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By Adele J. Huber

Adele J. Huber discovers firm's method implementation functions are a key driving force of the techniques' functionality results. Drawing on organizational studying idea, she identifies the organizational skills and techniques that represent a firm's method Implementation potential build and indicates empirically that the idea that is particularly necessary in explaining how leading edge innovations translate right into a firm's functionality.

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Extra resources for Effective Strategy Implementation

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Note. E: Empirical study; C: Conceptual study. , buy-in, consensus commitment). , fit with the external environment) as possible determinants of BSI. While this research has suggested that brand strategists and brand strategies affect BSI, it has not provided a systematic investigation of what characteristics of strategists and strategies do so. , Day 1994; Noble and Mokwa 1999), but the accumulated knowledge on these issues is limited. Outcomes of brand strategy implementation Table 3 shows that the outcomes of BSI addressed by prior research have related to the firm, its customers, and/or its employees.

2004), it is proposed: P4: OLCs moderate the relationships between brand strategy formulation capabilities and BSI effectiveness. Or, as examples for more specific propositions: P4: Execution-oriented OLCs enhance the relationship between brand strategy complexity and BSI effectiveness (a) while improvement-oriented OLCs diminish that relationship (b). e. implementationrelated brand strategy formulation capabilities, organizational learning capabilities, and BSI effectiveness) to firm performance, which refers to brandrelated outcome measures such as a brand's sales, market share, profit contribution, and brand equity (Wong and Merrilees 2007) and overall performance measures such as a firm's profit and value (Rao et al.

Proposes four types of managerial skills that facilitate implementation: (1) interacting with parties involved in implementation, (2) allocating resources, (3) monitoring information and control systems, and (4) organizing information flows internal and external to the organization. Nutt (1998) E - Success of managerial implementation approaches in strategy execution Conceptualizes and empirically measures implementation success with multiple measures related to adoption (sustained and complete), economic value (decision value rating) and efficiency (duration).

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