Obstacles to successful implementation of strategic decisions: The British experience

European Business Review

Volumn 98, Issue 6, 1998, Pages 322-327

  Al Ghamdi, Salem M ^a  

^a KING FAHD UNIVERSITY OF PETROLEUM AND MINERALS   (Saudi Arabia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84986021502     PISSN: 0955534X     EISSN: None     Source Type: Journal    
DOI: 10.1108/09555349810241590     Document Type: Article

References (10)

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3. Eisenstat, R. (1993), “Implementing strategy: developing a partnership for change”, Planning Review, Vol. 21 No. 5, September-October, pp. 33-6.
4. Goodwin, J. and Elliott, C. (1995), “Exporting strategies: developing a strategic framework”, SAM Advanced Management Journal, Vol. 60 No. 1, Winter, pp. 21-8.
5. Lingle, J. and Schiemann, W. (1994), “IS data scatter subverting your strategy”, Management Review, Vol. 83 No. 5, May, pp. 53-6.
6. McGrath, G., Dampney, C. and More, E. (1994), “Planning for information systems integration: some key challenges”, Journal of Information Science, Vol. 20 No. 3, pp. 146-60.
7. Sandelands, E. (1994), “All talk and no action? Perish the thought”, Management Decision, Vol. 32 No. 5, pp. 10-11.
8. Schmidt, J. (1994), “The case of the sales-driven company”, Journal of Business Strategy, Vol. 15 No. 5, September-October, pp. 17-20.
9. Wessel, J. (1993), “The strategic human resource management process in practice”, Planning Review, Vol. 21 No. 5, September-October, pp. 37-8.
10. Woolridge, B. and Floyd, S.W. (1990), “Bridging the gap between strategy and operations: the implications of middle management involvement in strategy”, The Annual International Conference of the Strategic Management Society Proceedings, Stockholm.