Annotated Bibliography

Annotated Bibliography

Article 1 - The failure of strategy it’s all in the execution

The author has a hassle that lack of success with strategy is mainly due to style of execution and leadership adopted. The author also recommend that for the corporate development strategy is not vital as it was in the past.
The article also gives a good correlation of unsuccessful strategy in the Peloponnesian war disagreeing that Athens had every little thing needed for a effectual strategy also including charismatic leadership in it, but considering all the above factors Athens still failed because of the lack of proper execution.
The author concludes that three steps to overcome the inconsistency of implementation
1. Simplification
2. Commitment
3. Sustainability
The execution, communication and leadership all are important in terms of strategy.
The article blames the execution stage in the first instance and the leadership secondly for the strategic failure. The culture of the organization is bonded with the achievement of strategy “when strategy and culture are at odds, cultures always wins” (Beaudan 2001).
One of the authors also debates that organizations and CEO’s don’t decline because they have a scarcity of strategic vision, instead they decline because they don’t have a crystal clear carrier to help leaders to employees decipher strategy into a personally meaningful call to action. This article is ranked ABS 2* (Well Regarded and highly accepted journal in its field) and is suitable for an audience of strategy, management and other interested in those fields.

Article 2 – Turning strategy into great performance
This article reviews the “Strategy-to-performance gap” which they illustrate to be the gap between the decided strategic objectives and the financial outcomes.
Marakin associates in partnership with the economist intelligence unit surveyed senior executives from 197 companies worldwide with sales outdone $500M.
One of the author figures out a good point in terms of scarcity of achievement of the mentioned outcomes against the strategy. the study mainly aims on the downfall of strategy, not it’s success as with the larger part of consideration of reviews.
The authors conclude that huge scale industries and judges downfall based on stated financial outcomes. It also defines the advantages of closing the gap in somewhat around 60% to 100% for most industries.
This article aims at the minute studied area of downfall in strategy and at the culture of agreement of mediocre achievement from annual strategic planning. It stands by the claim that commonly across organizations, the strategic planning process and outcomes at regular intervals fall short of the expected outcomes. It also gives some credit to the potential benefit of the stated research. This article is ranked ABS 2*

Article 3 – Why strategies fall apart: the CEO/ culture disconnected

Schneider(2007) had survey of 200 CEO’s by Louis ________ based on a private sector found that 70% of CEO’s recognize themselves valuable at the formulating strategy but only 30% recognize that they and their companies are valuable at implementing it, Schneider argues that culture is the missing component.
Schneider talks about influencing point within the business strategy debating that there are three resources that in any business are the most “leverageable” and they are money, information and people. The author also mentions that there are four types of cultures and talk over to other the different impact of strategy.
Schneider debates that we are in an age of human capital productivity and people “intensivity” and as such people are more valuable to the strategy implementations than ever before. The right demanded that culture is the absent link between business strategy and bottom-line performance.
Schneider had focused mainly on leadership, design and strategic engagement. The article is bounded closely to the idea of strategic engagement by viewing at how good the staff in a business understand the strategy and core and vital value proposition plus how the culture and leadership are co-ordinated with the both aspects. This article is ranked ABS 2*.

Article 4 – With all this intelligence, why don’t we have better strategies?
One of the vital questions behind the advised research is questioned in this article, which is with all of the articles, books, consultants and scholars, “Why isn’t strategy more successful” not only does this paper discuss a key theme of the advised research, it also is ______ at “each day” failures distinctively ignoring the astonishing crashes and failures created by “Chi Canery”. He mentions it as invisible failures, which include left or missed targets, failed promotions, shares loosing value and missed profits. The paper also touches on the effects of CEO remuneration on strategy. chussil observed the good strategy decision 500 companies and found out that strategies ___ focused only on better analysis of data than the greater opportunity.
Chussil concludes that brilliant failures in ______ strategic design happened in spite of huge data encouragement, scrutiny and brilliance. He relys on the people making strategy and wants them to make the correct decisions, but they opted the wrong ones using wrong strategy models and being over smart.
Chussil has mainly focused on the design and leadership in this article. He addressed the core theme of the adviced research but does not really offer a correct answer or a path for the future research. The problem of over smartis likely to be very ubiquitous in the area of strategic failure related directly to leadership. This article is ranked ABS 2*.

Article 5 – Testing Herzbug’s two factor theory in the thai construction industry
The purpose of the article was to report the outcomes of the researches conducted to test heezbugs theory and its purpose to the thai construction and management industry. The paper also provided insight into the industry’s inspirational factors. 125 number of people were selected by the snowball technique. The recorded were taken into consideration and compared, using “analytical event technique”, to recognize the satisfaction and dissatisfaction ‘events’. The research found that there was some comparision between heerbergs work and the outcomes, but still there were some contradiction results too. Aspect that were compared to Heezberg’s work were accomplishment, identification, work itself liability and job security. Those that differed with Herzberg were company policy and administration salary, interpersonal relatins with peers. The thai sample concluded on undesirable events and interpersonal relation with other organization which were not a part of the herzberg’s work. Thus the author concluded suitable. The research advises that there are many characteristics of workplace inspiration similar to those reported in other articles. It also advises that in an Asian contemporary seeking salary and wages are not the vital factor for inspiration industry location particular condition advises a limited application for other industries. The research was done on a very small size only in a particular location. It may have certain particularity related to those who worked in the location as antagonistic to other areas of the Thailand or the rest of the world. The research is precisely duplicated and the results are well presented and the theory were logical. Being a 2* rated ABS journal as the author fail to review their work in comparison and the theory may have been more beneficial and may have developed into a stronger analysis.