Exploring strategy message affordance as mediator to strategy translation for enhanced implementation

Abstract

Orientation: Strategy implementation remains a persistent challenge in strategic management, with many organisations failing to bridge the gap between formulation and execution.
Research purpose: This study introduces the concept of strategy message affordance and investigates its role in enabling effective strategy translation, which is posited as a precursor to enhanced implementation outcomes.
Motivation for the study: Given the ongoing implementation gap observed in organisations, there is a need to explore alternative explanatory mechanisms better understand and address implementation failures.
Research design, approach and method: Using a qualitative research design, the study draws on semi-structured interviews conducted across two case organisations. Thematic analysis was used to identify patterns relating to message interpretation, strategic alignment and implementation dynamics.
Main findings: The study finds that enhanced implementation is enabled when the strategy message is consistently and personally conveyed, supported by inclusive organisational culture, cohesion and open communication. Furthermore, a management team that engages directly, demonstrates contextual awareness and recognises employees as individuals fosters trust, leading to improved strategic alignment at lower levels.
Practical/managerial implications: Organisations aiming to improve strategy execution should invest in deliberate, contextualised communication strategies and foster leadership behaviours that build interpersonal trust and collective understanding of the strategic agenda.
Contribution/value-add: This study advances the strategic management literature by conceptualising SMA and linking it to implementation success via the mediating role of strategy translation.