Ce travail de thèse vise à étudier les mécanismes de contrôle cognitif mobilisés durant les modulations séquentielles de l’exécution stratégique. Nous avons également étudié l’évolution au cours du vieillissement de ces mécanismes. Les données recueillies montrent que, contrairement aux postulats des modèles des stratégies, l’exécution stratégique sur un problème est modulée par la stratégie utilisée sur le problème précédent. De plus, les données de la neuro-imagerie (i.e., électroencéphalographie et magnétoencéphalographie) ont montré l’activation des régions cingulaires antérieures et frontales inférieures, précédemment observées dans les tâches de conflit. Chez les participants âgés, on observe globalement un déclin de la capacité à moduler d’un essai à l’autre l’exécution stratégique. Toutefois, nous avons étudié un sous-groupe d’adultes âgés présentant un maintien des modulations séquentielles. Au niveau neurophysiologique, ces participants présentaient un décours temporel plus précoce et l’activation d’un réseau neuronal plus étendu. Ces modifications ont été interprétées comme reflétant l’activation de processus compensatoires afin de maintenir des performances similaires à celles des adultes jeunes. Les résultats nous permettent de préciser l’implication des mécanismes de contrôle cognitif dans les performances stratégiques, et de comprendre la contribution de ces mécanismes dans les variations stratégiques observées avec l’âge. / Recent studies suggest that cognitive control mechanisms, allowing regulations of behavior to support goal-directed behaviors, are involved during strategy execution, together with aging effects therein. However, the processes involved and how they change with age need further investigations. The present work aims to study cognitive control processes involved in sequential modulations of strategy execution. It also examines how these mechanisms evolve during aging. Altogether, these findings reveal that, in contrast with theoretical models of strategies that assume strategy independence, strategy execution on a given trial is modulated as a function of strategy execution on previous trial. Moreover, neuroimaging data (i.e., electroencephalography and magnetoencephalography) showed a specific neural network activated during such sequential modulations, involving anterior cingulate and inferior frontal regions. These regions are known to be activated in conflict tasks. In older adults, a decline in sequential modulations of strategy execution was observed. However, some older adults showed preserved behavioral performance, associated with changes in time course and brain regions engaged. Such changes were interpreted as reflecting compensatory mechanisms involved to maintain behavioral performance similar to young adults. All in all, results specify the implication of cognitive control mechanisms in strategic processing, and in strategic variations during aging.

Dans cette thèse, nous soutenons l'idée que les ressources cognitives disponibles pour l'exécution d'une stratégie dépendent non seulement de la personne et des exigences de la stratégie que nous allons exécuter, mais aussi des demandes propres à la stratégie qu'on vient d'exécuter. L'exécution d'une stratégie devrait alors être moins efficace lorsqu'elle suit une stratégie difficile (i.e., effets de difficulté séquentielle). Nous avons testé l'existence d'effets de difficulté séquentielle dans quatres expériences portant sur l'estimation calculatoire (i.e., estimer la solution de problèmes arithmétiques en arrondissant les opérandes). Nous avons observé une moindre efficacité d'exécution de la stratégie mixte sur des additions à deux chiffres (i.e., arrondir une opérande vers le bas et une opérande vers le haut) après avoir exécuté la stratégie d'arrondi supérieur, laquelle est la stratégie la plus difficile pour cette tâche. En outre, cet effet était davantage présent chez des personnes ayant une moindre capacité de mémoire de travail ainsi que chez des patients souffrant de la maladie d'Alzheimer. Ces résultats confirment l'existence d'effets de difficulté séquentielle stratégique. En outre, ils suggèrent que la capacité de mémoire de travail est impliquée.

Abstract Bachelor Thesis 15hp, Business Program, School of Business and Economics at Linnaeus University, Controller, 2FE20E, VT 2018 Title: Implementing a Strategic Change - A Case Study on Visma Spcs Authors: Philip Bergsteinsson, Christoffer Walfridson, Filip Öggesjö Examiner: Elin Funck Tutor: Anders Jerreling Background and problem: Strategy work is a process consisting of two parts, formulation and execution. Companies that execute a strategy change are facing major challenges. Business strategy studies have shown that companies do not achieve their full potential and that there are a number of difficulties in strategy execution. Purpose: The purpose of the essay is to test the model of strategy execution that Kaplan and Norton have created and how it’s followed in an active strategy change. The essay will provide insight into the pitfalls and obstacles of the strategy implementation. Method: The study that has been conducted is a case study of a qualitative nature. The empirical material has been collected by means of semi-structured interviews. Conclusion: Visma Spcs is in the middle of the Vision 2020 process, a strategy change started in 2016. During these years, they have been working hard to formulate, implement, communicate, and get employees to understand Vision 2020 in order for the entire organization to work towards the common goals. The study highlights a number of problems Visma Spcs has with the strategy change, some are part of communication and knowledge about the strategy others are how to work with the process. Kaplan and Norton have created a process in six steps for strategy implementation, a process that, according to the purpose of the paper, is tested in this study. There have been identified some similarities with Visma Spcs strategy implementation and the theory, but also a number of deviations. The main points of the paper's conclusion are that Visma Spcs needs to work more with communication and feedback around Vision 2020. / Sammanfattning Kandidatuppsats 15 HP, Civilekonomprogrammet, Ekonomihögskolan vid Linnéuniversitetet, Controller, 2FE24E, VT 2018 Titel: Att genomföra en strategiförändring - En fallstudie på Visma Spcs Författare: Philip Bergsteinsson, Christoffer Walfridson, Filip Öggesjö Examinator: Elin Funck Handledare: Anders Jerreling Bakgrund och problem: Strategiarbete är en process som består av två delar, formulering och genomförande. Företag som genomför en strategiförändring står inför stora utmaningar. Studier inom företagsstrategi har visat att företag inte uppnår sin fulla potential och att det finns en rad hinder och svårigheter vid strategigenomförande. Syfte: Uppsatsens syfte är att testa den modell för strategigenomförande som Kaplan och Norton har skapat samt hur den efterföljs i en aktiv strategiförändring. Uppsatsen ska vidare bidra med insikt i strategigenomförandets fallgropar och hinder. Metod: Studien som genomförts är en fallstudie av kvalitativ karaktär. Det empiriska materialet har samlats in med hjälp av semistrukturerade intervjuer. Slutsats: Visma Spcs är mitt uppe i processen Vision 2020, en strategiförändring som tog fart 2016. De har under dessa åren arbetat flitigt med att formulera, implementera, kommunicera och få medarbetare att förstå Vision 2020 för att hela organisationen ska arbeta mot de gemensamma målen. Studien visar och belyser ett antal problem Visma Spcs har med strategiförändringen, några är en del av kommunikation och kännedom kring strategin andra är hur man arbetat med processen. Kaplan och Norton har skapat en process i sex steg för strategigenomförande, en process som enligt uppsatsens syfte testas i den här studien. Det har identifierats en del likheter med Visma Spcs strategigenomförande och teorin men även en hel del avvikelser. De viktigaste punkterna i uppsatsens slutsats är att Visma Spcs behöver arbeta mer med kommunikation och återkoppling kring Vision 2020.

[pt] Embora haja diversos estudos sobre como formular estratégias e vários modelos e tipologias de posicionamento estratégico já tenham sido sugeridos, ainda há pouca pesquisa acadêmica sobre como executar estratégias e como conceituar este fenômeno. Além disso, a literatura relativamente escassa sobre execução da estratégia foi produzida, em sua maior parte, em linguagem de consultoria e dirigida a gestores. No presente estudo, foi desenvolvido um modelo conceitual e operacional do construto execução da estratégia, que foi testado empiricamente em uma amostra de 276 empresas da indústria de laboratórios de análises clínicas. O modelo conceitual apresentado neste estudo (que partiu de um modelo desenvolvido em estudo anterior com a ajuda de executivos de topo e acadêmicos) foi refinado por meio de discussões em profundidade com acadêmicos especializados em estratégia e estudos organizacionais. O modelo é composto por causas (i.e., ações que precisam ser implementadas a fim de executar a estratégia) e consequências (ou seja, resultados que se espera obter com tais ações). A avaliação empírica do modelo de mensuração indica que várias dimensões da execução da estratégia estão fortemente relacionadas e que uma estrutura mais complexa de segunda ordem parece representar melhor o fenômeno. / [en] While there is abundant research on how to formulate strategies and several models and typologies of strategic positioning have been advanced, there is still scant academic research on how to execute strategies and how to conceive of this phenomenon. In addition, the relatively scarce literature on strategy execution has been produced in consultancy-like style and directed to a practitioner audience. In this paper, we develop a conceptual and operational model of the strategy execution construct and test it in a sample of 276 firms of the clinical laboratories industry. The conceptual model presented in this study (which builds from a model developed in a previous study with the help of top-level executives and academics) was refined by in-depth discussions with academics specialized in strategy and organizational studies. The model comprises causes (i.e., actions that need to be implemented in order to execute the strategy) and consequences (i.e., results that are expected to derive from such actions). The empirical assessment of the measurement model indicates that several dimensions of strategy execution are intertwined and that a more complex second-order structure may better represent the phenomenon.

O objetivo primordial desta tese foi identificar os fatores determinantes para a tradução da estratégia em ações e resultados uma nova competência organizacional denominada de disciplina da execução da estratégia. Para o alcance desse objetivo, realizou-se uma extensa revisão da literatura pertinente às áreas de conhecimento vinculadas ao tema da tese, bem como uma pesquisa de campo junto a empresas envolvidas em processos de modelagem e ação estratégica, com estratégias de pesquisa de caráter quantitativo. Os principais resultados encontrados mostram um conjunto de 23 construtos, agrupados em cinco fatores-chave para o processo de execução da estratégia, que têm impacto significativo na melhoria de resultados em duas categorias: financeira e processos. Como resultado combinado da pesquisa teórica e empírica propõe-se um modelo, denominado de modelo da cadeia de valor da disciplina da execução da estratégia, para orientar e guiar as organizações em seus esforços e iniciativas em busca do sucesso na execução de suas estratégias. / The main objective of this thesis was the identification of the determinant factors to translate the strategy into actions and results a new organizational competence called the discipline of strategy execution. To reach this proposed objective, the methodological selected approach encompass a theoretically based study, through a broad literature search and review concerning the knowledge areas related to the key issues linked to the project research, as well as a field research carried out in companies involved with strategic modeling and action. The main results show a range of 23 constructs, clustered into five key factors in the strategy implementation process, which have significant impact on both the categories of results: financial and processes. As a result of these approaches, the Strategy Execution Value-Chain Model was proposed in order to provide a guide to support companies efforts and initiatives in their successful journey to strategy execution.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2017-08-07T13:11:45Z No. of bitstreams: 1 Jerri Sidnei Voos_.pdf: 729220 bytes, checksum: a0582daae85e405e396bcb9978cf4a24 (MD5) / Made available in DSpace on 2017-08-07T13:11:45Z (GMT). No. of bitstreams: 1 Jerri Sidnei Voos_.pdf: 729220 bytes, checksum: a0582daae85e405e396bcb9978cf4a24 (MD5) Previous issue date: 2017-05-30 / Nenhuma / A execução da estratégia ainda contempla um dos principais desafios existentes nas organizações - em especial, para redes varejistas - em razão dos pontos de vendas serem distantes da matriz e também pelas constantes mudanças que atingem a forma como o cliente consome. Esta realidade do setor gera necessidade de grande alinhamento organizacional, uma vez que a execução ocorre distante do centro administrativo, o que dificulta a presente identificação de gap´s que possam vir a ocorrer. A complexidade na execução da estratégia se deve principalmente ao fato de não ser possível promover uma estratégia corporativa por meio de uma pessoa ou de um departamento, ou seja, uma execução de sucesso consiste em um grande alinhamento organizacional. Nessa perspectiva, o presente trabalho teve como objetivo propor um artefato: por artefato entende-se a organização de recursos internos para alcançar objetivos externos. Nesta proposta, o artefato é composto por alavancas estruturais e processos, que visam contribuir para elevar as chances de sucesso na execução da estratégia em redes varejistas. Para tanto, partiu-se da seguinte problemática: quais aspectos estruturais e processos podem contribuir para elevar as chances de sucesso na execução da estratégia? Foi objeto da pesquisa uma empresa varejista. Neste ambiente, entrevistas foram aplicadas ao diretor, aos supervisores, ao gerente de logística e aos gerentes comerciais. Como resultado desta etapa, conheceu-se a estrutura e os processos atuais da empresa relacionados à execução da estratégia, identificando-se os gap’s entre as recomendações da literatura e a realidade diagnosticada. De posse dessas informações, elaborou-se um artefato customizado - um ciclo sistêmico - voltado para a execução da estratégia, considerando-se as recomendações da literatura e a realidade da empresa, visando assim à superação dos gap’s detectados no ambiente empresarial. / The execution of the strategy still contemplates one of the main challenges in organizations - especially retailers - because the sales points are distant from the matrix and also by the constant changes that affect the way the customer consumes. This reality of the sector generates the need for a great organizational alignment, once the execution occurs far from the administrative center, which makes difficult the present identification of gap's that may occur. The complexity in executing the strategy is mainly due to the fact that it is not possible to promote a corporate strategy through a person or department, that is, a successful execution consists of a great organizational alignment. In this perspective, the present work had as objective to propose an artifact: by artifact is understood the organization of internal resources to reach external objectives. In this proposal, the artifact is composed of structural levers and processes, which aim to contribute to increase the chances of success in executing the strategy. To do so, we started with the following problem: what structural aspects and processes can contribute to increase the chances of success in the execution of the strategy? The research was a retailer company. In this environment, interviews were applied to the director, supervisors, logistics manager and commercial managers. As a result of this stage, the company's current structure and processes related to the execution of the strategy were identified, identifying the gap between the recommendations of the literature and the diagnosed reality. With this information, a customized artifact - a systemic cycle - was developed to execute the strategy, considering the recommendations of the literature and the reality of the company, aiming at overcoming the gap detected in the business environment.

O objetivo primordial desta tese foi identificar os fatores determinantes para a tradução da estratégia em ações e resultados uma nova competência organizacional denominada de disciplina da execução da estratégia. Para o alcance desse objetivo, realizou-se uma extensa revisão da literatura pertinente às áreas de conhecimento vinculadas ao tema da tese, bem como uma pesquisa de campo junto a empresas envolvidas em processos de modelagem e ação estratégica, com estratégias de pesquisa de caráter quantitativo. Os principais resultados encontrados mostram um conjunto de 23 construtos, agrupados em cinco fatores-chave para o processo de execução da estratégia, que têm impacto significativo na melhoria de resultados em duas categorias: financeira e processos. Como resultado combinado da pesquisa teórica e empírica propõe-se um modelo, denominado de modelo da cadeia de valor da disciplina da execução da estratégia, para orientar e guiar as organizações em seus esforços e iniciativas em busca do sucesso na execução de suas estratégias. / The main objective of this thesis was the identification of the determinant factors to translate the strategy into actions and results a new organizational competence called the discipline of strategy execution. To reach this proposed objective, the methodological selected approach encompass a theoretically based study, through a broad literature search and review concerning the knowledge areas related to the key issues linked to the project research, as well as a field research carried out in companies involved with strategic modeling and action. The main results show a range of 23 constructs, clustered into five key factors in the strategy implementation process, which have significant impact on both the categories of results: financial and processes. As a result of these approaches, the Strategy Execution Value-Chain Model was proposed in order to provide a guide to support companies efforts and initiatives in their successful journey to strategy execution.

Att planera och genomföra strategier för att uppnå mål, genomföra aktiviteter, vinna konkurrensfördelar och tillfredsställa kunder är avgörande för en organisations framgång. Inom kvalitetsledning är strategier nyckeln till att skapa effektivare arbetssätt  och en bättre upplevelse för kunden. Trots det finns det de som menar att så många som 70% av alla organisationer misslyckas med att implementera sina strategier framgångsrikt. Syftet med den här studien har varit att öka förståelsen för hur medarbetares och chefers subjektiva upplevelser kring en strategiimplementering kan relateras till kända nyckelfaktorer som påverkar strategiimplementeringens framgång. Studien har en kvalitativ ansats där upplevelserna undersökts genom intervjuer. Resultatet visar att känsla av delaktighet är en avgörande faktor både för medarbetare och chefer, något som främjas med hjälp av kommunikation och ledarskap. Delaktighet är också relaterad till upplevelser av konsensus och förankring. Resultaten tyder på att nyckelfaktorerna förändringsledning, kommunikation och ledarskap behöver samverka för att på så sätt  ge förutsättningar för andra nyckelfaktorer som delaktighet, konsensus och förankring samt ansvar kopplat till prestation. / To plan and execute strategies to achieve goals, carry out activities, be competitive and to satisfy customers is crucial for the success of an organization. In Quality management, strategies are the key for obtaining more efficient ways to work and a better customer experience. Despite that, many claim that as many as 70% of organizations fail to execute their strategies successfully. This study is intended to increase the understanding of how the subjective experiences of employees and managers are related to key factors known to affect the success of the strategy implementation. The study has a qualitative approach where the experiences have been collected by interviews. The result shows that a sense of participation is a decisive factor for both employees and managers, something that is promoted with the help of communication and leadership. Participation is also related to experiences of consensus and anchoring. The results indicate that the key factors change management, communication and leadership need to work together in order to create the conditions for other identified key factors such as participation, consensus and anchoring as well as responsibility in relation to performance.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Successful strategy execution remains critical for any organisation. Yet many organisations seem to have difficulties in implementing their strategies, especially in the public sector. This study explores the role of middle managers in executing organisational strategies in the local government sector. The study adopted a qualitative research method and followed a case study strategy, using a local authority council (LAC) in Namibia. Using semi-structured individual interviews, I interviewed 10 middle managers, selected through applying purposive sampling and representing diverse characteristics of the target group. I introduced a theoretical framework consisting of four research focus areas to guide the study: the value-adding role of middle managers, the key enablers for middle managers to execute strategies successfully, the key processes they follow and the key tools they use to implement corporate strategies. I also conducted a critical literature review on the above focus areas. The findings suggest that middle managers interpret, communicate and translate organisational strategic goals into actions in their value-adding role as champions, synthesisers, facilitators and implementers. The results of the research study also indicates that communication and the availability of resources are key enabling factors, whereas systems, structures, policies and communication channels are key processes impacting on the middle managers' effective implementation of corporate strategies in this LAC. In the same vein, resources – information technology (IT) in particular, performance management systems and laws – were found to be the key tools. Some disconfirming evidence also emerged from the study, suggesting that some middle managers play a value-subtracting role, characterised by disruptive behaviour and being bogged down in routine duties. This research study is, at best, an explorative one, as it used a limited sample. Further research is necessary to gain more in-depth insights about the different roles of middle managers and their influence on strategy generation and implementation versus the role of top/senior managers. As the study employed a case study design, the generalisability of the findings is also limited to this LAC. Further, while I aimed to give a trustworthy account of the experiences of the research participants, many factors may have interfered with the processes of fair collection and interpretation of data, including personal emotional involvement with the topic, presuppositions formed from reading the literature, and various aspects of the interaction with the research participants. Further research is therefore needed to validate the assumed relationships that are expressed in the thematic map. This study is of value to the LAC in that, in the present context of this organisation, top management formulate the organisational strategic goals (vision, mission, strategic thrusts and objectives), with little involvement of middle managers. The study records the views of middle managers, indicating that there is a gap between the agenda setting and leadership of top managers and the observed roles of middle managers. Yet, effective strategy execution requires constant feedback, commenting on and questioning the strategy in order to facilitate understanding. Middle managers thus correctly argue that continuous dialogue and interaction with senior managers increases the alignment of their tactical initiatives with top management's conception of corporate strategy. / AFRIKAANSE OPSOMMING: Suksesvolle strategieuitvoering bly van deurslaggewende belang vir enige organisasie. Tog is dit oënskynlik vir menige instansie moeilik om hulle strategieë ten uitvoer te bring, veral in die openbare sektor. Hierdie studie ondersoek die rol van middelvlakbestuurders in die toepassing van organisatoriese strategieë in die plaaslike regeringsektor. Met behulp van ʼn kwalitatiewe navorsingsmetode en ʼn gevallestudieontwerp, is ʼn Namibiese plaaslike regeringsraad ('n sogenaamde LAC) onder die loep geneem. Semi-gestruktureerde afsonderlike onderhoude is met tien middelvlakbestuurders gevoer, welke tiental deur doelgerigte steekproefneming gekies is en die diverse kenmerke van die teikengroep verteenwoordig. Die studie word gerig deur ʼn teoretiese raamwerk met vier navorsingsfokusgebiede, naamlik die waardetoevoegingsrol van middelvlakbestuurders; die kerninstaatstellers vir middelvlakbestuurders om strategieë suksesvol in werking te stel; en die kernprosesse wat middelvlakbestuurders volg, sowel as die kerninstrumente wat hulle gebruik om korporatiewe strategieë uit te voer. ʼn Oorsig van kritieke literatuur is ook op elk van voormelde fokusgebiede onderneem. Die bevindinge dui daarop dat middelvlakbestuurders, in hulle waardetoevoegingsrol as kampvegters, sintetiseerders, fasiliteerders en toepassers, organisatoriese strategiese doelwitte vertolk, oordra en in dade omskakel. Die navorsing bevind ook dat kommunikasie en die beskikbaarheid van hulpbronne kerninstaatstellers is, terwyl stelsels, struktuur, beleid en kommunikasiekanale die kernprosesse is wat middelvlakbestuurders se doeltreffende inwerkingstelling van korporatiewe strategieë in die LAC onder beskouing beïnvloed. In dieselfde trant blyk hulpbronne – veral inligtingstegnologie, ʼn prestasiebestuurstelsel en wette – die kerninstrumente te wees. Die studie lewer egter ook teenstellende bewyse op dat sommige middelvlakbestuurders inderwaarheid ʼn waardeverminderingsrol speel, omdat hulle ontwrigtend optree en in roetinetake vasval. Hierdie navorsingstudie is hoogstens ondersoekend, met ʼn beperkte steekproef. Verdere navorsing is dus nodig om ʼn dieper insig in die verskillende rolle van middelvlakbestuurders en hulle invloed op die formulering en inwerkingstelling van strategie teenoor dié van top-/senior bestuurders te verkry. Aangesien die studie van ʼn gevallestudieontwerp gebruik maak, is die veralgemeenbaarheid van die bevindinge ook beperk tot die onderhawige LAC. Voorts, hoewel die studie 'n betroubare weergawe van die navorsingsdeelnemers se ervaringe probeer gee, kon verskeie faktore met die prosesse van billike datainsameling en datavertolking ingemeng het, wat persoonlike betrokkenheid by die onderwerp, vooronderstellings uit die literatuur, en vele aspekte met betrekking tot wisselwerking met navorsingsdeelnemers insluit. Die aangenome verhoudinge in die tematiese kaart moet dus deur middel van verdere navorsing bekragtig word. Die studie is van waarde vir die betrokke LAC, aangesien die topbestuur van die organisasie tans die organisatoriese strategiese doelwitte (visie, misie, strategiese fokuspunte en oogmerke) sonder veel oorleg met middelvlakbestuurders bepaal. Middelvlakbestuurders kon dus deur hierdie studie ook húlle menings lug, waaruit duidelik blyk dat daar ʼn gaping is tussen topbestuurders se agendabepaling en leierskap, en die waargenome rolle van middelvlakbestuurders. Doeltreffende strategieuitvoering verg egter deurlopende terugvoering oor, kommentaar op, en bevraagtekening van die strategie ten einde werklike begrip in die hand te werk. Middelvlakbestuurders het dus gelyk dat voortdurende gesprekvoering en wisselwerking met senior bestuurders nodig is om te verseker dat taktiese projekte op middelvlak in pas is met die topbestuur se gedagtes oor korporatiewe strategie.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2018-06-07T12:46:28Z No. of bitstreams: 1 Martin Ricardo Schulz_.pdf: 5930518 bytes, checksum: 0811295b18c43f39ee61b962bb5be293 (MD5) / Made available in DSpace on 2018-06-07T12:46:28Z (GMT). No. of bitstreams: 1 Martin Ricardo Schulz_.pdf: 5930518 bytes, checksum: 0811295b18c43f39ee61b962bb5be293 (MD5) Previous issue date: 2018-04-27 / Nenhuma / Essa investigação considera que mais difícil do que formular estratégias é colocar em prática os planos de ação. Essa é uma dificuldade de muitas empresas, mas de forma particular das empresas vinícolas familiares da Serra Gaúcha, que poderiam adotar um modelo teórico capaz de orientar as práticas de gestão estratégica e a consecução dos propósitos corporativos. O foco do estudo é a implementação estratégica, processo integrativo, porém ainda pouco estudado, que “pavimenta o terreno” do sistema de gestão, possibilitando respostas para a questão de pesquisa proposta: Como tornar eficaz a implementação estratégica em empresas vinícolas familiares? Para tanto, o objetivo geral dessa investigação é estruturar um framework de orientação para a implementação estratégica nas empresas familiares vinícolas, com objetivos específicos, quais sejam: identificar as dimensões teóricas relevantes para o estudo desse tema; avaliar essas práticas nas empresas vinícolas familiares da Serra Gaúcha; e elaborar um arcabouço teórico como sugestão para tornar eficaz o processo nessas empresas. A estratégia de pesquisa contempla como unidade de análise o processo de execução estratégica em três vinícolas da Serra Gaúcha, através das metodologias de entrevistas qualitativas e observação participante, em que compara as respostas de diferentes posições de liderança nessas empresas, a fim de identificar perspectivas e dimensões relevantes no processo de implementação estratégica. A coleta e a análise dos dados estão divididas em oito fases e os resultados tornam transparentes dois conjuntos de elementos: (1) sob a ótica dos dirigentes das três empresas existe um conjunto de barreiras, referenciadas como o processo decisório, a execução dos processos produtivos e o conhecimento dos processos de produção; e (2) a capacidade de transformação de conhecimento tácito em explícito e a decorrente cultura familiar dessas empresas determinam a qualidade de relações interpessoais e interfuncionais do processo de implementação estratégica. À luz dos aportes teóricos, compostos de artigos do estado da arte sobre o tema desse trabalho, é possível identificar quatro perspectivas de implementação estratégica, compostas por dezesseis dimensões a considerar. De posse desses elementos, o pesquisador agrupa os conjuntos de elementos culturais, estruturais e adaptativos do processo, e acrescenta dois grupos de interconectores: a formalização e a integração estratégicas. O framework proposto identifica e reordena de forma lógica as conexões existentes entre os construtos pesquisados e os fatores que determinam a dinâmica empresarial familiar no contexto da implementação estratégica. / This research finds out that more difficult than formulating strategies are put action plans into practice. This is a difficulty of many companies, but particularly for the family wineries of south of Brazil, which could adopt a theoretical model capable of guiding strategic management practices and achieving corporate purposes. The focus of the study is the strategy implementation, an integrative but still little studied process that "paves the way" for the management system, allowing answers to the proposed research question: How to make strategy implementation of family wine companies effective? Therefore, the overall objective of this research is to structure a policy framework for the strategy implementation in family wineries, with specific objectives, namely: identify relevant theoretical dimensions to the study of this subject; evaluate these practices in the family wineries of south of Brazil; and shape a model as a suggestion to make the process effective in these companies. The research strategy considers as analysis unit the process of strategic execution in three wineries of the Rio Grande do Sul state, through methodologies of qualitative interviews and participant observation, in which it compares the responses of different leadership positions within these companies, to identify relevant perspectives and dimensions in the strategy implementation process. Data collection and analysis are divided into eight phases and the results enlighten two sets of elements: (1) from the leaders viewpoint of the three companies there is a set of barriers, referred as the decision-making process, the implementation of production processes; and (2) the transformation of tacit to collective knowledge capacity and the resulting family culture of these companies, determine the quality of interpersonal relationships and cross-functional process of the strategy implementation. Considering the theoretical contributions, made up of state of the art articles about the subject of this work, it is possible to identify four perspectives of strategy implementation, composed by sixteen dimensions to consider. With these elements, the researcher arranges the cultural, structural, and adaptive sets of elements, to which adds two groups of interconnectors: strategic formalization and integration. The proposed framework identifies and reorders logically the connections between the researched constructs and the factors that determine the family business dynamics in the context of strategy implementation.