Abstract
If we assume that a firm begins with a well-articulated strategy and clear objectives, to implement that strategy it must be organized in a way that efficiently executes the associated central tasks and activities. The choice of organizational form responsive to any strategic setting consists of a comprehensive design of formal structure, information and decision processes, and human capital-related activities. Formal structure must generally align the firm’s hierarchy with the primary tasks derived from the strategy. As implementation-related activities unfold, information must be collected and shared to coordinate tasks, track performance and adjust activities according to intermediate outcomes. Human capital requirements must be well articulated, with appropriate selection, socialization, development and retention processes carefully planned for employees at all levels. Each of these elements must be responsive to the organization’s strategic intentions, but must also comprise an internally consistent package of design choices which are mutually reinforcing.
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Kazanjian, R.K. (2016). Strategic Implementation. In: Augier, M., Teece, D. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-349-94848-2_740-1
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DOI: https://doi.org/10.1057/978-1-349-94848-2_740-1
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