Conceptualizing and measuring strategy implementation – a multi-dimensional view

Through quantitative methodological approaches for studying the strategic management and planning process, analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors provides evidence on the measurement properties of a multi-dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub-constructs (the ten dimensions) are uni-dimensional factors with acceptable reliability and validity; whilst using three additional measures, and correlation and hierarchical regression analysis, the nomological validity for the multi-dimensional strategy implementation construct was established. Relative importance of ten strategy implementation dimensions (activities) for practicing managers is highlighted, with the mutually and combinative effects drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation

Cooperation in R&D: patenting, licensing and contracting

In this paper we review some of the literature on R&D collective arrangements using game theoretical concepts and considering various settings, involving either complete or incomplete contracts. Patent protection, licensing in various industry contexts as well as the role of various factors such as product differentiation, innovation magnitude and asymmetric information are considered. The relation of innovative activity to the intensity of competition is reconsidered and the benefit of various types of cooperative R&D-agreements in presence of externalities are reviewed. The last two sections are devoted to contracting issues