Vol. 9 No. 4 (2021): Business & Management Studies: An International Journal

The strategy implementation competence: A case analysis of Brisa’s strategy process

Nufer Yasin Ateş
Assist. Prof. Dr., Sabancı University, İstanbul, Türkiye

Published 2021-12-25

How to Cite

Ateş, N. Y. (2021). The strategy implementation competence: A case analysis of Brisa’s strategy process. Business & Management Studies: An International Journal, 9(4), 1315–1334. https://doi.org/10.15295/bmij.v9i4.1891


Strategy implementation competence, defined as the alignment between an organization’s actions and strategic intentions, is central in achieving long term strategic goals. However, the extant literature on how organizations can improve their strategy implementation competence is scarce. This research aims to develop a theoretical framework about the antecedents of strategy implementation competence and demonstrate its application in a single case study. After positioning the strategy implementation competence view compared to the traditional strategy process approach, we identify three antecedents of the concept: strategic involvement, alignment, and commitment. We illustrate how these antecedents are associated with the strategy implementation competence in a leading international firm in the tire industry: Brisa Bridgestone Sabanci Lastik ve Ticaret A.S. The case study results show that strategic involvement from multiple hierarchical levels enables strategy implementation competence. In addition, organizational members’ shared understanding of corporate strategies and their commitment to strategies induce strategy implementation competence.


Download data is not yet available.


  1. Amason A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams. Academy of Management Journal, 39 (1), 123-148.
  2. Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20-39.
  3. Ateş, N. Y., Tarakci, M., Porck, J. P., van Knippenberg, D., & Groenen, P. J. (2020). The dark side of visionary leadership in strategy implementation: Strategic alignment, strategic consensus, and commitment. Journal of Management, 46(5), 637-665.
  4. Beer, M. & Eisenstat, R. A. (2000). The silent killers of strategy implementation and learning. Sloan Management Review, 41(4), 29-40.
  5. Brews, P. J., & Hunt, M. R. (1999). Learning to plan and planning to learn: Resolving the planning school/learning school debate. Strategic Management Journal, 20, 889-913.
  6. Bourgeois III, L. (1985). Strategic goals, perceived uncertainty, and economic performance in volatile environments. Academy of Management Journal 28 (3), 548-573.
  7. Bourgeois III, L. (1980). Performance and consensus. Strategic Management Journal, 1(3), 227-248.
  8. Colbert, A. E., Kristof-Brown, A. L., Bradley, B. H., & Barrick, M. R. (2008). CEO transformational leadership: The role of goal importance congruence in top management teams. Academy of Management Journal, 51(1), 81-96.
  9. Collier, N., Fishwick, F., & Floyd, S. W. (2004). Managerial involvement and perceptions of strategy process. Long Range Planning, 37(1), 67-83.
  10. David, F. R., & David, F. R. (2017). Strategic management concepts and cases. Pearson Education Limited.
  11. Dooley, R. S., Fryxell, G. E., & Judge, W. Q. (2000). Belaboring the not-so-obvious: Consensus, commitment, and strategy implementation speed and success. Journal of Management, 26(6), 1237-1257.
  12. Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543-576.
  13. Eisenhardt K. M., & Bourgeois III, L. (1988). Politics of strategic decision making in high-velocity environments: Toward a midrange theory. Academy of Management Journal 31(4), 737-770.
  14. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105-1121
  15. Fedor, D. B., Caldwell, S. & Herold, D. M. (2006). The effects of organizational changes on employee commitment: A multilevel investigation. Personnel Psychology, 59(1), 1-29.
  16. Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the Organization: Managing Role Conflict in Strategic Renewal. Academy of Management Review, 25(1), 154-177.
  17. Floyd, S. W. & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: a research note. Strategic Management Journal, 13(1), 153-167.
  18. Gerring, J. (2006). Case study research: Principles and practices. Cambridge University Press.
  19. Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study?. Strategic Management Journal, 29(13), 1465-1474.
  20. Gummesson, E. (2000). Qualitative methods in management research. Sage.
  21. Grant, R. M. (2016). Contemporary strategy analysis, Text and cases edition. John Wiley & Sons.
  22. Guth, W. D., & MacMillan, I. C. (1986). Strategy implementation versus middle management self‐interest. Strategic Management Journal, 7(4), 313-327.
  23. Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy?. Academy of Management Perspectives, 19(4), 51-62.
  24. Hart, S. L. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17(2), 327-351.
  25. Hart, S., & Banbury, C. (1994). How strategy‐making processes can make a difference. Strategic Management Journal, 15(4), 251-269
  26. Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309.
  27. Herold, D. M., Fedor, D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational and change leadership on employees' commitment to a change: A multilevel study. Journal of Applied Psychology, 93(2), 346-357.
  28. Hrebiniak, L. G. (2006). Obstacles to Effective Strategy Implementation. Organizational Dynamics, 35(1), 12–31.
  29. Hutzschenreuter, T., & Kleindienst, I. (2006). Strategy-process research: What have we learned and what is still to be explored. Journal of Management, 32(5), 673-720.
  30. Jordan, A. H., & Audia, P. G. (2012). Self-enhancement and learning from performance feedback. Academy of Management Review, 37(2), 211-231.
  31. Kellermanns, F. W., Walter, J., Lechner, C. & Floyd, S. W. (2005). The lack of consensus about strategic consensus: Advancing theory and research. Journal of Management, 31(5), 719-737.
  32. Korsgaard, M. A., Schweiger, D. M. & Sapienza, H. J. (1995). Building commitment, attachment, and trust in strategic decision-making teams: The role of procedural justice. Academy of Management Journal, 38(1), 60-84.
  33. Kotter, J. P. (1995). Leading change: why transformation efforts fail. Harvard Business Review, March-April, 59-67.
  34. Lee, E. & Puranam, P. (2016). The implementation imperative: Why one should implement even imperfect strategies perfectly. Strategic Management Journal, 37(8), 1529-1546.
  35. Mael, F. A., & Ashforth, B. E. (2001). Identification in work, war, sports, and religion: Contrasting the benefits and risks. Journal for the Theory of Social Behaviour, 31(2), 197-222.
  36. March J. G., & Simon H. A. (1958). Organizations. Wiley: New York. 2nd ed. 1993, Blackwell: Cambridge, MA.
  37. Markoczy, L. (2001). Consensus formation during strategic change. Strategic Management Journal, 22(11), 1013-1031.
  38. Mintzberg, H. (1973). Strategy-making in three modes. California Management Review, 16(2), 44-53.
  39. Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45(2), 119-134.
  40. Nutt P. C. (1999). Surprising but true: Half the decisions in organizations fail. Academy of Management Executive 13 (4), 75-90.
  41. Payne, G., Cruz-Suarez, A., & Prado-Román, A. (2018). Legitimacy as competitive advantage: A US airline case study. In: Díez-De-Castro E., Peris-Ortiz M. (eds) Organizational Legitimacy. Springer, Cham.
  42. Porck, J. P., van Knippenberg, D., Tarakci, M., Ateş, N. Y., Groenen, P. J., & de Haas, M. (2020). Do group and organizational identification help or hurt intergroup strategic consensus?. Journal of Management, 46(2), 234-260.
  43. Porter, M. E. (2008). On competition, updated and expanded edition. Harvard Business Review Book, Boston.
  44. Porter, M. E. (1997), Competitive Strategy. Measuring Business Excellence, 1(2), 12-17.
  45. Raes, A. M. L, Heijltjes, M. G, Glunk, U., & Roe, R. A. (2011). The interface of the top management team and middle managers: A process model. Academy of Management Review, 36(1), 102-126.
  46. Ramanujam, V., & Venkatraman, N. (1987). Planning system characteristics and planning effectiveness. Strategic Management Journal, 8(5), 453-468.
  47. Sedikides, C., & Gregg, A. P. (2008). Self-enhancement: Food for thought. Perspectives on Psychological Science, 3(2), 102-116.
  48. Tarakci, M., Ates, N. Y., Porck, J. P., van Knippenberg, D., Groenen, P. J., & de Haas, M. (2014). Strategic consensus mapping: A new method for testing and visualizing strategic consensus within and between teams. Strategic Management Journal, 35(7), 1053-1069.
  49. Quinn, J. B. (1980). Strategies for Change: Logical Incrementalism. Macmillan, New York.
  50. Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754-1788.
  51. Wooldridge, B., & Floyd S. W. (1990). The strategy process, middle management involvement, and organizational performance. Strategic Management Journal, 11(3), 231-241.
  52. Wooldridge, B., Schmid, T., & Floyd SW. (2008). The middle management perspective on strategy process: contributions, synthesis, and future research. Journal of Management, 34 (6), 1190-1221.
  53. Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). Sage.