This paper reports an empirical study aimed at elucidating reasons for success or failure in the implementation of strategic decisions. Eleven decisions in six organizations were examined using a case-study approach. Findings highlight four factors that appear to be critical for the successful management of imple mentation : backing, clear aims and planning, and a conducive climate — as long as chance events do not get in the way. Perhaps surprisingly, other factors, such as having relevant experience, giving implementation priority, having abundant resources, an appropriate structure and implementing flexibly, appear to matter rather less.
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