari, 2013). Their development is a major concern of the Saudi government, which aims to reduce the dependency on the oil sector (Bokhari, 2013; Sfakianakis, 2014; McKinsey Global Institute, 2015). In addition, SMEs have the potential to contribute to reducing the accelerating unemployment rate among the ever increasing youth population (Bokhari, 2013).Theoretically, this thesis contributes to a deeper understanding of SI and its enablers/ barriers in the SME sector. Following the approach suggested by Stacey (1996a), Mintzberg et al. (1998), and Okumus (2001), this research provides a more holistic understanding of the SI process. It sheds light on the individual dynamics of strategy implementation, as well as the organisational and external environment perspectives. By exploring these factors over the longitudinal process of SI (including initiation, process, and outcome), this research contributes a SI framework based on Mintzberg’s (1979) and Pettigrew’s (1985a) emerging process view. In so doing, this research adds to the SI process literature at the individual level, as an epistemological tool, and does so in order to consider the dynamic nature of SMEs and the impact that non-controllable events have on their daily routines, on ontological ground (Hart, 1992). At the methodological level, evidence from multiple cases in different Saudi industries is provided, reflecting a developing country context, rather than the dominant Western views (Okumus, 2003; Van der Maas, 2008). From the empirical research, lessons are identified to inform owners of SMEs, policy makers and future research.

Business strategy in itself is a well-known concept in today’s academic literature and extensive research on strategy formulation can easily be found. Strategy implementation on the other hand has not been researched to the same extent. This seems to be contradictory when one takes into consideration that effective and efficient strategy implementation has been proven to have an incredibly large impact on the success of any firm, company or organisation. Furthermore, no strategy will be beneficial for a company if it cannot be implemented. Adding to the complexity of this situation, middle management has long been disregarded concerning the strategy process or even thought to be detrimental. However, in recent years there has been a shift and research has started to recognise the importance of middle managers. The thesis aims to provide a deeper understanding of how middle management actively operates when implementing strategy. By doing so the thesis may be of value for middle managers and companies working with strategy, by increasing awareness about middle management’s influence on the strategy implementation process.  This thesis is partially exploratory and partially descriptive with a qualitative and deductive nature. In order to answer the purpose, a research strategy of case studies was used where empirical data was collected from interviews held with six different middle managers.  An implementation process model that described the different phases of strategy execution and supporting activities surrounding implementation was created. The developed implementation framework had its foundation in previous research concerning strategy implementation from an organisational perspective. The data that was collected from the middle managers was then analysed and compared to the model. By modifying the implementation process model using the information received from the middle managers a verified implementation process model was created which takes into account the middle management perspective.   The most important findings suggest that middle managers are important for the implementation process. An implementation process model from a middle management perspective has been developed which presents the phases of execution and what impact middle managers have during the course of the implementation. The findings further suggest that middle management can increase the successfulness of a strategy if allowed influence from start to finish. / Strategier i sig självt är ett välkänt område i dagens akademiska litteratur och man kan enkelt hitta utförlig forskning om strategi formulering. Implementeringen av strategier är däremot inte ett lika populärt forskningsområde. Detta är något motsägelsefullt när man tar hänsyn till att en effektiv implementering av strategi har visat sig ha en väldigt stor påverkan på företags framgång. Dessutom kan ingen strategi vara fördelaktig för ett företag om strategin ej kan implementeras. För att öka komplexiteten av detta har mellanchefer länge blivit förbisedda eller till och med ansetts vara skadliga för strategi processen. Dock håller detta på att ändras och mellanchefer börjar mer och mer anses som viktiga. Denna uppsats försöker skapa en djupare förståelse för hur mellanchefer aktivt arbetar när implementering av strategier sker. Genom detta kan uppsatsen vara av värde för mellanchefer och företag som arbetar med strategier genom att bidra med en ökad medvetenhet om mellanchefers påverkan på implementeringsprocessen.  Uppsatsen var delvis explorativ och delvis deskriptiv med ett kvalitativ och deduktiv tillvägagångssätt. Fallstudier användes där data samlades in via intervjuer med sex olika mellanchefer.  En modell som beskriver implementeringsprocessens olika faser och stödjande faktor skapades. Modellen var baserad på tidigare forskning om implementering av strategier från ett företagsperspektiv. Data som samlades in från mellancheferna var sedan analyserad och jämnförd med modellen. Genom att anpassa modellen med informationen från mellancheferna en verifierad implementeringsprocess utifrån ett mellanchefsperspektiv skapades.  Det viktigaste resultatet antyder att mellanchefer är viktiga för implementering av strategier. Implementeringsmodellen ur ett mellanchefsperspektiv presenterar faser av utförandet av strategi och effekten mellanchefer har under implementeringsprocessen. Resultaten antyder även att mellanchefer kan öka strategiers sannolikhet för framgång om de har möjlighet att bidra från stat till slut.

This study discusses the case of modernising the Southern African Development Community (SADC) regional payments system facilitated by the SADC Payment System Project. The long-term objective is to have harmonised cross-border and inter-bank settlement systems to facilitate the economic activity such as supporting the flow of trade within the SADC region. The SADC Payment System Project purports to have adopted a strategic management process to achieve its mandate. The modernisation process is in line with the Regional Indicative Strategic Development Plan (RISDP). The aim of the RISDP is to provide strategic direction with respect to various SADC programmes and activities and to align the strategic objectives and priorities of SADC with the policies and strategies for achieving its long-term goals. The concept of payment, clearing and settlement system is explained to provide the context within which the national payment system fits in the economic system and its role towards economic development. The first objective of the study is to discuss the strategic management process. The objective of the discussion is to reflect how the strategic management theoretical constructs were translated into practice. The second objective of the study is to explore the environmental and country internal factors that are likely to impact on and delay the fully harmonised regional cross-border and inter-bank settlement systems. Although not exhaustive, the identified factors include; - The structural arrangements of country- specific teams that support the modernisation initiatives, - The availability of skills and capacity to harness the implemented systems within each member country in the SADC region. iii - The influence of foreign fund donors, as a result of a possible duplication of efforts, - The repair state of power supply and communication networks, - The supporting legal and regulatory regimes, - The forms of economic systems, - The influence and the extent of trade flows with the SADC region, and - The resilience banking networks in the facilitation of financial information flows within each member country and externally (internationally). The target population of central bank officials who also take an active role in the modernisation of SADC regional payments systems were requested to provide feedback on the prepared questionnaire to address the above factors. The responses provided are summarised in Chapter 5. It was clear from the responses that the identified factors appeared to pose little challenge for respective member countries. However, additional comments by respondents indicated that there is still a lot of groundwork to be covered. There was an evidence of the need for on-going training in payment systems and to improve communication networks and power supply within each member country, especially on the remote country areas/rural areas. Some members also hinted a warning on developing systems, which would have a potential to become white elephants if other sectors are not developed in parallel to the regional payment systems. / Graduate School of Business Leadership / M.B.L.

This study discusses the case of modernising the Southern African Development Community (SADC) regional payments system facilitated by the SADC Payment System Project. The long-term objective is to have harmonised cross-border and inter-bank settlement systems to facilitate the economic activity such as supporting the flow of trade within the SADC region. The SADC Payment System Project purports to have adopted a strategic management process to achieve its mandate. The modernisation process is in line with the Regional Indicative Strategic Development Plan (RISDP). The aim of the RISDP is to provide strategic direction with respect to various SADC programmes and activities and to align the strategic objectives and priorities of SADC with the policies and strategies for achieving its long-term goals. The concept of payment, clearing and settlement system is explained to provide the context within which the national payment system fits in the economic system and its role towards economic development. The first objective of the study is to discuss the strategic management process. The objective of the discussion is to reflect how the strategic management theoretical constructs were translated into practice. The second objective of the study is to explore the environmental and country internal factors that are likely to impact on and delay the fully harmonised regional cross-border and inter-bank settlement systems. Although not exhaustive, the identified factors include; - The structural arrangements of country- specific teams that support the modernisation initiatives, - The availability of skills and capacity to harness the implemented systems within each member country in the SADC region. iii - The influence of foreign fund donors, as a result of a possible duplication of efforts, - The repair state of power supply and communication networks, - The supporting legal and regulatory regimes, - The forms of economic systems, - The influence and the extent of trade flows with the SADC region, and - The resilience banking networks in the facilitation of financial information flows within each member country and externally (internationally). The target population of central bank officials who also take an active role in the modernisation of SADC regional payments systems were requested to provide feedback on the prepared questionnaire to address the above factors. The responses provided are summarised in Chapter 5. It was clear from the responses that the identified factors appeared to pose little challenge for respective member countries. However, additional comments by respondents indicated that there is still a lot of groundwork to be covered. There was an evidence of the need for on-going training in payment systems and to improve communication networks and power supply within each member country, especially on the remote country areas/rural areas. Some members also hinted a warning on developing systems, which would have a potential to become white elephants if other sectors are not developed in parallel to the regional payment systems. / Graduate School of Business Leadership / M.B.L.