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  • Strategy implementation LRP Final

    Rights statement: 24M

    Accepted author manuscript, 688 KB, PDF document

    Embargo ends: 1/01/50

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Strategy implementation: Taking stock and moving forward

Research output: Contribution to journalJournal articlepeer-review

<mark>Journal publication date</mark>17/11/2020
<mark>Journal</mark>Long Range Planning
Publication StatusAccepted/In press
<mark>Original language</mark>English


Strategy implementation (SI) is a significant managerial, and organizational challenge as many practitioners struggle to make strategies actionable and to achieve intended results. Moreover, there is no unified body of research on SI. This is problematic for academics aiming to contribute to a research-based body of knowledge on implementation. To remedy this problem, we draw on the strategy-as-practice perspective and conceptualize SI as a particular type of ‘strategy work’, manifest in the activities, actors, and tools through which strategy is executed. This conceptual framework allows us to synthesize the fragmented literature into five implementation practices: structure and process matching, resource matching, monitoring, framing, and negotiating. We show how these implementation activities operate at different levels and involve different actors and tools. With its emphasis on what managers (and other people) do within specific structural, temporal, and material arrangements, the strategy-as-practice perspective offers exciting opportunities for future implementation research.