This thesis investigates the implementation of eleven strategic\ud
decisions in six organizations. The decisions concern the\ud
installation of new technology, the carrying out of various building\ud
programmes and the re-organization of organizational structures\ud
The organizations comprise a university, a water authority, two mail\ud
order companies and two chemical firms.\ud
The objective is to describe and explain implementation processes\ud
and outcomes. To this end, eleven independent variables and three\ud
dependent variables are distinguished. These conceptualise the\ud
success of implementation outcomes and define the factors which\ud
affect the level of success.\ud
Two groupings are isolated within the independent variables.\ud
The 'Enabler' group of variables is concerned with how familiar\ud
people are with what has to be implemented, the priority of\ud
implementation, having enough resources available, having a\ud
favourable organizational structure and maintaining a flexible\ud
approach during implementation. All these factors help to secure a\ud
moderate degree of success. However the second grouping of\ud
variables - the 'Realizers' - are required to achieve the highest\ud
level of success in implementation. These are to do with being\ud
clear about what has to be done and being able to evaluate what has\ud
been achieved, enjoying favourable conditions and support inside the\ud
organization, and having a little luck along the way.\ud
Conclusions are drawn about the levels of risk associated with\ud
implementing different topics and the steps which managers can take\ud
to reduce risk and enhance the chances of success