Although the formulation of organisation strategies is reportedly easier, many organisations struggle when it comes to implementation of their strategies. Given that such strategies are in most cases informed by well researched market data and information, the strategy implementation challenges could then be linked to the role characteristics of strategic leaders, such as the Chief Executive Officer (CEO). The purpose of this research was to investigate the role of a CEO personality in strategic leadership in order to contribute to addressing the challenges of strategy implementation. The main methodology used was qualitative through unstructured interviews with 13 incumbent CEOs. A quantitative methodology was also employed to assess the personalities of the CEOs using standard personality test. The research found that strategic leadership practices are biased towards strategy implementation than the envisioning which typically supports the building of more resilient strategies. The research found that CEO Personality has a role in strategic leadership and this was suggested by the integrated analysis of the qualitative and quantitative data. Interviewed CEOs also provided lived experiences that support this suggestion. Organisations need to invest in envisioning and understanding the personalities in work places to build more resilient strategies. Further research is proposed to look at personality roles in different industries. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (MBA) --University of Limpopo, 2010 / This research report is based on integration of strategy formulation and implementation in the Greater Sekhukhune District Department of Basic Education, Limpopo Province. The purpose of this research is to investigate the key drivers in the formulation and implementation of strategies and how can they be integrated to achieve the formulated goals and objectives of Greater Sekhukhune District Department of Basic Education. This report deals only with qualitative research method. The major findings of the study are that there are key drivers of strategy formulation and key drivers of strategy implementation and their outcomes. The key drivers of strategy formulation are the vision and mission statements, long-term objectives, and generation and selection of grand strategies; whereas the key drivers of strategy implementation are leadership, organizational culture and organizational structure .The integration of these key drivers is essential for the implementation of strategies, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy formulation and strategy implementation in an integrated manner, the following should take place : (1) managers and staff members who are responsible for strategy implementation should also be involved in strategy formulation processes ; (2)organizational culture should be changed to create a conducive environment for the managers and the employees to be motivated to render quality services at service points ; (3) leadership and management to guide vision and mission of the district; (4) organizational structure to ‘fit’ implementation of strategies for efficiency and effectiveness of the integration of strategy formulation and implementation to achieve formulated goals and objectives.

Thesis (MBA) --University of Limpopo, 2010 / This research report is based on integration of strategy formulation and implementation in the Greater Sekhukhune District Department of Basic Education, Limpopo Province. The purpose of this research is to investigate the key drivers in the formulation and implementation of strategies and how can they be integrated to achieve the formulated goals and objectives of Greater Sekhukhune District Department of Basic Education. This report deals only with qualitative research method. The major findings of the study are that there are key drivers of strategy formulation and key drivers of strategy implementation and their outcomes. The key drivers of strategy formulation are the vision and mission statements, long-term objectives, and generation and selection of grand strategies; whereas the key drivers of strategy implementation are leadership, organizational culture and organizational structure .The integration of these key drivers is essential for the implementation of strategies, leading to improved service delivery to various stakeholders. The report concludes that in order to approach strategy formulation and strategy implementation in an integrated manner, the following should take place : (1) managers and staff members who are responsible for strategy implementation should also be involved in strategy formulation processes ; (2)organizational culture should be changed to create a conducive environment for the managers and the employees to be motivated to render quality services at service points ; (3) leadership and management to guide vision and mission of the district; (4) organizational structure to ‘fit’ implementation of strategies for efficiency and effectiveness of the integration of strategy formulation and implementation to achieve formulated goals and objectives.

Globally, nurses' contribution to informed health policy decisions is limited, as there are many barriers to Nurse led change to successfully influence the HIV and AIDS policy process. In South Africa nurses at all levels of health care are not involved or consulted during the formulation of the HIV and AIDS workplace policy. This has led to concern about the absence of nurses at the policy table. This study forms part of a larger international study programme entitled: “Strengthening Nurses’ Capacity in HIV and AIDS Policy Development in Sub–Saharan Africa and the Caribbean”. This programme of international research aims to empower nurses to become involved in the policy process (formulation, implementation and evaluation) in order to strengthen health systems in the areas of HIV and AIDS care. Nurses' absence at the policy table prompted the researcher to explore and describe barriers to Nurse led change to influence HIV and AIDS workplace policy. Phase 1 of the research consisted of a literature review to identify barriers to Nurse led change to influence the HIV and AIDS workplace policy. Management's opinion about the human resource management capacity and problems experienced working in an HIV and AIDS environment was obtained through a quantitative and qualitative empirical method of data collection and analysis. Frontline nurses' perspective was obtained through qualitative interviewing to identify problems experienced with policy in an HIV and AIDS workplace environment. A mixedmethod triangulation research design was used to achieve the objectives of phase 1 of the study, and strategies applied included exploratory, descriptive and contextual designs. The analysis of the data contributed to the identification and classification of problems experienced by nurses to influence HIV and AIDS workplace policy at macro, meso and microlevel, resulting in the formulation of fifty–nine (59) concluding problem statements. These concluding statements formed the basis for the strategy development for Nurse led change to influence HIV and AIDS workplace policy, which was the only objective of the second phase of the research. The strategy for Nurse led change to influence HIV and AIDS workplace policy was developed by using a strategic process to determine the vision, mission, values, principles, assumptions, strategic objectives and functional tactics based on the concluding problem statements. Finally, the research was evaluated, limitations were identified and recommendations were formulated for practice, education, research and policy. / Thesis (Ph.D. (Nursing))--North-West University, Potchefstroom Campus, 2011.

Globally, nurses' contribution to informed health policy decisions is limited, as there are many barriers to Nurse led change to successfully influence the HIV and AIDS policy process. In South Africa nurses at all levels of health care are not involved or consulted during the formulation of the HIV and AIDS workplace policy. This has led to concern about the absence of nurses at the policy table. This study forms part of a larger international study programme entitled: “Strengthening Nurses’ Capacity in HIV and AIDS Policy Development in Sub–Saharan Africa and the Caribbean”. This programme of international research aims to empower nurses to become involved in the policy process (formulation, implementation and evaluation) in order to strengthen health systems in the areas of HIV and AIDS care. Nurses' absence at the policy table prompted the researcher to explore and describe barriers to Nurse led change to influence HIV and AIDS workplace policy. Phase 1 of the research consisted of a literature review to identify barriers to Nurse led change to influence the HIV and AIDS workplace policy. Management's opinion about the human resource management capacity and problems experienced working in an HIV and AIDS environment was obtained through a quantitative and qualitative empirical method of data collection and analysis. Frontline nurses' perspective was obtained through qualitative interviewing to identify problems experienced with policy in an HIV and AIDS workplace environment. A mixedmethod triangulation research design was used to achieve the objectives of phase 1 of the study, and strategies applied included exploratory, descriptive and contextual designs. The analysis of the data contributed to the identification and classification of problems experienced by nurses to influence HIV and AIDS workplace policy at macro, meso and microlevel, resulting in the formulation of fifty–nine (59) concluding problem statements. These concluding statements formed the basis for the strategy development for Nurse led change to influence HIV and AIDS workplace policy, which was the only objective of the second phase of the research. The strategy for Nurse led change to influence HIV and AIDS workplace policy was developed by using a strategic process to determine the vision, mission, values, principles, assumptions, strategic objectives and functional tactics based on the concluding problem statements. Finally, the research was evaluated, limitations were identified and recommendations were formulated for practice, education, research and policy. / Thesis (Ph.D. (Nursing))--North-West University, Potchefstroom Campus, 2011.

Work up a strategic analysis, make external and internal analysis and prepare a strategy for future business development.

En la investigación “La planificación estratégica y su impacto en los indicadores de gestión de calidad en el sector alimentario en Lima Metropolitana en el 2018, tiene como objetivo general establecer cómo la planificación estratégica impacta en los indicadores de gestión de calidad, para lo cual se ha empleado un tipo de estudio no experimental, con diseño descriptivo correlacional. Por ello, se ha elegido una muestra no probabilística de 36 administrativos de las empresas del rubro sector alimentario en Lima Metropolitana como condición se encuentren activos al 2018 para las encuestas realizadas. Se ha tomado en consideración el manejo del tema de la planificación estratégica en el desarrollo de sus actividades y los indicadores de Gestión de calidad. El primero abarca las dimensiones de formulación, evaluación y control de las estrategias, el segundo a las dimensiones de cobertura, eficacia, valoración de ventas, satisfacción al cliente y competitividad. En ambos casos se aplicó un cuestionario en el formato de escala de Likert, también se empleó el diseño descriptivo correlacional para el trabajo, el tipo de investigación fue no experimental de corte transversal. Por otro lado, se realizó entrevistas a expertos en el tema. Para los resultados obtenidos se hizo una prueba mediante la correlación de Spearman, la cual ha permitido señalar que existe relación significativa directamente proporcional (rho=0.0741) entre la Planificación Estratégica con los Indicadores de Gestión de Calidad. Finalmente, se encontró que existe relación significativa directamente proporcional entre la Formulación Estratégica (rho=0.811), la Evaluación de Estrategias (rho=0.606) y Control de la Estrategia (rho=0.645). / In the research “Strategic planning and its impact on quality management indicators in the food sector in Metropolitan Lima in 2018, its general objective is to establish how impactful strategic planning in quality management indicators, for which He has used a non-experimental type of study, with a descriptive correlational design. Therefore, a non-probabilistic sample of 36 administrators of the companies of the food sector in Metropolitan Lima has been chosen as a condition they are active to 2018 for the surveys carried out. The management of the topic of strategic planning in the development of its activities and the indicators of Quality Management have been taken under evaluation. The first covers the dimensions of formulation, evaluation and control of the strategies, the second to the dimensions of coverage, effectiveness, sales valuation, customer satisfaction and competitiveness. In both cases, a questionnaire was applied in the Likert scale format, the descriptive correlational design for the work was also used, the type of research was non-experimental cross-sectional. On the other hand, interviews were conducted with experts on the subject. For the results obtained, a test was carried out using Spearman's correlation, the quality allowed indicating that there is a directly proportional relationship (rho = 0.0741) between the Strategic Planning with the Quality Management Indicators. Finally, it was found that there is a significantly direct proportional relationship between the Strategic Formulation (rho = 0.811), the Evaluation of Strategies (rho = 0.606) and Control of the Strategy (rho = 0.645). / Tesis

Corporate strategies have a low success rate and strategic objectives are frequently not met. To gain insight into this phenomenon, this research explores the process of generating and implementing strategy through CAPEX projects within the mature Swedish process industry. By the use of the grounded theory methodology, semi-structured interviews were conducted with eleven professionals from five different industries matching the description of a process industry. The results suggest that the concentration and capital intensiveness of the process industry in Sweden calls for an emphasis on asset management, production, and product portfolios with objectives primarily being sustainability or growth related. Examples of sustainability objectives are emissions, carbon footprint, raw materials and safety, whereas growth related objectives often refer to finding the firms position in the market, reaching economies of scope and scale, and optimizing the product portfolio regionally. A crucial tool for implementing strategy is project selection, the results suggest that a mix of two approaches (bottom-up and the bucket model) is often used. This combined approach is just briefly mentioned in literature, however, in this research it has been referred to as “empty bucket model” in this research due to similarities with the bucket model. Further research recommendations include conducting surveys based on identified themes or diving deeper into particular areas such as recent agility improvements.

The world today is confronted by the worst financial and economic crisis since the Great Depression of 1920’s. Due to the financial system being globalised and interdependent, the contagion effects of the financial crisis trickled down to Europe and ultimately triggered the recession of 2007-2009, which had far-reaching repercussions on cross-border economic activities. The severe international downturn had a significant effect on the Swedish economy and Swedish SMEs. Moreover, the recession has heightened economic uncertainty and combined with the existing challenges facing SMEs, created one of the most difficult business climates in decades, hence, a prevailing need for creating resilience. The purpose of this study is to examine how Swedish Internationalised SMEs remain resilient during times of recession. This will be studied through investigating what resources and capabilities were crucial for building resilience and how the SMEs changed their strategy during the recession to remain resilient. The study is conducted through a qualitative case study and an abductive approach in order to get a profound insight into the firm’s behaviour. The theoretical framework is founded on the area of strategy and resilience, by accounting for strategy formulation, the RBV, resilience and strategic change. Moreover, the empirical chapter presents the results of the data gathered from the six case companies and is structured according to the companies and the three research problems. In the analysis, the patterns emerging from the theoretical framework and the empirical data is analysed based on the three research problems through trying to understand the underlying reasons for the emerging patterns. The study conclude that Swedish internationalized SMEs remained resilient during the recession of 2007- 2009, through reconfiguring its critical resources and capabilities, and changing their strategy to adapt to the changes in the external environment caused by the recession.

<p>Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it?</p><p>The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time.</p><p>In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice.</p><p>Product design strategy will play a key role in order to attain the overall alignment.</p>