Chapter 5: Strategy Implementation as a Dynamic Capability: Going Beyond the Organizational Change Interface

Because of their intertwined histories and common raison d’être, strategy implementation and organizational change are sometimes difficult to differentiate from each other. Consequently, strategy implementation remains inadequately researched and taught. This paper develops the theory that to advance strategy implementation one must first understand how organizational change intersects it. It also argues that strategy implementation involves strategic activities and units of progress while organizational change involves specific change-related activities and outcomes. When these are operationalized effectively, as part of the strategy, to build the assemblage of processes, sub-processes and cognitions microfoundational to dynamic capabilities, superior performance should be the result.