Effective Strategy Implementation [electronic resource] : Conceptualizing Firms' Strategy Implementation Capabilities and Assessing Their Impact on Firm Performance /
Huber, Adele J.author.
Adele J. Huber discovers that a firm’s strategy implementation capabilities are a key driver of the strategies' performance outcomes. Drawing on organizational learning theory, she identifies the organizational abilities and processes that constitute a firm's Strategy Implementation Capability construct and shows empirically that the concept is very valuable in explaining how innovative strategies translate into a firm's performance. Her findings are particularly interesting for managers and researchers who focus on strategy formulation and execution. They also show the relation between strategy implementation and competitive advantage.
Description based upon print version of record.
Foreword; Acknowledgements; Table of contents; List of figures; List of tables; List of abbreviations and symbols; Preface; References; Paper I Effective Brand Strategy Implementation: Review of Literature and Avenues for Future Research; Literature review; Brand strategy implementation characteristics; Determinants of brand strategy implementation; Outcomes of brand strategy implementation; Moderators; Conclusion; Conceptual framework and propositions; Implementation-related brand strategy formulation capabilities and the effectiveness of brand strategy implementation
Organizational learning capabilities as moderators of BSI effectivenessBrand strategy implementation capabilities and firm performance; Conclusion; References; Paper II The Strategy Implementation Capability (SIC) Scale: A Learning-Based Measure of How To Make Strategy Implementation Eff; Conceptualization of construct Strategy implementation as organizational learning; Strategy implementation capability; Scale development; Scale generation; Scale refinement; Scale validation; Scale reduction; Convergent and face validity of short SIC scales; Nomological validity of short SIC scales
Discussion and conclusionReferences; Appendix; Paper III How Innovative Marketing Strategies Translate into Firm Performance: The Key Role of Firms' Strategy Implementation Ca; Strategy implementation as organizational learning; Strategy implementation capabilities; Conceptual model and hypotheses; The traditional perspective: The strategy innovativeness-strategy strength-strategy implementation effectiveness-firm performance relationship; The mediating role of firms' strategy implementation capabilities
The communication perspective: The strategy innovativeness-strategy clarityimplementation effectiveness relationshipEffects of strategy implementation capability on strategy clarity; Strategy implementation capability as a moderator of the strategy innovativeness-strategy clarity-strategy implementation effect; Method Sample and data collection; Measures; Results Assessment of construct reliability and validity; Tests of the hypothesized relationships; Discussion; Limitations and future research; References; Appendix
Thesis (Ph. D.)--University of Bern, 2010.
Includes bibliographical references.
Adele J. Huber discovers that a firm’s strategy implementation capabilities are a key driver of the strategies' performance outcomes. Drawing on organizational learning theory, she identifies the organizational abilities and processes that constitute a firm's Strategy Implementation Capability construct and shows empirically that the concept is very valuable in explaining how innovative strategies translate into a firm's performance. Her findings are particularly interesting for managers and researchers who focus on strategy formulation and execution. They also show the relation between strategy implementation and competitive advantage.
Marketing.
Management.
Marketing.
Management.