The DOI matches its Crossref record; 40 of the 40 references it cites were found in a registry or an index.
A framework to implement strategies in organizations
Abstract
The implementation of strategy, directly or indirectly, relates to all facets of management. Therefore, it is essential to follow a holistic approach when analyzing and evaluating complex issues of implementation. However, research in this area is still limited, and offers few practical propositions. Given this situation, this article proposes an implementation framework by identifying key elements/factors of implementation and categorizing them into different groups depending on their role and importance. The role and importance of each implementation factor, as well as its relationship with other factors, are explained. It is believed that the framework developed in this article can assist executives and researchers to better understand and evaluate complex factors of implementation and deal with challenges from a holistic perspective. Suggestions for practice and future research are also given.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
The balanced scorecard: Translating strategy into action
(1997) · Long Range Planning · doi:10.1016/s0024-6301(97)80925-9 · Cited by 8,192
Leading change: why transformation efforts fail
Kotter, J. P. (2009) · IEEE Engineering Management Review · doi:10.1109/emr.2009.5235501 · Cited by 3,566
Kaplan, R. S., & Norton, D. P. (2000) · Cited by 2,600
CONTEXT AND ACTION IN THE TRANSFORMATION OF THE FIRM
Pettigrew, A. M. (1987) · Journal of Management Studies · doi:10.1111/j.1467-6486.1987.tb00467.x · Cited by 1,587
What is a processual analysis?
Pettigrew, A. M. (1997) · Scandinavian Journal of Management · doi:10.1016/s0956-5221(97)00020-1 · Cited by 1,405
The balance on the balanced scorecard a critical analysis of some of its assumptions
Norreklit, H. (2000) · Management Accounting Research · doi:10.1006/mare.1999.0121 · Cited by 1,306
Strategic management: Concepts and cases
(1996) · Long Range Planning · doi:10.1016/s0024-6301(97)82835-x · Cited by 1,289
The character and significance of strategy process research
Pettigrew, A. M. (1992) · Strategic Management Journal · doi:10.1002/smj.4250130903 · Cited by 1,068
The science of complexity: An alternative perspective for strategic change processes
Stacey, R. D. (1995) · Strategic Management Journal · doi:10.1002/smj.4250160606 · Cited by 1,039
Managing Change for Competitive Success
Jelinek, M., Pettigrew, A., & Whipp, R. (1993) · The Academy of Management Review · doi:10.2307/258910 · Cited by 949
Cited by
The Quality Implementation Framework: A Synthesis of Critical Steps in the Implementation Process
Meyers, D. C., Durlak, J. A., & Wandersman, A. (2012) · American Journal of Community Psychology · doi:10.1007/s10464-012-9522-x · Cited by 1,102
Metadata
- Authors
- Okumus, F.
- Venue
- Management Decision
- Publisher
- Emerald
- Published
- 2003-11-01
- Volume
- 41
- Issue
- 9
- Pages
- 871-882
- ISSN
- 0025-1747 (ISSN-L)
- OpenAlex
- W2072201458
- Cited by
- 334
- References
- 40
- FWCI
- 17.97
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
How to cite
Cite CoChat for the checks on this page, and the paper for its own findings.
- This page
- CoChat. (2026). Citation check: A framework to implement strategies in organizations. https://app.cochat.ai/papers/10.1108/00251740310499555
- The paper
- Okumus, F. (2003). A framework to implement strategies in organizations. Management Decision. https://doi.org/10.1108/00251740310499555
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
