Subscribe to our Newsletter and get informed about new publication regulary and special discounts for subscribers!

ILSHS > ILSHS Volume 83 > A Conceptual Framework of Strategy Cascading in...
< Back to Volume

A Conceptual Framework of Strategy Cascading in the Mission-Based Organizations: A State-of-the-Art Review and Practical Template

Full Text PDF


What matters in strategic management for the organization and can move the organization forward, is translating the strategies developed in the strategic planning phase into the operational program in the implementation phase. In other words, cascading the strategic plan into a form of an operational program is a key to organizational success. Strategic success will be achieved if the right strategies are cascaded in the organization rightly. The purpose of this research is to provide a framework for the strategic plan cascading into steps and an operational process to facilitate its implementation in the organization. For this purpose, the mission-focused organizations were considered. These organizations go beyond profitability and following the implementation of strategies and action plans are in searching to fulfill the mission for which it is designed and developed. Here, the ultimate goal is to achieve a designated and defined mission. This qualitative analytic research is seeking to provide a framework for cascading organizational strategies using a scientific and applied approach. After presenting the research's conceptual framework, in order to test and analysis the model, using experts' viewpoints through a questionnaire required data was gathered and analyzed. The results and findings of this research show that for the implementation of the developed strategies, a systematic and stepwise model is needed that consists of several stages: the formulation of strategies, the prioritization of strategies with strategic tools, comparative studies to find the transformation of the strategy into the program, and finally the design of the operational program and its quantitative objectives and measures.


International Letters of Social and Humanistic Sciences (Volume 83)
M. Safari and M. Zamani Mazdeh, "A Conceptual Framework of Strategy Cascading in the Mission-Based Organizations: A State-of-the-Art Review and Practical Template", International Letters of Social and Humanistic Sciences, Vol. 83, pp. 1-10, 2018
Online since:
August 2018

[1] M.K. Allio, Strategic dashboards: designing and deploying them to improve implementation, Strategy & Leadership. 40(5) (2012) 24-31.


[2] M.T. Amini, S. Khabbaz, Strategy formulation using the comprehensive framework for strategic compilation - case study: Sahand Khodro Tabriz Co, Journal of Business Management. 1(2) (2009) 17-32.

[3] S.M. Arabi, Strategic Planning Manual, Cultural Research Bureau, Tehran, Iran, (2006).

[4] F.R. David, Fundamentals of strategic management, Macmillan Pub Co, (1986).

[5] F.R. David, How companies define their mission, Long Range Planning. 22(1) (1989) 90-97.


[6] F.R. David, Strategic management: Concepts and cases, Peaeson/Prentice Hall, (2011).

[7] D. Dmitrieva, A. Ilinova, A. Kraslawski, Strategic management of the potash industry in Russia, Resources Policy. 52 (2017) 81-89.


[8] P. Ghemawat, Competition and business strategy in historical perspective, Business History Review. 76(1) (2002) 37-74.


[9] S.F. Hoseini et al., Presentation the model of successful implementation strategy in Iranian automobile companies, Iranian Quarterly of Management Sciences. 9(36) (2014) 1-24.

[10] L.G. Hrebiniak, Making strategy work: Leading effective execution and change, FT Press, (2013).

[11] C. Jooste, B. Fourie, The role of strategic leadership in effective strategy implementation: Perceptions of South African strategic leaders, Southern African Business Review. 13(3) (2009).

[12] R.S. Kaplan, D.P. Norton, Strategy maps: Converting intangible assets into tangible outcomes, Harvard Business Press, (2004).

[13] R.S. Kaplan, D.P. Norton, The office of strategy management, Strategic Finance. 87(4) (2005) 8-30.

[14] S.X. Liu, C. de Bont, Barriers to strategic design: a perspective from China, She Ji: The Journal of Design, Economics, and Innovation. 3(2) (2017) 133-145.


[15] N. Mazloumi, A. Motavali, A model for the implementation of strategic plans, Management Studies Quarterly. 22(67) (2012) 19-45.

[16] H. Mintzberg, J. Lample, Reflection on the strategy process strategic thinking for the next economy, Sossey-Bass, 2001. Available at: http://sloanreview.

[17] M.M. Mondragón-Ixtlahuac, J.C. Cortés-Martínez, D.J. Delgado-Hernández, A strategic planning model for the passenger rail implementation process: The case of Mexico, Transport Policy. 55 (2017) 29-37.


[18] W. Mulcaster, Three strategic frameworks, Business Strategy Series. 10(1) (2008) 68-75.

[19] R. Nag, D.C. Hambrick, M.J. Chen, What is strategic management, really? Inductive derivation of a consensus definition of the field, Strategic Management Journal. 28(9) (2007) 935-955.


[20] F. Nickols, Strategy, strategic management, strategic planning and strategic thinking, Distance Consulting LLC, 2011, pp.1-8.

[21] N. Pröllochs, S. Feuerriegel, Business analytics for strategic management: Identifying and assessing corporate challenges via topic modelling, Information & Management. (2018).


[22] M.G. Pryor et al., Strategic implementation as a core competency: the 5P's model, Journal of Management Research. 7(1) (2007) 3-15.

[23] M. Safari, A conceptual model to explain strategic alignment in the financial services based on Balanced Scorecard, International Letters of Social and Humanistic Sciences. 43 (2014) 98-108.


[24] N. Shahlaee, Strategic management in armed forces, Quarterly Military Management. 28 (2007) 101-140.

[25] A. Toolsee, Successful criteria for implementing strategies within the banking industry, Doctoral dissertation, (2012).

[26] A.D. Chandler, Strategy and Structure, Massachusetts Institute of Technology Cambridge, (1962).

Show More Hide
Cited By:
This article has no citations.