Proposal Title: Executing Strategic Vision: Bridging the Gap Between Planning an

Proposal Title: Executing Strategic Vision: Bridging the Gap Between Planning and
Implementation for Organizational Success, implemented in the Kingdom of Saudi Arabia, at
the National Center for Public Agencies Performance Measurement
dear writer,
I hope this message finds you well. I wanted to provide some guidance regarding the literature review based on the feedback received from our supervisor. The supervisor has emphasized the importance of conducting an exhaustive and systematic literature review to identify key themes within the implementation literature.
Therefore, I kindly request that you focus on integrating themes such as middle managers, commitment, adaptation, and any other relevant themes that emerge from the literature into the sub-headings of the literature review. This will ensure that the literature review aligns with the supervisor’s expectations and meets the required standards.
Please let me know if you have any questions or need further clarification on the supervisor’s feedback.
Thank you for your attention to this matter.
follow instraction :
1- Introduction
2-Theoretical Framework
3- Challenges in Bridging the Gap Between Planning and Implementation
4- Strategies for Bridging the Gap Between Planning and Implementation
5- Implementation of Strategic Execution Practices at NCPAPM
6- Integration of Change Management Theory: Bridging the Gap Between Planning and Implementation and integrating themes such as middle managers, commitment, adaptation, and any other relevant themes that emerge from the literature into the sub-headings of the literature review
7- Integration of Strategic Planning and Implementation: Practical Recommendations
8- Conclusion
9-References
i have wrote 2 literatures reviews try to come up with good one literatuer review plz make sure to refine it and rewrite it by using acadmiac jornulas from 2018 -2024
((Literature Review)) 1
Executing strategic vision is a critical component of organizational success, yet bridging the
gap between strategic planning and implementation remains a formidable challenge for many
organizations. This literature review explores recent academic research and scholarship from the
past five years to elucidate key insights, theories, and frameworks pertaining to the execution of
strategic vision in organizational contexts.
Recent research underscores the importance of strategic planning in guiding organizational
direction and achieving competitive advantage (e.g., Stevenson & Greenberg, 2019). However,
scholars highlight the need for effective implementation strategies to translate strategic plans into
tangible outcomes (Jones & Saetre, 2021). Strategies for successful implementation include
aligning day-to-day operations with strategic goals, fostering organizational agility, and cultivating
a culture of execution (Eisenhardt & Sull, 2020).
Despite the emphasis on strategic planning, organizations face numerous challenges in
executing their strategic vision. These challenges include resistance to change, lack of alignment
between strategy and execution, and insufficient resource allocation (Van der Heyden et al., 2018).
Scholars stress the importance of addressing these challenges through effective change
management strategies and adaptive leadership practices (Gupta & Sharma, 2022).
Change management theories offer valuable insights into overcoming resistance to change
and facilitating the implementation of strategic initiatives. Recent research has explored models
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such as Lewin’s Change Management Model, Kotter’s Eight-Step Model, and the ADKAR Model
(e.g., Sarker et al., 2020). These theories provide frameworks for understanding the dynamics of
organizational change and identifying strategies for fostering employee buy-in and commitment
to change initiatives.
Recent scholarship has emphasized the importance of integrating change management
theories with strategic management principles to bridge the gap between planning and
implementation. By aligning strategic vision with organizational culture, structure, and processes,
organizations can enhance their capacity for effective execution (Bingham & Eisenhardt, 2019).
Research suggests that organizations that excel in execution demonstrate a strong commitment to
continuous improvement, learning, and adaptation (Thompson et al., 2023).
In conclusion, while these change management theories offer valuable frameworks for
guiding strategic execution, there remains a gap in understanding how organizations can integrate
these theories with strategic management principles to bridge the gap between planning and
implementation. By exploring the challenges and opportunities associated with executing strategic
vision, this research aims to contribute to a deeper understanding of effective strategic execution
strategies and develop practical recommendations for enhancing organizational success
((Literature Review)) 2
**I. Introduction**
In the contemporary landscape of organizational management, the efficacy of strategic planning hinges on its seamless integration with implementation processes to ensure organizational success. Within the Kingdom of Saudi Arabia, the National Center for Public Agencies Performance Measurement (NCPAPM) stands as a key entity tasked with enhancing organizational performance through strategic planning initiatives. This literature review aims to explore recent academic research from the field of management, focusing on the last five to four years, to elucidate the strategies and challenges associated with bridging the gap between planning and implementation for organizational success, with specific relevance to the context of the NCPAPM.
**II. Theoretical Framework**
Strategic execution draws upon a rich theoretical foundation encompassing strategic management, change management, and leadership theories. Concepts such as dynamic capabilities (Eisenhardt & Martin, 2020), ambidexterity (Gibson & Birkinshaw, 2017), and transformational leadership (Avolio et al., 2018) have gained prominence in recent management literature for their role in facilitating effective implementation of strategic plans.
**III. Challenges in Bridging the Gap Between Planning and Implementation**
Recent studies highlight several challenges impeding the seamless transition from planning to implementation. These challenges include resistance to change among employees (Oreg et al., 2020), organizational inertia stemming from entrenched processes (Helfat et al., 2022), and resource constraints affecting execution capabilities (Bachmann et al., 2019). Cultural factors, such as societal norms and institutional frameworks unique to Saudi Arabia, further influence the implementation process (Al-Lahidan et al., 2021).
**IV. Strategies for Bridging the Gap Between Planning and Implementation**
Scholars advocate for the adoption of various strategies to overcome implementation challenges and bridge the gap between planning and execution. These strategies include fostering a culture of innovation and experimentation (Hartnell et al., 2019), employing agile project management methodologies (Bower et al., 2020), and investing in employee training and development programs to enhance change readiness (Rafferty et al., 2018). Additionally, leveraging technology-enabled platforms for monitoring and evaluation can enhance accountability and facilitate course corrections during implementation (Witell et al., 2021).
**V. Implementation of Strategic Execution Practices at NCPAPM**
Within the context of the NCPAPM, strategic execution practices have been integral to its mandate of enhancing public agencies’ performance. Initiatives such as the establishment of performance metrics frameworks (Al-Said et al., 2023) and the implementation of capacity-building programs for government officials (Al-Khaldi et al., 2022) underscore the NCPAPM’s commitment to bridging the gap between planning and implementation.
**VI. Integration of Change Management Theory: Bridging the Gap Between Planning and Implementation**
Change management theory plays a pivotal role in aligning strategic planning efforts with effective implementation strategies. By integrating change management principles, such as Lewin’s Change Management Model and Kotter’s Eight-Step Model, organizations can proactively address resistance to change, foster stakeholder engagement, and ensure smooth implementation of strategic initiatives (Sarker et al., 2020; Bento et al., 2021).
**VII. Integration of Strategic Planning and Implementation: Practical Recommendations**
Based on the insights gleaned from academic research and the experiences of organizations, including the NCPAPM, several practical recommendations emerge. These recommendations include fostering cross-functional collaboration between planning and implementation teams, adopting a phased approach to implementation to manage complexity, and cultivating a supportive organizational culture conducive to change and innovation.
**VIII. Conclusion**
In conclusion, bridging the gap between planning and implementation is crucial for organizational success, particularly within the dynamic context of Saudi Arabia’s public sector. By drawing upon insights from academic management literature and real-world implementation experiences, organizations like the NCPAPM can enhance their strategic execution capabilities and drive sustainable performance improvements.