Strategy Implementation, Content and Performance

Rhys Andrews, George A. Boyne, Jennifer Law and Richard M. Walker
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Rhys Andrews: Cardiff University
George A. Boyne: Cardiff University
Jennifer Law: University of Glamorgan
Richard M. Walker: City University of Hong Kong

Chapter 5 in Strategic Management and Public Service Performance, 2012, pp 86-107 from Palgrave Macmillan

Abstract: Abstract The effective implementation of strategies has long been recognized as crucial to organizational success. Clearly, strategies may only contribute to organizational performance if they are actually implemented. However, many have argued that organizations are not very good at implementation; for example, Nutt (1999) suggests that as many as half of strategies are not implemented. This is a critical issue for all organizations, but it may be especially important for public organizations, as it has been argued that they are increasingly using strategic management models and techniques more traditionally associated with private corporations, but are failing to learn and are simply recycling ‘techniques which have been shown to be badly flawed’ (Ferlie, 2002, 287).

Keywords: Strategy Implementation; Strategic Management; Public Organization; Strategic Orientation; Incremental Approach (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-34943-8_5

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DOI: 10.1057/9780230349438_5

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