The eclectic roots of strategy implementation research

Article Abstract:

There has been relatively little research on strategy implementation. As such, existing literature on the subject is not very deep or cohesive. This scarcity of implementation research can be traced to the assumption among theorists that formulation is the critical element for strategic success while implementation is simply a mechanistic control function. A researcher wishing to examine strategy implementation would have to consider an eclectic collection of literature fields to establish a foundation for new studies. These fields include corporate culture and organizational structure.

Corporate culture

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Assessing relationships among strategic types, distinctive marketing competencies, and organizational performance

Article Abstract:

The strategic typology proposed by Miles and Snow (1978) is applied to a multi-industry, cross-sectional sample of 93 Finnish firms. This typology, which divides firms into four categories, is used to assess the link between strategic type, distinctive marketing competencies and organizational performance. The results reveal the existence of a consistent pattern that links strategic types to distinctive marketing competencies. The results also show a link between competencies and organizational performance. The study affirms the work of Conant, Mokwa and Varadarajan (1990).

Marketing management

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Strategic decisions and implementation: Prodin, a Prospective Dialectic Interpersonal method

Article Abstract:

The Prospective Dialectic and Interpersonal Network (Prodin) method can be used by firms to examine the opportunities and constraints of a rapidly changing business environment. The Prodin method can also help firms formulate and establish a pragmatic set of strategic objectives. The Prodin method can also be used to help shape rapid changes in an organization. The Prodin methodology works because it is a process that revolves around a holistic view of environmental changes.

Organizational change

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