Strategic implementation: Five approaches to an elusive phenomenon
回顾了战略实施的四种传统模型，并提出第五种模型，即战略从企业内部以几乎已实施的形式涌现，对战略管理学者和实践者均有参考价值。
Abstract The traditional textbook approach to strategy implementation was to treat ‘implementation’ as an activity following ‘formulation’. Usually, the topic was treated as a question of organization design, where systems and structures were manipulated in concert with strategic goals. More recent views treat implementation either as an issue of gaining prior group commitment through coalitional decision‐making, or as a question of total organizational involvement through a strong corporate culture. This paper reviews the evolution of these approaches, developing four models to characterize them, and suggests a fifth one, with strategy emerging in an almost‐implemented form from within the firm.