This volume investigates why organizational strategies frequently fail during the execution phase and how managers can bridge the gap between formulation and performance. The editors, a group of distinguished scholars in management and business administration, synthesize current research to provide a comprehensive framework for understanding the mechanics of strategy implementation. By examining the intersection of governance, human capital, and control systems, the text argues that implementation is a distinct, manageable process rather than a byproduct of planning.

Experts identify this handbook as a rigorous academic resource suitable for researchers and advanced students of management. Readers frequently note the high density of the prose and the scholarly depth of the contributions provided by the contributors.