Our findings confirm three-way interactions among strategy types, interdepartmental connectedness, and control mechanisms for all realized strategy types.
Despite these bold efforts to change the corporate strategy, the realized strategy continued to be largely controlled by existing advertising customers in the newspaper business.
Even though the corporate office placed a high priority on the new product, the day-to-day operating decisions of the organization directed the realized strategy of the firm elsewhere.
We present a conceptual framework to separate and relate the concepts of strategy and business model: a business model, we argue, is a reflection of the firm's realized strategy.
Because divisional and operating managers as well as customers and capital markets—have such a powerful impact on the realized strategy of the firm, senior management might consider focusing less on the company's formal strategy and more on the processes by which the company allocates resources.
If divisional, middle, and operating managers as well as customers and capital markets—have such a powerful impact on the resource allocation process and, in turn, on the realized strategy of the firm, what does that imply for the role of corporate leaders?
The number of outpatient CTs with contrast enhancement increased by a factor of 2.1 in a 6-month period due to the realized strategy.
The high level of life quality and availability of workplaces are the main conditions providing a positive migratory growth of the territory, i.e. the considered indicator characterizes indirectly productivity of the region's transformation in TID within the realized strategy.
Second, the authors defined an emergent approach as a strategy that "accepts that a realized strategy emerges over time as the initial intentions collide with and accommodate to a changing reality".
The focus on co-publishing was the best realized strategy out of the three.
We distinguish between intended and realized plans and we propose an administrative system framework of structural (i.e., centralization, formalization, and specialization) and dynamic (i.e., interdepartmental connectedness and strategic control mechanisms) parameters for the effective implementation of realized strategies.
