Home
> Journals > Journal of Management & Organization > Volume 21 Issue 2 > Strategy implementation: What i...
English | Français
( https://www.anzam.org/)
Volume 21, Issue 2 March 2015 , pp. 237-262
Carlos J F Cândido (a1) and Sérgio P Santos (a1) https://doi.org/10.1017/jmo.2014.77 Published online: 14 January 2015
Abstract It is often claimed that 50–90% of strategic initiatives fail. Although these claims have had a significant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that while it is widely acknowledged that the implementation of a new strategy can be a difficult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.
Request permission (https://s100.copyright.com/AppDispatchServlet?publisherName=CUP&publication=JMO&title=Strategy%20implementation:%20What%20is%20the%20failure%20rate?& 14&author=Carlos%20J%20F%20C%C3%A2ndido,%20S%C3%A9rgio%20P%20Santos©right=COPYRIGHT:%20%C2%A9%20Cambridge%20University%20Press%20and%20Australia
Copyright COPYRIGHT: © Cambridge University Press and Australian and New Zealand Academy of Management 2015
Corresponding author Corresponding author:
[email protected]
References
Hide All
Alchian, A. A. (1950). Uncertainty, evolution, and economic theory. Journal of Political Economy, 58(3), 211–221. CrossRef (http://dx.doi.org/10.1086/256940) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Uncertainty+evolution+and+economic+theory&publication+year=1950&author=Alchian+A.+A.&journal=Journal+of+Political+Economy&volume=58&doi=10.1086/256940&pages=211221) Aldrich, H. E. (1979). Organizations and environments. New Jersey: Prentice-Hall. Google Scholar (https://scholar.google.com/scholar_lookup? title=Organizations+and+environments&publication+year=1979&author=Aldrich+H.+E.) Alexander, L. D. (1985). Successfully implementing strategic decisions. Long Range Planning, 18(3), 91–97. CrossRef (http://dx.doi.org/10.1016/0024-6301(85)90161-X) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Successfully+implementing+strategic+decisions&publication+year=1985&author=Alexander+L.+D.&journal=Long+Range+Planning&volume=18&doi=10.1016/00246301(85)90161-X&pages=91-97) Amitabh, M. (2010). Research in strategy-structure-performance construct: Review of trends, paradigms and methodologies. Journal of Management and Organization, 16(5), 744–763. CrossRef (http://dx.doi.org/10.1017/S183336720000184X) |
Google Scholar (https://scholar.google.com/scholar_lookup?title=Research+in+strategy-structureperformance+construct:+Review+of+trends+paradigms+and+methodologies&publication+year=2010&author=Amitabh+M.&journal=Journal+of+Management+and+Organization&volume=16&doi=10.1017/S1833 763) Ansoff, H. I. (1965). Corporate strategy. New York: McGraw Hill. Google Scholar (https://scholar.google.com/scholar_lookup? title=Corporate+strategy&publication+year=1965&author=Ansoff+H.+I.) Ansoff, H. I., Declerck, R. P., & Hayes, R. L. (1976). From strategic planning to strategic management. New York: John Wiley & Sons. Google Scholar (https://scholar.google.com/scholar_lookup? title=From+strategic+planning+to+strategic+management&publication+year=1976&author=Ansoff+H.+I.&author=Declerck+R.+P.&author=Hayes+R.+L.) Ansoff, H. I., & McDonnell, E. (1990). Implanting strategic management. New York: Prentice Hall International. Google Scholar (https://scholar.google.com/scholar_lookup? title=Implanting+strategic+management&publication+year=1990&author=Ansoff+H.+I.&author=McDonnell+E.) Arthur D. Little (1992). Executive caravan TQM survey summary. Cambridge, MA: Arthur D. Little Corporation. Google Scholar (https://scholar.google.com/scholar?q=Arthur+D.+Little+ (1992).+Executive+caravan+TQM+survey+summary.+Cambridge+MA:+Arthur+D.+Little+Corporation.) Baden-Fuller, C., & Stopford, J. M. (1994). Rejuvenating the mature business: The competitive challenge. Boston, MA: Harvard Business School Press. Google Scholar (https://scholar.google.com/scholar_lookup? title=Rejuvenating+the+mature+business:+The+competitive+challenge&publication+year=1994&author=BadenFuller+C.&author=Stopford+J.+M.) Balogun, J., & Hailey, V. H. (2008). Exploring strategic change. Harlow: Pearson. Google Scholar (https://scholar.google.com/scholar_lookup? title=Exploring+strategic+change&publication+year=2008&author=Balogun+J.&author=Hailey+V.+H.)
Barnett, W. P., & Carroll, G. R. (1995). Modeling internal organizational change. Annual Review of Sociology, 21(1), 217–236. CrossRef (http://dx.doi.org/10.1146/annurev.so.21.080195.001245) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Modeling+internal+organizational+change&publication+year=1995&author=Barnett+W.+P.&author=Carroll+G.+R.&journal=Annual+Review+of+Sociology&volume=21&doi=10.1146/annurev.so.21.080195.00 236) Barney, J. B. (2001). Is the resource-based ‘view’ a useful perspective for strategic management research? Yes. Academy of Management Review, 26(1), 41–56. Google Scholar (https://scholar.google.com/scholar_lookup?title=Is+the+resourcebased+%E2%80%98view%E2%80%99+a+useful+perspective+for+strategic+management+research? +Yes&publication+year=2001&author=Barney+J.+B.&journal=Academy+of+Management+Review&volume=26&pages=41-56)
Bauer, J., Falshaw, R., & Oakland, J. S. (2005). Implementing business excellence. Total Quality Management, 16(4), 543–553. CrossRef (http://dx.doi.org/10.1080/14783360500078490) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Implementing+business+excellence&publication+year=2005&author=Bauer+J.&author=Falshaw+R.&author=Oakland+J.+S.&journal=Total+Quality+Management&volume=16&doi=10.1080/14783360500078 553)
Beamish, P. W. (1985). The characteristics of joint ventures in developed and developing countries. Columbia Journal of World Business, 20(2), 13–19. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+characteristics+of+joint+ventures+in+developed+and+developing+countries&publication+year=1985&author=Beamish+P.+W.&journal=Columbia+Journal+of+World+Business&volume=20&pages=13 19) Becer, E., Hage, B., McKenna, M., & Wilczynski, H. (2007). Performance-improvement initiatives – Three best practices for project success. New York: Booz Allen Hamilton. Retrieved from www.boozallen.com (http://www.boozallen.com). Google Scholar (https://scholar.google.com/scholar_lookup?title=Performanceimprovement+initiatives+%E2%80%93+Three+best+practices+for+project+success&publication+year=2007&author=Becer+E.&author=Hage+B.&author=McKenna+M.&author=Wilczynski+H.) Beer, M., & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29–40. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+silent+killers+of+strategy+implementation+and+learning&publication+year=2000&author=Beer+M.&author=Eisenstat+R.+A.&journal=Sloan+Management+Review&volume=41&pages=2940) Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133–141. Google Scholar (https://scholar.google.com/scholar_lookup? title=Cracking+the+code+of+change&publication+year=2000&author=Beer+M.&author=Nohria+N.&journal=Harvard+Business+Review&volume=78&pages=133141)
Bockmühl, S., König, A., Enders, A., Hungenberg, H., & Puck, J. (2011). Intensity, timeliness, and success of incumbent response to technological discontinuities: A synthesis and empirical investigation. Review of Managerial Science, 5(4), 265–289. CrossRef (http://dx.doi.org/10.1007/s11846-011-0068-3) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Intensity+timeliness+and+success+of+incumbent+response+to+technological+discontinuities:+A+synthesis+and+empirical+investigation&publication+year=2011&author=Bockm%C3%BChl+S.&author=K 011-0068-3&pages=265-289) Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977–1002. CrossRef (http://dx.doi.org/10.1111/j.1467-6486.2004.00463.x) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Kurt+Lewin+and+the+planned+approach+to+change:+A+reappraisal&publication+year=2004&author=Burnes+B.&journal=Journal+of+Management+Studies&volume=41&doi=10.1111/j.14676486.2004.00463.x&pages=977-1002) Burnes, B. (2005). Complexity theories and organizational change. International Journal of Management Reviews, 7(2), 73–90. CrossRef (http://dx.doi.org/10.1111/j.1468-2370.2005.00107.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Complexity+theories+and+organizational+change&publication+year=2005&author=Burnes+B.&journal=International+Journal+of+Management+Reviews&volume=7&doi=10.1111/j.14682370.2005.00107.x&pages=73-90) Calori, R., Baden-Fuller, C., & Hunt, B. (2000). Managing change at novotel: Back to the future. Long Range Planning, 33(6), 779–804. CrossRef (http://dx.doi.org/10.1016/S0024-6301(00)00090-X) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Managing+change+at+novotel:+Back+to+the+future&publication+year=2000&author=Calori+R.&author=BadenFuller+C.&author=Hunt+B.&journal=Long+Range+Planning&volume=33&doi=10.1016/S0024-6301(00)00090-X&pages=779-804)
Cândido, C. J. F., & Morris, D. S. (2000). Charting service quality gaps. Total Quality Management, 11(4–6), 463–472. CrossRef (http://dx.doi.org/10.1080/09544120050007779) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Charting+service+quality+gaps&publication+year=2000&author=C%C3%A2ndido+C.+J.+F.&author=Morris+D.+S.&journal=Total+Quality+Management&volume=11&doi=10.1080/09544120050007779&page 472)
Cândido, C. J. F., & Morris, D. S. (2001). The implications of service quality gaps for strategy implementation. Total Quality Management, 12(7/8), 825–833. CrossRef (http://dx.doi.org/10.1080/09544120100000003) | Google Scholar (https://scholar.google.com/scholar_lookup? title=The+implications+of+service+quality+gaps+for+strategy+implementation&publication+year=2001&author=C%C3%A2ndido+C.+J.+F.&author=Morris+D.+S.&journal=Total+Quality+Management&volume=1 833) Cândido, C. J. F., & Santos, S. P. (2011). Is TQM more difficult to implement than other transformational strategies? Total Quality Management, 22(11), 1139–1164. CrossRef (http://dx.doi.org/10.1080/14783363.2011.625185) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Is+TQM+more+difficult+to+implement+than+other+transformational+strategies? &publication+year=2011&author=C%C3%A2ndido+C.+J.+F.&author=Santos+S.+P.&journal=Total+Quality+Management&volume=22&doi=10.1080/14783363.2011.625185&pages=11391164) Carnall, C. A. (1986). Managing strategic change: An integrated approach. Long Range Planning, 19(6), 105–115. CrossRef (http://dx.doi.org/10.1016/0024-6301(86)90103-2) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Managing+strategic+change:+An+integrated+approach&publication+year=1986&author=Carnall+C.+A.&journal=Long+Range+Planning&volume=19&doi=10.1016/00246301(86)90103-2&pages=105-115) Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American industrial enterprise. Cambridge: The MIT Press. Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategy+and+structure:+Chapters+in+the+history+of+the+American+industrial+enterprise&publication+year=1962&author=Chandler+A.+D.) Charan, R., & Colvin, G. (1999). Why CEOs fail. Fortune, 139(12), 68–78. Google Scholar (https://scholar.google.com/scholar_lookup? title=Why+CEOs+fail&publication+year=1999&author=Charan+R.&author=Colvin+G.&journal=Fortune&volume=139&pages=6878) | PubMed (https://www.ncbi.nlm.nih.gov/pubmed/10538108)
Cohen, M. D., March, J. G., & Olsen, J. P. (1972). A garbage can model of organisational choice. Administrative Science Quarterly, 17(1), 1–25. CrossRef (http://dx.doi.org/10.2307/2392088) | Google Scholar (https://scholar.google.com/scholar_lookup? title=A+garbage+can+model+of+organisational+choice&publication+year=1972&author=Cohen+M.+D.&author=March+J.+G.&author=Olsen+J.+P.&journal=Administrative+Science+Quarterly&volume=17&doi=1 25) Corboy, M., & Corrbui, D. (1999). The seven deadly sins of strategy implementation. Management Accounting, 77(10), 29–30 Google Scholar (https://scholar.google.com/scholar_lookup? title=The+seven+deadly+sins+of+strategy+implementation&publication+year=1999&author=Corboy+M.&author=Corrbui+D.&journal=Management+Accounting&volume=77&pages=2930) Cyert, R. M., & March, J. G. (1964). The behavioral theory of the firm: A behavioral science – Economics amalgam. In W. W. Cooper, H. J. Leavitt, & M. W. Shelly (Ed.), New perspectives in organizational research. New York: John Wiley & Sons, 289–384. Google Scholar (https://scholar.google.com/scholar_lookup? title=New+perspectives+in+organizational+research&publication+year=1964&author=Cyert+R.+M.&author=March+J.+G.&pages=289384)
Dean, J. W., & Bowen, D. E. (1994). Management theory and total quality management: Improving research and practice through theory development. Academy of Management Review, 19(3), 392–418. Google Scholar (https://scholar.google.com/scholar_lookup? title=Management+theory+and+total+quality+management:+Improving+research+and+practice+through+theory+development&publication+year=1994&author=Dean+J.+W.&author=Bowen+D.+E.&journal=Acad 418) Dean, J. W., & Sharfman, M. P. (1993). Procedural rationality in the strategic decision-making process. Journal of Management Studies, 30(4), 587–610. CrossRef (http://dx.doi.org/10.1111/j.1467-6486.1993.tb00317.x) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Procedural+rationality+in+the+strategic+decisionmaking+process&publication+year=1993&author=Dean+J.+W.&author=Sharfman+M.+P.&journal=Journal+of+Management+Studies&volume=30&doi=10.1111/j.14676486.1993.tb00317.x&pages=587-610) DeGeus, A. P. (1988). Planning as learning. Harvard Business Review, 66(2), 70–74. Google Scholar (https://scholar.google.com/scholar_lookup? title=Planning+as+learning&publication+year=1988&author=DeGeus+A.+P.&journal=Harvard+Business+Review&volume=66&pages=7074) Dion, C., Allday, D., Lafforet, C., Derain, D., & Lahiri, G. (2007). Dangerous liaisons, mergers and acquisitions: The integration game, Report by Hay Group, Philadelphia, USA, pp. 1–16. Retrieved from www.haygroup.com. Google Scholar (https://scholar.google.com/scholar?q=Dion+C.+Allday+D.+Lafforet+C.+Derain+D.+&+Lahiri+G.+ (2007).+Dangerous+liaisons+mergers+and+acquisitions:+The+integration+game+Report+by+Hay+Group+Philadelphia+USA+pp.+1%E2%80%9316.+Retrieved+from+www.haygroup.com.) Dooyoung, S., Kalinowski, J. G., & El-Enein, G. A. (1998). Critical implementation issues in total quality management. Advanced Management Journal, 63(1), 10–14. Google Scholar (https://scholar.google.com/scholar_lookup? title=Critical+implementation+issues+in+total+quality+management&publication+year=1998&author=Dooyoung+S.&author=Kalinowski+J.+G.&author=ElEnein+G.+A.&journal=Advanced+Management+Journal&volume=63&pages=10-14) Dow, D., Samson, D., & Ford, S. (1999). Exploding the myth: Do all quality management practices contribute to superior quality performance? Production and Operations Management, 8(1), 1–27. CrossRef (http://dx.doi.org/10.1111/j.1937-5956.1999.tb00058.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Exploding+the+myth:+Do+all+quality+management+practices+contribute+to+superior+quality+performance? &publication+year=1999&author=Dow+D.&author=Samson+D.&author=Ford+S.&journal=Production+and+Operations+Management&volume=8&doi=10.1111/j.19375956.1999.tb00058.x&pages=1-27)
Doyle, M., Claydon, T., & Buchanan, D. (2000). Mixed results, lousy process: The management experience of organizational change. British Journal of Management, 11(3), S59–S80. CrossRef (http://dx.doi.org/10.1111/1467-8551.11.s1.6) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Mixed+results+lousy+process:+The+management+experience+of+organizational+change&publication+year=2000&author=Doyle+M.&author=Claydon+T.&author=Buchanan+D.&journal=British+Journal+o 8551.11.s1.6&pages=S59-S80)
Dunphy, D. C., & Stace, D. A. (1988). Transformational and coercive strategies for planned organizational change: Beyond the O. D. model. Organization Studies, 9(3), 317–334. CrossRef (http://dx.doi.org/10.1177/017084068800900302) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Transformational+and+coercive+strategies+for+planned+organizational+change:+Beyond+the+O.+D.+model&publication+year=1988&author=Dunphy+D.+C.&author=Stace+D.+A.&journal=Organization+St 334)
Dyason, M. D., & Kaye, M. M. (1997). Achieving real business advantage through the simultaneous development of managers and business excellence. Total Quality Management, 8(2/3), 145–151. CrossRef (http://dx.doi.org/10.1080/0954412979884) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Achieving+real+business+advantage+through+the+simultaneous+development+of+managers+and+business+excellence&publication+year=1997&author=Dyason+M.+D.&author=Kaye+M.+M.&journal=Tot 151) Economist Intelligence Unit (2013). Why good strategies fail: Lessons from the C-Suite. London: Economist Intelligence Unit Limited. Google Scholar (https://scholar.google.com/scholar?q=Economist+Intelligence+Unit+ (2013).+Why+good+strategies+fail:+Lessons+from+the+C-Suite.+London:+Economist+Intelligence+Unit+Limited.) The Economist (1992). The cracks in quality. The Economist, 18, 69–70. Google Scholar (https://scholar.google.com/scholar?q=The+Economist+ (1992).+The+cracks+in+quality.+The+Economist+18+69%E2%80%9370.) Edmondson, A. C. (2011). Strategies for learning from failure. Harvard Business Review, 89(4), 48–55. Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategies+for+learning+from+failure&publication+year=2011&author=Edmondson+A.+C.&journal=Harvard+Business+Review&volume=89&pages=4855) Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, 13(8), 17–37. CrossRef (http://dx.doi.org/10.1002/smj.4250130904) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategic+decision+making&publication+year=1992&author=Eisenhardt+K.+M.&author=Zbaracki+M.+J.&journal=Strategic+Management+Journal&volume=13&doi=10.1002/smj.4250130904&pages=1737)
Franken, A., Edwards, C., & Lambert, R. (2009). Executing strategic change: Understanding the critical management elements that lead to success. California Management Review, 51(3), 49–73. CrossRef (http://dx.doi.org/10.2307/41166493) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Executing+strategic+change:+Understanding+the+critical+management+elements+that+lead+to+success&publication+year=2009&author=Franken+A.&author=Edwards+C.&author=Lambert+R.&journal= 73)
Fredrickson, J. W., & Iaquinto, A. L. (1989). Inertia and creeping rationality in strategic decision processes. Academy of Management Journal, 32(3), 516–542. CrossRef (http://dx.doi.org/10.2307/256433) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Inertia+and+creeping+rationality+in+strategic+decision+processes&publication+year=1989&author=Fredrickson+J.+W.&author=Iaquinto+A.+L.&journal=Academy+of+Management+Journal&volume=32&d 542)
Fredrickson, J. W., & Mitchell, T. R. (1984). Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment. Academy of Management Journal, 27(2), 399–423. CrossRef (http://dx.doi.org/10.2307/255932) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategic+decision+processes:+Comprehensiveness+and+performance+in+an+industry+with+an+unstable+environment&publication+year=1984&author=Fredrickson+J.+W.&author=Mitchell+T.+R.&journ 423)
French, S. N. J., Kouzmin, A., & Kelly, S. J. (2011). Questioning the epistemic virtue of strategy: The emperor has no clothes. Journal of Management and Organization, 17(4), 434–447. CrossRef (http://dx.doi.org/10.1017/S1833367200001371) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Questioning+the+epistemic+virtue+of+strategy:+The+emperor+has+no+clothes&publication+year=2011&author=French+S.+N.+J.&author=Kouzmin+A.&author=Kelly+S.+J.&journal=Journal+of+Manageme 447) Galpin, T. J. (1997). Making strategy work – Building sustainable growth capability. San Francisco: Jossey-Bass Publishers. Google Scholar (https://scholar.google.com/scholar_lookup? title=Making+strategy+work+%E2%80%93+Building+sustainable+growth+capability&publication+year=1997&author=Galpin+T.+J.)
Gandolfi, F., & Hansson, M. (2010). Reduction-in-force (RIF) – New developments and a brief historical analysis of a business strategy. Journal of Management and Organization, 16(5), 727–743. CrossRef (http://dx.doi.org/10.1017/S1833367200001838) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Reduction-in-force+ (RIF)+%E2%80%93+New+developments+and+a+brief+historical+analysis+of+a+business+strategy&publication+year=2010&author=Gandolfi+F.&author=Hansson+M.&journal=Journal+of+Management+and+Or 743)
Gandolfi, F., & Hansson, M. (2011). Causes and consequences of downsizing: Towards an integrative framework. Journal of Management and Organization, 17(4), 498–521. CrossRef (http://dx.doi.org/10.1017/S1833367200001413) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Causes+and+consequences+of+downsizing:+Towards+an+integrative+framework&publication+year=2011&author=Gandolfi+F.&author=Hansson+M.&journal=Journal+of+Management+and+Organization& 521)
Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448. CrossRef (http://dx.doi.org/10.1002/smj.4250120604) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Sensemaking+and+sensegiving+in+strategic+change+initiation&publication+year=1991&author=Gioia+D.+A.&author=Chittipeddi+K.&journal=Strategic+Management+Journal&volume=12&doi=10.1002/sm 448) Golembiewski, R. T. (1990). The irony of ironies: Silence about success rates. In R. T. Golembiewski (Ed.), Ironies in organizational development. NJ, USA: Transaction Publications, 11–29. Google Scholar (https://scholar.google.com/scholar_lookup? title=Ironies+in+organizational+development&publication+year=1990&author=Golembiewski+R.+T.&pages=11-29)
Golembiewski, R. T., Proehl, C. W., & Sink, D. (1981). Success of OD applications in the public sector: Toting up the score for a decade, more or less. Public Administration Review, 41(6), 679–682. CrossRef (http://dx.doi.org/10.2307/975745) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Success+of+OD+applications+in+the+public+sector:+Toting+up+the+score+for+a+decade+more+or+less&publication+year=1981&author=Golembiewski+R.+T.&author=Proehl+C.+W.&author=Sink+D.&jou 682)
Golembiewski, R. T., Proehl, C. W., & Sink, D. (1982). Estimating the success of OD applications. Training and Development Journal, 36(4), 86–95. Google Scholar (https://scholar.google.com/scholar_lookup? title=Estimating+the+success+of+OD+applications&publication+year=1982&author=Golembiewski+R.+T.&author=Proehl+C.+W.&author=Sink+D.&journal=Training+and+Development+Journal&volume=36&pag 95) Goss, D. (2008). Enterprise ritual: A theory of entrepreneurial emotion and exchange. British Journal of Management, 19(2), 120–137. CrossRef (http://dx.doi.org/10.1111/j.1467-8551.2006.00518.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Enterprise+ritual:+A+theory+of+entrepreneurial+emotion+and+exchange&publication+year=2008&author=Goss+D.&journal=British+Journal+of+Management&volume=19&doi=10.1111/j.14678551.2006.00518.x&pages=120-137) Gray, D. H. (1986). Uses and misuses of strategic planning. Harvard Business Review, 64(1), 89–97. Google Scholar (https://scholar.google.com/scholar_lookup? title=Uses+and+misuses+of+strategic+planning&publication+year=1986&author=Gray+D.+H.&journal=Harvard+Business+Review&volume=64&pages=8997) Hackett Group (2004a). Balanced scorecards: Are their 15 minutes of fame over?. Miami: The Hackett Group. Retrieved from www.thehackettgroup.com (http://www.thehackettgroup.com). Google Scholar (https://scholar.google.com/scholar?q=Hackett+Group+ (2004a).+Balanced+scorecards:+Are+their+15+minutes+of+fame+over?.+Miami:+The+Hackett+Group.+Retrieved+from+www.thehackettgroup.com.) Hackett Group (2004b). Most executives are unable to take balanced scorecards from concept to reality, press release, The Hackett Group, Miami, October, pp. 1–4. Google Scholar (https://scholar.google.com/scholar?q=Hackett+Group+ (2004b).+Most+executives+are+unable+to+take+balanced+scorecards+from+concept+to+reality+press+release+The+Hackett+Group+Miami+October+pp.+1%E2%80%934.) Hafsi, T. (2001). Fundamental dynamics in complex organizational change: A longitudinal inquiry into Hydro-Québec’s management. Long Range Planning, 34(5), 557–583. CrossRef (http://dx.doi.org/10.1016/S0024-6301(01)00082-6) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Fundamental+dynamics+in+complex+organizational+change:+A+longitudinal+inquiry+into+HydroQu%C3%A9bec%E2%80%99s+management&publication+year=2001&author=Hafsi+T.&journal=Long+Range+Planning&volume=34&doi=10.1016/S00246301(01)00082-6&pages=557-583) Hall, G., Rosenthal, J., & Wade, J. (1993). How to make reengineering really work. Harvard Business Review, 71(6), 119–131. Google Scholar (https://scholar.google.com/scholar_lookup? title=How+to+make+reengineering+really+work&publication+year=1993&author=Hall+G.&author=Rosenthal+J.&author=Wade+J.&journal=Harvard+Business+Review&volume=71&pages=119131)
Hambrick, D. C., & Chen, M. (2008). New academic fields as admittance-seeking social movements: The case of strategic management. Academy of Management Review, 33(1), 32–54. CrossRef (http://dx.doi.org/10.5465/AMR.2008.27745027) | Google Scholar (https://scholar.google.com/scholar_lookup?title=New+academic+fields+as+admittanceseeking+social+movements:+The+case+of+strategic+management&publication+year=2008&author=Hambrick+D.+C.&author=Chen+M.&journal=Academy+of+Management+Review&volume=33&doi=10.5465/A 54)
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206. Google Scholar (https://scholar.google.com/scholar_lookup? title=Upper+echelons:+The+organization+as+a+reflection+of+its+top+managers&publication+year=1984&author=Hambrick+D.+C.&author=Mason+P.+A.&journal=Academy+of+Management+Review&volume=9 206) Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82(5), 929–964. CrossRef (http://dx.doi.org/10.1086/226424) | Google Scholar (https://scholar.google.com/scholar_lookup? title=The+population+ecology+of+organizations&publication+year=1977&author=Hannan+M.+T.&author=Freeman+J.&journal=American+Journal+of+Sociology&volume=82&doi=10.1086/226424&pages=929964) Harrigan, K. R. (1988a). Strategic alliances and partner asymmetries. Management International Review, 28(4), 53–72. Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategic+alliances+and+partner+asymmetries&publication+year=1988&author=Harrigan+K.+R.&journal=Management+International+Review&volume=28&pages=5372) Harrigan, K. R. (1988b). Joint ventures and competitive strategy. Strategic Management Journal, 9(2), 141–158. CrossRef (http://dx.doi.org/10.1002/smj.4250090205) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Joint+ventures+and+competitive+strategy&publication+year=1988&author=Harrigan+K.+R.&journal=Strategic+Management+Journal&volume=9&doi=10.1002/smj.4250090205&pages=141158) Harrigan, K. R. (1988c). Joint ventures: A mechanism for creating strategic change. In A. M. Pettigrew (Ed.), The management of strategic change. New York: Basil Blackwell, 195–230. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+management+of+strategic+change&publication+year=1988&author=Harrigan+K.+R.&pages=195-230) Hart, S. L. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17(2), 327–351. Google Scholar (https://scholar.google.com/scholar_lookup?title=An+integrative+framework+for+strategymaking+processes&publication+year=1992&author=Hart+S.+L.&journal=Academy+of+Management+Review&volume=17&pages=327351) Hickson, D. J., Miller, S. J., & Wilson, D. C. (2003). Planned or prioritized? Two options for managing the implementation of strategic decisions? Journal of Management Studies, 40(7), 1803–1836. CrossRef (http://dx.doi.org/10.1111/1467-6486.00401) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Planned+or+prioritized?+Two+options+for+managing+the+implementation+of+strategic+decisions? &publication+year=2003&author=Hickson+D.+J.&author=Miller+S.+J.&author=Wilson+D.+C.&journal=Journal+of+Management+Studies&volume=40&doi=10.1111/14676486.00401&pages=1803-1836) Holder, T., & Walker, L. (1993). TQM implementation. Journal of European Industrial Training, 17(7), 18–21. CrossRef (http://dx.doi.org/10.1108/03090599310042492) | Google Scholar (https://scholar.google.com/scholar_lookup? title=TQM+implementation&publication+year=1993&author=Holder+T.&author=Walker+L.&journal=Journal+of+European+Industrial+Training&volume=17&doi=10.1108/03090599310042492&pages=1821) Hrebiniak, L. G. (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35(1), 12–31. CrossRef (http://dx.doi.org/10.1016/j.orgdyn.2005.12.001) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Obstacles+to+effective+strategy+implementation&publication+year=2006&author=Hrebiniak+L.+G.&journal=Organizational+Dynamics&volume=35&doi=10.1016/j.orgdyn.2005.12.001&pages=1231) Hughes, M. (2011). Do 70 per cent of all organizational change initiatives really fail? Journal of Change Management, 11(4), 451–464. CrossRef (http://dx.doi.org/10.1080/14697017.2011.630506) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Do+70+per+cent+of+all+organizational+change+initiatives+really+fail? &publication+year=2011&author=Hughes+M.&journal=Journal+of+Change+Management&volume=11&doi=10.1080/14697017.2011.630506&pages=451464) Hussey, D. (1996). A framework for implementation. In D. Hussey (Ed.), The implementation challenge. Chichester, England: John Wiley & Sons, 1–14. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+implementation+challenge&publication+year=1996&author=Hussey+D.&pages=1-14) Jantz, C. J., & Kendall, D. A. (1991). Consumer-driven innovative product development. Prism, 1, 24–29. Retrieved from www.adlittle.com (http://www.adlittle.com). Google Scholar (https://scholar.google.com/scholar_lookup?title=Consumerdriven+innovative+product+development&publication+year=1991&author=Jantz+C.+J.&author=Kendall+D.+A.&journal=Prism&volume=1&pages=2429) Jørgensen, H. H., Owen, L., & Neus, A. (2008). Making change work. Somers: IBM. Google Scholar (https://scholar.google.com/scholar_lookup? title=Making+change+work&publication+year=2008&author=J%C3%B8rgensen+H.+H.&author=Owen+L.&author=Neus+A.) Johnson, G., & Scholes, K. (1999). Exploring corporate strategy: Text and cases. New York: Prentice Hall.
Google Scholar (https://scholar.google.com/scholar_lookup? title=Exploring+corporate+strategy:+Text+and+cases&publication+year=1999&author=Johnson+G.&author=Scholes+K.) Judson, A. S. (1991). Invest in a high-yield strategic plan. The Journal of Business Strategy, 12(4), 34–39. CrossRef (http://dx.doi.org/10.1108/eb039428) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Invest+in+a+highyield+strategic+plan&publication+year=1991&author=Judson+A.+S.&journal=The+Journal+of+Business+Strategy&volume=12&doi=10.1108/eb039428&pages=3439) Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization – How balanced scorecard companies thrive in the new business environment. Boston, MA: Harvard Business School Press. Google Scholar (https://scholar.google.com/scholar_lookup?title=The+strategyfocused+organization+%E2%80%93+How+balanced+scorecard+companies+thrive+in+the+new+business+environment&publication+year=2001&author=Kaplan+R.+S.&author=Norton+D.+P.) Kearney, A. T. (1992). Total quality: Time to take off the rose tinted spectacles. Kempston: IFS Publications. Google Scholar (https://scholar.google.com/scholar_lookup? title=Total+quality:+Time+to+take+off+the+rose+tinted+spectacles&publication+year=1992&author=Kearney+A.+T.) Kiechel, W. (1982). Corporate strategists under fire. Fortune, 106(13), 34–39. Google Scholar (https://scholar.google.com/scholar_lookup? title=Corporate+strategists+under+fire&publication+year=1982&author=Kiechel+W.&journal=Fortune&volume=106&pages=3439) Kiechel, W. (1984). Sniping at strategic planning. Planning Review, 8–11. Google Scholar (https://scholar.google.com/scholar_lookup? title=Sniping+at+strategic+planning&publication+year=1984&author=Kiechel+W.&journal=Planning+Review&pages=8-11)
Korukonda, A. R., Watson, J. G., & Rajkumar, T. M. (1999). Beyond teams and empowerment: A counterpoint to two common precepts in TQM. Advanced Management Journal, 64(1), 29–36. Google Scholar (https://scholar.google.com/scholar_lookup? title=Beyond+teams+and+empowerment:+A+counterpoint+to+two+common+precepts+in+TQM&publication+year=1999&author=Korukonda+A.+R.&author=Watson+J.+G.&author=Rajkumar+T.+M.&journal=Adv 36) Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67. Google Scholar (https://scholar.google.com/scholar_lookup? title=Leading+change:+Why+transformation+efforts+fail&publication+year=1995&author=Kotter+J.+P.&journal=Harvard+Business+Review&volume=73&pages=5967) Krogh, G., & Vicari, S. (1993). An autopoiesis approach to experimental strategic learning. In P. Lorange, B. Chakravarthy, J. Roos, & A. Van de Ven (Eds.), Implementing strategic processes, change learning & co-operation. Cambridge: Basil Blackwell, 394–410. Google Scholar (https://scholar.google.com/scholar_lookup?title=Implementing+strategic+processes+change+learning+&+cooperation&publication+year=1993&author=Krogh+G.&author=Vicari+S.&pages=394-410) Lawson, R., Hatch, T., & Desroches, D. (2008). Scorecard best practices: Design, implementation, and evaluation. NJ, USA: John Wiley & Sons. Google Scholar (https://scholar.google.com/scholar_lookup? title=Scorecard+best+practices:+Design+implementation+and+evaluation&publication+year=2008&author=Lawson+R.&author=Hatch+T.&author=Desroches+D.)
Lawson, R., Stratton, W., & Hatch, T. (2006). Scorecarding goes global – Companies around the world are deriving benefits from performance management tools. Strategic Finance, 87(9), 35–41. Google Scholar (https://scholar.google.com/scholar_lookup? title=Scorecarding+goes+global+%E2%80%93+Companies+around+the+world+are+deriving+benefits+from+performance+management+tools&publication+year=2006&author=Lawson+R.&author=Stratton+W.& 41) Learned, E. P., Christensen, C. R., Andrews, K. R., & Guth, W. D. (1965). Business policy – Text and cases. Illinois: Irwin. Google Scholar (https://scholar.google.com/scholar_lookup? title=Business+policy+%E2%80%93+Text+and+cases&publication+year=1965&author=Learned+E.+P.&author=Christensen+C.+R.&author=Andrews+K.+R.&author=Guth+W.+D.) Lewin, K. (1947 (1952)). Frontiers in group dynamics. In K. Lewin (Ed.), Field theory in social science – Selected theoretical papers. London: Tavistock Publications, 188–237. Google Scholar (https://scholar.google.com/scholar_lookup? title=Field+theory+in+social+science+%E2%80%93+Selected+theoretical+papers&publication+year=1947+ (1952)&author=Lewin+K.&pages=188-237) Lewy, C. P., & Mée, A. F. (1998a). In de kaart laten kijken, de tien geboden bij BSC-implementaties, versie 1.0. Management Control and Accounting, 2, 32–37. Google Scholar (https://scholar.google.com/scholar_lookup?title=In+de+kaart+laten+kijken+de+tien+geboden+bij+BSCimplementaties+versie+1.0&publication+year=1998&author=Lewy+C.+P.&author=M%C3%A9e+A.+F.&journal=Management+Control+and+Accounting&volume=2&pages=3237) Lewy, C. P., & Mée, A. F. (1998b). Balanced scorecard – Implementing the ten commandments. London: KPMG Consulting. Google Scholar (https://scholar.google.com/scholar_lookup? title=Balanced+scorecard+%E2%80%93+Implementing+the+ten+commandments&publication+year=1998&author=Lewy+C.+P.&author=M%C3%A9e+A.+F.)
Makino, S., Chan, C. M., Isobe, T., & Beamish, P. W. (2007). Intended and unintended termination of international joint ventures. Strategic Management Journal, 28(11), 1113–1132. CrossRef (http://dx.doi.org/10.1002/smj.629) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Intended+and+unintended+termination+of+international+joint+ventures&publication+year=2007&author=Makino+S.&author=Chan+C.+M.&author=Isobe+T.&author=Beamish+P.+W.&journal=Strategic+Mana 1132) Mankins, M. C., & Steele, R. (2005). Turning great strategy into great performance. Harvard Business Review, 83(7/8), 65–72. Google Scholar (https://scholar.google.com/scholar_lookup? title=Turning+great+strategy+into+great+performance&publication+year=2005&author=Mankins+M.+C.&author=Steele+R.&journal=Harvard+Business+Review&volume=83&pages=6572) March, J. G. (1981). Footnotes to organizational change. Administrative Science Quarterly, 26(4), 563–577. CrossRef (http://dx.doi.org/10.2307/2392340) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Footnotes+to+organizational+change&publication+year=1981&author=March+J.+G.&journal=Administrative+Science+Quarterly&volume=26&doi=10.2307/2392340&pages=563577) March, J. G. (1997). The technology of foolishness. In D. S. Pugh (Ed.), Organisation theory – Selected readings. London: Penguin Books, 339–352. Google Scholar (https://scholar.google.com/scholar_lookup? title=Organisation+theory+%E2%80%93+Selected+readings&publication+year=1997&author=March+J.+G.&pages=339-352) McCunn, P. (1998). The balanced scorecard: The eleventh commandment. Management Accounting, 76(11), 34–36. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+balanced+scorecard:+The+eleventh+commandment&publication+year=1998&author=McCunn+P.&journal=Management+Accounting&volume=76&pages=3436) McKinsey, (2006). Improving strategic planning: A McKinsey survey. The McKinsey Quarterly, 1–11. Retrieved from www.mckinseyquarterly.com (http://www.mckinseyquarterly.com) Google Scholar (https://scholar.google.com/scholar_lookup? title=Improving+strategic+planning:+A+McKinsey+survey&publication+year=2006&author=McKinsey&journal=The+McKinsey+Quarterly&pages=111) McKinsey, (2008). Creating organizational transformations. The McKinsey Quarterly, 1–7. Retrieved from www.mckinseyquarterly.com (http://www.mckinseyquarterly.com). Google Scholar (https://scholar.google.com/scholar_lookup? title=Creating+organizational+transformations&publication+year=2008&author=McKinsey&journal=The+McKinsey+Quarterly&pages=17)
Mellahi, K., & Wilkinson, A. (2004). Organizational failure: A critique of recent research and a proposed integrative framework. International Journal of Management Reviews, 5/6(1), 21–41. CrossRef (http://dx.doi.org/10.1111/j.1460-8545.2004.00095.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Organizational+failure:+A+critique+of+recent+research+and+a+proposed+integrative+framework&publication+year=2004&author=Mellahi+K.&author=Wilkinson+A.&journal=International+Journal+of+Mana 8545.2004.00095.x&pages=21-41) Miller, S. (1997). Implementing strategic decisions: Four key factors. Organisation Studies, 18(4), 577–602. CrossRef (http://dx.doi.org/10.1177/017084069701800402) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Implementing+strategic+decisions:+Four+key+factors&publication+year=1997&author=Miller+S.&journal=Organisation+Studies&volume=18&doi=10.1177/017084069701800402&pages=577602) Miller, S., Wilson, D., & Hickson, D. (2004). Beyond planning strategies for successfully implementing strategic decisions. Long Range Planning, 37(3), 201–218. CrossRef (http://dx.doi.org/10.1016/j.lrp.2004.03.003) |
Google Scholar (https://scholar.google.com/scholar_lookup? title=Beyond+planning+strategies+for+successfully+implementing+strategic+decisions&publication+year=2004&author=Miller+S.&author=Wilson+D.&author=Hickson+D.&journal=Long+Range+Planning&volum 218) Mintzberg, H. (1987). Crafting strategy. Harvard Business Review, 65(4), 66–75. Google Scholar (https://scholar.google.com/scholar_lookup? title=Crafting+strategy&publication+year=1987&author=Mintzberg+H.&journal=Harvard+Business+Review&volume=65&pages=6675) Mintzberg, H. (1994). The rise and fall of strategic planning. New York: Prentice Hall. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+rise+and+fall+of+strategic+planning&publication+year=1994&author=Mintzberg+H.) Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari – A guided tour through the wilds of strategic management. London: Prentice Hall. Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategy+safari+%E2%80%93+A+guided+tour+through+the+wilds+of+strategic+management&publication+year=1998&author=Mintzberg+H.&author=Ahlstrand+B.&author=Lampel+J.)
Mintzberg, H., Raisinghani, D., & Théorêt, A. (1976). The structure of ‘unstructured’ decision processes. Administrative Science Quarterly, 21(2), 246–275. CrossRef (http://dx.doi.org/10.2307/2392045) | Google Scholar (https://scholar.google.com/scholar_lookup? title=The+structure+of+%E2%80%98unstructured%E2%80%99+decision+processes&publication+year=1976&author=Mintzberg+H.&author=Raisinghani+D.&author=Th%C3%A9or%C3%AAt+A.&journal=Admin 275)
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272. CrossRef (http://dx.doi.org/10.1002/smj.4250060306) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Of+strategies+deliberate+and+emergent&publication+year=1985&author=Mintzberg+H.&author=Waters+J.+A.&journal=Strategic+Management+Journal&volume=6&doi=10.1002/smj.4250060306&pages=2 272) Mockler, R. J. (1995). Strategic management: The beginning of a new era. In D. E. Hussey (Ed.), Rethinking strategic management. Chichester: John Wiley & Sons, 1–41. Google Scholar (https://scholar.google.com/scholar_lookup? title=Rethinking+strategic+management&publication+year=1995&author=Mockler+R.+J.&pages=1-41)
Mohrman, S. A., Tenkasi, R. V., Lawler, E. E. III, & Ledford, G. E. Jr. (1995). Total quality management: Practice and outcomes in the largest US firms. Employee Relations, 17(3), 26–41. CrossRef (http://dx.doi.org/10.1108/01425459510086866) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Total+quality+management:+Practice+and+outcomes+in+the+largest+US+firms&publication+year=1995&author=Mohrman+S.+A.&author=Tenkasi+R.+V.&author=Lawler+E.+E.&author=Ledford+G.+E.&jou 41)
Morisawa, T., & Kurosaki, H. (2003). Using the balanced scorecard in reforming corporate management systems. Nomura Research Institute Papers, 71, 1–15. Google Scholar (https://scholar.google.com/scholar_lookup? title=Using+the+balanced+scorecard+in+reforming+corporate+management+systems&publication+year=2003&author=Morisawa+T.&author=Kurosaki+H.&journal=Nomura+Research+Institute+Papers&volum 15) Naranjo-Gil, D., Hartmann, F., & Maas, V. S. (2008). Top management team heterogeneity, strategic change and operational performance. British Journal of Management, 19(3), 222–234. CrossRef (http://dx.doi.org/10.1111/j.1467-8551.2007.00545.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Top+management+team+heterogeneity+strategic+change+and+operational+performance&publication+year=2008&author=NaranjoGil+D.&author=Hartmann+F.&author=Maas+V.+S.&journal=British+Journal+of+Management&volume=19&doi=10.1111/j.14678551.2007.00545.x&pages=222-234) Neely, A., & Bourne, M. (2000). Why measurement initiatives fail. Measuring Business Excellence, 4(4), 3–6. CrossRef (http://dx.doi.org/10.1108/13683040010362283) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Why+measurement+initiatives+fail&publication+year=2000&author=Neely+A.&author=Bourne+M.&journal=Measuring+Business+Excellence&volume=4&doi=10.1108/13683040010362283&pages=36) Nelson, R. R., & Winter, S. G. (1974). Neoclassical vs. evolutionary theories of economic growth: Critique and prospectus. The Economic Journal, 84(336), 886–905. CrossRef (http://dx.doi.org/10.2307/2230572) |
Google Scholar (https://scholar.google.com/scholar_lookup? title=Neoclassical+vs.+evolutionary+theories+of+economic+growth:+Critique+and+prospectus&publication+year=1974&author=Nelson+R.+R.&author=Winter+S.+G.&journal=The+Economic+Journal&volume=8 905) Nonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162–171. Google Scholar (https://scholar.google.com/scholar_lookup?title=The+knowledgecreating+company&publication+year=2007&author=Nonaka+I.&journal=Harvard+Business+Review&volume=85&pages=162171) Nutt, P. C. (1987). Identifying and appraising how managers install strategy. Strategic Management Journal, 8(1), 1–14. CrossRef (http://dx.doi.org/10.1002/smj.4250080102) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Identifying+and+appraising+how+managers+install+strategy&publication+year=1987&author=Nutt+P.+C.&journal=Strategic+Management+Journal&volume=8&doi=10.1002/smj.4250080102&pages=114) Nutt, P. C. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive, 13(4), 75–90. Google Scholar (https://scholar.google.com/scholar_lookup? title=Surprising+but+true:+Half+the+decisions+in+organizations+fail&publication+year=1999&author=Nutt+P.+C.&journal=Academy+of+Management+Executive&volume=13&pages=7590)
O’Brien, C., & Voss, C. A. (1992). In search of quality – An assessment of 42 British Organizations using the criteria of the Baldrige Award, Operations Management Paper 92/02, London: London Business School. Google Scholar (https://scholar.google.com/scholar?q=O%E2%80%99Brien+C.+&+Voss+C.+A.+ (1992).+In+search+of+quality+%E2%80%93+An+assessment+of+42+British+Organizations+using+the+criteria+of+the+Baldrige+Award+Operations+Management+Paper+92/02+London:+London+Business+Sc O’Shannassy, T. (2001). Lessons from the evolution of the strategy paradigm. Journal of Management and Organization, 7(1), 25–37. Google Scholar (https://scholar.google.com/scholar_lookup? title=Lessons+from+the+evolution+of+the+strategy+paradigm&publication+year=2001&author=O%E2%80%99Shannassy+T.&journal=Journal+of+Management+and+Organization&volume=7&pages=2537)
O’Shannassy, T. (2010). Board and CEO practice in modern strategy-making: How is strategy developed, who is the boss and in what circumstances. Journal of Management and Organization, 16(2), 280–298. Google Scholar (https://scholar.google.com/scholar_lookup?title=Board+and+CEO+practice+in+modern+strategymaking:+How+is+strategy+developed+who+is+the+boss+and+in+what+circumstances&publication+year=2010&author=O%E2%80%99Shannassy+T.&journal=Journal+of+Management+and+Organization&volu 298) O’Toole, J. (1995). Leading change: Overcoming the ideology of comfort and the tyranny of custom. San Francisco: Jossey-Bass. Google Scholar (https://scholar.google.com/scholar_lookup? title=Leading+change:+Overcoming+the+ideology+of+comfort+and+the+tyranny+of+custom&publication+year=1995&author=O%E2%80%99Toole+J.)
Papadakis, V. M., Lioukas, S., & Chambers, D. (1998). Strategic decision-making process: The role of management and context. Strategic Management Journal, 19(2), 115–147. CrossRef (http://dx.doi.org/10.1002/(SICI)1097-0266(199802)19:2<115::AID-SMJ941>3.0.CO;2-5) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Strategic+decisionmaking+process:+The+role+of+management+and+context&publication+year=1998&author=Papadakis+V.+M.&author=Lioukas+S.&author=Chambers+D.&journal=Strategic+Management+Journal&volume=19& 0266(199802)19:2%3C115::AID-SMJ941%3E3.0.CO;2-5&pages=115-147) Park, S. (1991). Estimating success rates of quality circle programs: Public and private experiences. Public Administration Quarterly, 15(1), 133–146. Google Scholar (https://scholar.google.com/scholar_lookup? title=Estimating+success+rates+of+quality+circle+programs:+Public+and+private+experiences&publication+year=1991&author=Park+S.&journal=Public+Administration+Quarterly&volume=15&pages=133146)
Pautler, P. A. (2003). The effects of mergers and post-merger integration: a review of Business Consulting Literature, draft paper, Federal Trade Commission, Bureau of Economics, pp. 1–41. Retrieved from www.ftc.gov/be/rt/businesreviewpaper.pdf. Google Scholar (https://scholar.google.com/scholar?q=Pautler+P.+A.+(2003).+The+effects+of+mergers+and+postmerger+integration:+a+review+of+Business+Consulting+Literature+draft+paper+Federal+Trade+Commission+Bureau+of+Economics+pp.+1%E2%80%9341.+Retrieved+from+www.ftc.gov/be/rt/businesreviewp Pettigrew, A. M. (1987). Context and action in the transformation of the firm. Journal of Management Studies, 24(6), 649–670. CrossRef (http://dx.doi.org/10.1111/j.1467-6486.1987.tb00467.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Context+and+action+in+the+transformation+of+the+firm&publication+year=1987&author=Pettigrew+A.+M.&journal=Journal+of+Management+Studies&volume=24&doi=10.1111/j.14676486.1987.tb00467.x&pages=649-670)
Pinto, J. K., & Prescott, J. E. (1990). Planning and tactical factors in the project implementation process. Journal of Management Studies, 27(3), 305–327. CrossRef (http://dx.doi.org/10.1111/j.1467-6486.1990.tb00249.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Planning+and+tactical+factors+in+the+project+implementation+process&publication+year=1990&author=Pinto+J.+K.&author=Prescott+J.+E.&journal=Journal+of+Management+Studies&volume=27&doi=1 6486.1990.tb00249.x&pages=305-327)
Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16(1), 15–37. CrossRef (http://dx.doi.org/10.1002/smj.4250160105) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Total+quality+management+as+competitive+advantage:+A+review+and+empirical+study&publication+year=1995&author=Powell+T.+C.&journal=Strategic+Management+Journal&volume=16&doi=10.1002 37)
Prajogo, D. I., & Brown, A. (2006). Approaches to adopting quality in SMEs and the impact on quality management practices and performance. Total Quality Management, 17(5), 555–566. CrossRef (http://dx.doi.org/10.1080/14783360600588042) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Approaches+to+adopting+quality+in+SMEs+and+the+impact+on+quality+management+practices+and+performance&publication+year=2006&author=Prajogo+D.+I.&author=Brown+A.&journal=Total+Qualit 566) Project Management Institute (2014). The high cost of low performance. Newtown Square: Project Management Institute. Google Scholar (https://scholar.google.com/scholar?q=Project+Management+Institute+ (2014).+The+high+cost+of+low+performance.+Newtown+Square:+Project+Management+Institute.) Prospectus Strategy Consultants (1996). Profiting from increased consumer sophistication – A survey of retail financial services in Ireland and Great Britain. Dublin, Ireland: Prospectus Strategy Consultants. Google Scholar (https://scholar.google.com/scholar?q=Prospectus+Strategy+Consultants+ (1996).+Profiting+from+increased+consumer+sophistication+%E2%80%93+A+survey+of+retail+financial+services+in+Ireland+and+Great+Britain.+Dublin+Ireland:+Prospectus+Strategy+Consultants.) Quinn, J. B. (1989). Strategic change: ‘logical incrementalism’. Sloan Management Review, 30(4), 45–60. Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategic+change:+%E2%80%98logical+incrementalism%E2%80%99&publication+year=1989&author=Quinn+J.+B.&journal=Sloan+Management+Review&volume=30&pages=4560) Raps, A. (2005). Strategy implementation – An insurmountable obstacle? Handbook of Business Strategy, 141–146. CrossRef (http://dx.doi.org/10.1108/08944310510557152) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategy+implementation+%E2%80%93+An+insurmountable+obstacle? &publication+year=2005&author=Raps+A.&journal=Handbook+of+Business+Strategy&doi=10.1108/08944310510557152&pages=141146) Rumelt, R. P., Schendel, D. E., & Teece, D. J. (1994). Fundamental issues in strategy. In R. P. Rumelt, D. E. Schendel, & D. J. Teece (Ed.), Fundamental issues in strategy – A research agenda. Boston: Harvard Business School Press, 9–47. Google Scholar (https://scholar.google.com/scholar_lookup? title=Fundamental+issues+in+strategy+%E2%80%93+A+research+agenda&publication+year=1994&author=Rumelt+R.+P.&author=Schendel+D.+E.&author=Teece+D.+J.&pages=947) Senge, P. (1990). The leader’s new work: Building learning organizations. Sloan Management Review, 32(1), 7–23. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+leader%E2%80%99s+new+work:+Building+learning+organizations&publication+year=1990&author=Senge+P.&journal=Sloan+Management+Review&volume=32&pages=723) Sila, I. (2007). Examining the effects of contextual factors on TQM and performance through the lens of organisational theories: An empirical study. Journal of Operations Management, 25(1), 83–109. CrossRef (http://dx.doi.org/10.1016/j.jom.2006.02.003) |
Google Scholar (https://scholar.google.com/scholar_lookup? title=Examining+the+effects+of+contextual+factors+on+TQM+and+performance+through+the+lens+of+organisational+theories:+An+empirical+study&publication+year=2007&author=Sila+I.&journal=Journal+of 109) Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The hard side of change management. Harvard Business Review, 83(10), 109–118. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+hard+side+of+change+management&publication+year=2005&author=Sirkin+H.+L.&author=Keenan+P.&author=Jackson+A.&journal=Harvard+Business+Review&volume=83&pages=109118) | PubMed (https://www.ncbi.nlm.nih.gov/pubmed/16250629)
Sitkin, S. B., Sutcliffe, K. M., & Schroeder, R. G. (1994). Distinguishing control from learning in total quality management: A contingency perspective. Academy of Management Review, 19(3), 537–564. Google Scholar (https://scholar.google.com/scholar_lookup? title=Distinguishing+control+from+learning+in+total+quality+management:+A+contingency+perspective&publication+year=1994&author=Sitkin+S.+B.&author=Sutcliffe+K.+M.&author=Schroeder+R.+G.&journal 564) Smith, M. (2005). The balanced scorecard. Financial Management, 27–28. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+balanced+scorecard&publication+year=2005&author=Smith+M.&journal=Financial+Management&pages=27-28)
Smith, S., Tranfield, D., Foster, M., & Whittle, S. (1994). Strategies for managing the TQ agenda. International Journal of Operations & Production Management, 14(1), 75–88. CrossRef (http://dx.doi.org/10.1108/01443579410049261) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Strategies+for+managing+the+TQ+agenda&publication+year=1994&author=Smith+S.&author=Tranfield+D.&author=Foster+M.&author=Whittle+S.&journal=International+Journal+of+Operations+&+Producti 88) Soltani, E., Lai, P., & Gharneh, N. S. (2005). Breaking through barriers to TQM effectiveness: Lack of commitment of upper-level management. Total Quality Management, 16(8/9), 1009–1021. CrossRef (http://dx.doi.org/10.1080/14783360500163201) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Breaking+through+barriers+to+TQM+effectiveness:+Lack+of+commitment+of+upperlevel+management&publication+year=2005&author=Soltani+E.&author=Lai+P.&author=Gharneh+N.+S.&journal=Total+Quality+Management&volume=16&doi=10.1080/14783360500163201&pages=10091021) Stace, D. A., & Dunphy, D. C. (1996). Translating business strategies into action: Managing strategic change. In D. Hussey (Ed.), The implementation challenge. Chichester: John Wiley & Sons, 69–86. Google Scholar (https://scholar.google.com/scholar_lookup? title=The+implementation+challenge&publication+year=1996&author=Stace+D.+A.&author=Dunphy+D.+C.&pages=69-86) Stanislao, J., & Stanislao, B. C. (1983). Dealing with resistance to change. Business Horizons, 26(4), 74–78. CrossRef (http://dx.doi.org/10.1016/0007-6813(83)90014-9) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Dealing+with+resistance+to+change&publication+year=1983&author=Stanislao+J.&author=Stanislao+B.+C.&journal=Business+Horizons&volume=26&doi=10.1016/00076813(83)90014-9&pages=74-78)
Stadler, C., & Hinterhuber, H. H. (2005). Shell, Siemens and DaimlerChrysler: Leading change in companies with strong values. Long Range Planning, 38, 467–484. CrossRef (http://dx.doi.org/10.1016/j.lrp.2005.06.001) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Shell+Siemens+and+DaimlerChrysler:+Leading+change+in+companies+with+strong+values&publication+year=2005&author=Stadler+C.&author=Hinterhuber+H.+H.&journal=Long+Range+Planning&volum 484)
Sterling, J. (2003). Translating strategy into effective implementation: Dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27–34. CrossRef (http://dx.doi.org/10.1108/10878570310472737) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Translating+strategy+into+effective+implementation:+Dispelling+the+myths+and+highlighting+what+works&publication+year=2003&author=Sterling+J.&journal=Strategy+&+Leadership&volume=31&doi=1 34) Taylor, W. A. (1997). Leadership challenges for smaller organisations: Self-perceptions of TQM implementation. Omega – The International Journal of Management Science, 25(5), 567–579. CrossRef (http://dx.doi.org/10.1016/S0305-0483(97)00014-5) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Leadership+challenges+for+smaller+organisations:+Selfperceptions+of+TQM+implementation&publication+year=1997&author=Taylor+W.+A.&journal=Omega+%E2%80%93+The+International+Journal+of+Management+Science&volume=25&doi=10.1016/S03050483(97)00014-5&pages=567-579) Taylor, W. A., & Wright, G. H. (2003). A longitudinal study of TQM implementation: Factors influencing success and failure. Omega – The International Journal of Management Science, 31(2), 97–111. CrossRef (http://dx.doi.org/10.1016/S0305-0483(03)00017-3) |
Google Scholar (https://scholar.google.com/scholar_lookup? title=A+longitudinal+study+of+TQM+implementation:+Factors+influencing+success+and+failure&publication+year=2003&author=Taylor+W.+A.&author=Wright+G.+H.&journal=Omega+%E2%80%93+The+Intern 0483(03)00017-3&pages=97-111)
Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510–540. CrossRef (http://dx.doi.org/10.2307/258786) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Explaining+development+and+change+in+organizations&publication+year=1995&author=Van+de+Ven+A.+H.&author=Poole+M.+S.&journal=Academy+of+Management+Review&volume=20&doi=10.2307/2 540) Voss, C. A. (1988). Success and failure in advanced manufacturing technology. International Journal of Technology Management, 3(3), 285–297. Google Scholar (https://scholar.google.com/scholar_lookup? title=Success+and+failure+in+advanced+manufacturing+technology&publication+year=1988&author=Voss+C.+A.&journal=International+Journal+of+Technology+Management&volume=3&pages=285297) Voss, C. A. (1992). Successful innovation and implementation of new processes. Business Strategy Review, 3(1), 29–44. CrossRef (http://dx.doi.org/10.1111/j.1467-8616.1992.tb00021.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Successful+innovation+and+implementation+of+new+processes&publication+year=1992&author=Voss+C.+A.&journal=Business+Strategy+Review&volume=3&doi=10.1111/j.14678616.1992.tb00021.x&pages=29-44)
Waclawski, J. (2002). Large-scale organizational change and performance: An empirical examination. Human Resource Development Quarterly, 13(3), 289–305. CrossRef (http://dx.doi.org/10.1002/hrdq.1032) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Largescale+organizational+change+and+performance:+An+empirical+examination&publication+year=2002&author=Waclawski+J.&journal=Human+Resource+Development+Quarterly&volume=13&doi=10.1002/hrdq 305) Walsh, A., Hughes, H., & Maddox, D. P. (2002). Total quality management continuous improvement: Is the philosophy a reality? Journal of European Industrial Training, 26(6), 299–307. CrossRef (http://dx.doi.org/10.1108/03090590210431274) | Google Scholar (https://scholar.google.com/scholar_lookup?title=Total+quality+management+continuous+improvement:+Is+the+philosophy+a+reality? &publication+year=2002&author=Walsh+A.&author=Hughes+H.&author=Maddox+D.+P.&journal=Journal+of+European+Industrial+Training&volume=26&doi=10.1108/03090590210431274&pages=299307)
Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50(1), 361–386. CrossRef (http://dx.doi.org/10.1146/annurev.psych.50.1.361) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Organizational+change+and+development&publication+year=1999&author=Weick+K.+E.&author=Quinn+R.+E.&journal=Annual+Review+of+Psychology&volume=50&doi=10.1146/annurev.psych.50.1.361& 386) | PubMed (https://www.ncbi.nlm.nih.gov/pubmed/15012461) Wernham, R. (1985). Obstacles to strategy implementation in a nationalized industry. Journal of Management Studies, 22(6), 632–648. CrossRef (http://dx.doi.org/10.1111/j.1467-6486.1985.tb00015.x) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Obstacles+to+strategy+implementation+in+a+nationalized+industry&publication+year=1985&author=Wernham+R.&journal=Journal+of+Management+Studies&volume=22&doi=10.1111/j.14676486.1985.tb00015.x&pages=632-648) Wilkinson, A., & Mellahi, K. (2005). Organizational failure. Long Range Planning, 38(3), 233–238. CrossRef (http://dx.doi.org/10.1016/j.lrp.2005.05.009) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Organizational+failure&publication+year=2005&author=Wilkinson+A.&author=Mellahi+K.&journal=Long+Range+Planning&volume=38&doi=10.1016/j.lrp.2005.05.009&pages=233238)
Wilkinson, A., Redman, T., & Snape, E. (1994). The problems with quality management – The view of managers: Findings from an institute of management survey. Total Quality Management, 5(6), 397–406. CrossRef (http://dx.doi.org/10.1080/09544129400000059) | Google Scholar (https://scholar.google.com/scholar_lookup? title=The+problems+with+quality+management+%E2%80%93+The+view+of+managers:+Findings+from+an+institute+of+management+survey&publication+year=1994&author=Wilkinson+A.&author=Redman+T 406) Woodley, P. M. (2006). Culture management through the balanced scorecard: A case study, unpublished PhD thesis. Defence College of Management and Technology, Cranfield University. Google Scholar (https://scholar.google.com/scholar?q=Woodley+P.+M.+ (2006).+Culture+management+through+the+balanced+scorecard:+A+case+study+unpublished+PhD+thesis.+Defence+College+of+Management+and+Technology+Cranfield+University.) Zairi, M. (1995). Strategic planning through quality policy deployment: A benchmarking approach. In G. K. Kanji (Ed.), Total quality management: Proceedings of the first world congress. London: Chapman & Hall, 207–215. CrossRef (http://dx.doi.org/10.1007/978-94-011-0539-2_25) | Google Scholar (https://scholar.google.com/scholar_lookup? title=Total+quality+management:+Proceedings+of+the+first+world+congress&publication+year=1995&author=Zairi+M.&pages=207215)
