Evaluation of the Strategy Management Implementation in Project- Oriented Service Organizations

• Main Authors: Abolfazl Sherafat, Khadijeh Yavari, Sayyed Mohammad Reza Davoodi
• Format: Article
• Language: English
• Published: Danubius University 2014-02-01
• Series: Acta Universitatis Danubius: Oeconomica
• Subjects: strategic planning; strategic management; evaluation
• Online Access: http://journals.univ-danubius.ro/index.php/oeconomica/article/view/2020/2053
• ISSN: 2065-0175; 2067-340X

Although developing strategic and operational plans is a difficult and complicated process, their successful implementation is much more difficult. Many organizations fail in the full implementation of their strategies. This is not due to the partial definition of strategies and organization‘s operational plan, but this is likely due to the lack of strong framework for creating alignment between employees and operational process and the organizational goals. To implement strategies effectively and to develop a comprehensive management system and to improve the performance, Robert Kaplan and David Norton introduced a modern management system which is Balanced ScoreCard. Likewise they introduced five main criteria: leadership, translation, alignment, every day process and ongoing process for a strategy oriented organization. This paper is intended to offer a systematic approach for measuring the effectiveness and efficiency of the strategic plan performance. For this study the questionnaire was distributed in a project- orientated service organization and after collection, by the use of statistical. Analysis especially factor analysis the grouping of sub-criteria under the five main criteria was confirmed. The statistical analysis showed that, two criteria of alignment and every day work had the lowest scores in terms of both implementation and effectiveness in the organization‘s senior and executive manager‘s point of view. With deep interview, studying of scorecards and meeting of the strategic committee of the studied organization, the two dimension of alignment and every day work were further examined and after identifying upgradeable areas, some suggestions for improving the effectiveness and efficiency of the studied organization were presented.