Factors Influencing Strategy
Date
2011-06-15
Authors
Sookram, Nushil
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Abstract
The major oil companies in South Africa constitute an important part of the South
African economy. They enable the economy to keep moving by means of the fuel
they produce and the thousands of people they employ directly or indirectly.
The purpose of this study was to identify the factors influencing strategy
implementation in major oil companies in South Africa, be it positively or
negatively. Such information, when known and acted upon, could facilitate the
obtaining of strategic goals by the companies.
A survey was conducted including both qualitative and quantitative data. The
survey also contained a ranking section and an open-ended question section to
determine any factors other than those in the literature review.
The literature review suggested that there were 23 possible variables that could
influence strategy implementation. The results of this study concluded that 14 of
the 23 variables identified from the literature review were important.
These variables were then grouped into six proposed factor groups from the
literature review. The results of the factor analysis grouped these into three factor
categories rather than the proposed six categories from the literature review.
These three were managerial influence, organisational structure and interactions,
and formulation and structured planning of strategy.
Vague strategy was recorded as the highest ranking variable. From the open
questions, six new variables were also identified that could influence strategy
implementation in major oil companies in South Africa.
As a result of this study, management of the major oil companies in South Africa
can be made aware of these factors that influence the strategy implementation in
their companies; it is hoped that this will assist the major oil companies to arrive at
their strategic goals
Description
MBA - WBS
Keywords
Strategic planning, Petroleum companies