| Failures of strategy execution, the need for improved strategy execution decision cognition, and use of improvement models to assess strategy implementation success have resulted in renewed interest in strategy execution. This qualitative phenomenological study explored the perceptions of a purposive sample of leaders directly involved in the strategy execution of Malcolm Baldrige National Quality Award recipient organizations. The study focus documented the participants' perceptions using the MBNQA Criteria for Performance Excellence framework in executing organizational strategies. Study results suggested areas for improvement in strategy execution through national quality award (NQA) assessment frameworks, organizational alignment, accountability assignment, identifying organizational challenges, and action plans linked to objectives and metrics with line-of-sight throughout each tier of the organization. |
