As indicated by the literature, leader behaviors, salient management practices (management by objectives and compensation practices), organizational structure, and organizational culture were chosen as the dimensions with the greatest impact on business/competitive strategy implementation. So as not to over-generalize, business level strategies were collapsed into two Ð retrenchment and growth. For similar reasons, the competitive strategy schema was simplified in such a way that competition only on the basis of price and innovation was retained. Informed by relevant literature and case studies, implementation guidelines were crafted that appear to have considerable practical utility
