Developing a Model of Managers’ Perceptions of Strategy Implementation

Document Type : Research Paper

Authors

1 MSc. Student, Department of Business Management, Shahed University, Tehran, Iran.

2 Assistant Prof., Department of Business Management, Shahed University, Tehran, Iran.

10.22059/jibm.2025.384790.4870

Abstract

Objective
Strategy implementation represents a major challenge for organizations, as employees are often responsible for executing strategies developed by others, which may result in a limited understanding of the underlying strategic intentions behind those plans. Consequently, resistance to organizational strategies may increase, preventing the effective implementation of proposed plans. This study aims to develop a model of managers’ perceptions regarding strategy implementation to identify the factors that may impede the successful execution of organizational strategies.
 
Methodology
This study was conducted through an interpretive paradigm using an inductive approach and a qualitative research strategy. The study population consisted of managers and experts working in manufacturing and industrial firms located in Qazvin Province, Iran. Participants were selected through purposive sampling. Also, data were collected through semi-structured interviews with nine managers from manufacturing and industrial companies, including general managers, chief executive officers, and executive managers. To assess the validity of the research instrument, the researcher’s interpretations were reviewed by four interviewees. Also, reliability was examined through a test–retest procedure. Data were analyzed using grounded theory methodology through three stages: open coding, axial coding, and selective coding.
Findings
Based on interview data and an examination of relevant secondary documents, 266 codes were identified and classified into 23 categories. The causal conditions included legal considerations, cognitive acceptance and personal interests, income generation, problem understanding, and leadership style. The intervening conditions comprised prioritization and creating a sense of urgency, the availability of alternative solutions and uncertainty regarding the strategy, granting volunteers sufficient autonomy to implement the strategy, limitations in physical space, and ambiguity or clarity surrounding the strategy. The identified strategies included evaluating the use of the strategy, criticizing responsible authorities regarding implementation practices, and accepting penalties and existing conditions. Contextual conditions included the repetition or creative repetition of messages and incentives, the performance of responsible authorities, and the geographical feasibility of strategy implementation. The consequences consisted of strategy implementation and developmental programs, adoption of alternative approaches, lack of motivation and failure to implement the strategy, and symbolic implementation aimed at benefiting from incentives. Ultimately, a model of managers’ perceptions of strategy implementation was developed using the MAXQDA software program.
 
Conclusion
The findings indicate that managers who are capable of accurately understanding organizational challenges and opportunities can develop strategies that align with organizational needs and requirements of the target market. Moreover, such perceptions can affect rational, data-driven decisions, leading to improved performance and enhanced competitiveness. Ultimately, one should not ignore the importance of continuous training and development of managers aimed at improving their cognitive processes and strategic capabilities. These efforts can contribute to the development of organizations with better and more sustainable performance that are capable of implementing their strategies more effectively in practice.

Keywords

Main Subjects

References

 
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Journal of Business Management
Volume 18, Issue 2
2026
Pages 759-784

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