Why do ceos fail while translating strategy into action?

dc.contributor.author	Blahová, Michaela
dc.date.accessioned	2010-12-22T08:52:03Z
dc.date.available	2010-12-22T08:52:03Z
dc.date.issued	2010
dc.identifier.issn	1211 – 555X
dc.identifier.uri	http://hdl.handle.net/10195/38061
dc.description.abstract	CEOs, corporate heads of strategy or shareholders are often connected with creating strategies that determine firms’ future. Many of them are brilliant strategic thinkers. Sadly, most of them are terrible at understanding how to put that thinking into a strategy process that awakes the whole organization. The biggest challenge is not formulation but rather implementation. Therefore, why do CEOs only talk about strategies and create strategy frameworks instead of turning them into action?	eng
dc.format	p. 26-31	cze
dc.language.iso	eng
dc.language.iso	eng
dc.publisher	Univerzita Pardubice	cze
dc.relation.ispartof	Scientific papers of the University of Pardubice. Series D, Faculty of Economics and Administration. 16 (1/2010)	eng
dc.subject	strategy	eng
dc.subject	strategy execution	eng
dc.subject	implementation	eng
dc.subject	CEOs	eng
dc.subject	strategy frameworks	eng
dc.title	Why do ceos fail while translating strategy into action?	eng
dc.type	Article	eng
dc.peerreviewed	yes	eng
dc.publicationstatus	published	eng