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Strategy 2 Performance: Turing Strategy 2 Performance through Successful Implementation
Linnaeus University, Faculty of Science and Engineering, School of Engineering.
2012 (English)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

The purpose of this study was to understand key challenges in turning

strategy to performance, and with that as a fundament suggest a model

for the strategy implementation process. The work is based on a

theoretical framework that brings together and merges different areas of

science to create new synergies and leveraged results. In this case, the

area of Strategic Implementation receives added value from mainly

Innovation- and Knowledge Management, as aspects of the intersection

between Industrial Dynamic and Organizational Behavior. Moreover, due

to the strategic focus, additional theory regarding Technology Marketing

is also included. Departing from the theoretical framework, an empirical

study was conducted by qualitative interviews of two managerial levels at

an international conglomerate.

The outcome of both theoretical and empirical findings is discussed and

analyzed, and results in two main recommendations, addressing the

question of how the challenges could be solved with innovation and

knowledge management as a fundament for implementation. One of the

main recommendations is cyclic implementation routines, advancing in a

loop consistent of; Strategic selection; Enabling of effective knowledge

acquisition; Implementation; and Learning. The other main

recommendation is an Innovative and learning organization, involving

Shared vision, leadership and the will to innovate; Appropriate structure;

Effective Team Working; Continuing and stretching individual

development; Extensive communication; High involvement in

innovation; External focus; and a Creative climate.

Coherent with these recommendations, a model is presented where the

cultural components could be regarded as the fundament of the

organization, which is complemented with the learning cycle and regard

to the organization’s holistic level of maturity. This model strives to

inspire to “manage the flow of organizational culture to make the wheels

of implementation routines spin”.

Place, publisher, year, edition, pages
2012. , 67 p.
Keyword [en]
Strategy Implementation, Industrial Dynamics, Innovation
National Category
Other Engineering and Technologies not elsewhere specified
URN: urn:nbn:se:lnu:diva-25286OAI: diva2:615571
Subject / course
Industrial Organisation and Economics
Educational program
Industrial Management Programme, 180 credits
Available from: 2013-04-11 Created: 2013-04-11 Last updated: 2013-04-11Bibliographically approved

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