Factors hindering strategy implementation as perceived by top, middle and frontline managers in a South African electronics organisation

This paper contributes to the debate on strategy implementation failure. It reports on a qualitative case study that explored factors that hindered strategy implementation at a South African electronics organisation. A blue-chip organisation whose performance had deteriorated over a period of time, was purposively selected for this study. Data was collected from top, middle and frontline managers of the organisation by means of interviews. Data was qualitatively analysed. Findings include that strategy implementation failed because strategy had not been designed to facilitate implementation. The reasons for the strategy implementation failure originated in the strategy formulation phase, a finding that is consistent with previous research. It is concluded and recommended that strategy formulation should be revisited with a focus on the design of an implementable strategy, as formulation and implementation are inextricably interwoven. The interwoven nature of strategy formulation and implementation contributes to the complexity of the phenomenon, which is poorly understood.Business Managemen