Successful strategy implementation: do dynamic capabilities matter?

Purpose This study investigates the influence of people, plan and process (3Ps) related antecedents on the extent of strategy implementation success and its subsequent impact on organizational performance. This study further investigates the moderating role of dynamic capabilities in the relationship between those antecedents and strategy implementation success. Design/methodology/approach The study follows a deductive approach and collected data from middle and senior managerial employees through a questionnaire survey. A total of 282 respondents participated in the study. The statistical software programs IBM SPSS 29, IBM SPSS AMOS 29, PROCESS Macros and Microsoft Excel were used to analyze the data and draw the statistical inferences. Findings The findings reveal that people and plan-related antecedents significantly influence strategy implementation success in organizational contexts. The influence of process related antecedents is also statistically insignificant. This study further reveals the moderating role of dynamic capabilities in the relationships between 3Ps related antecedents and strategy implementation success. The findings contribute to both the strategic management and dynamic capabilities literature and provide managerial guidelines for future strategic decision-making processes. Originality/value Research on strategy implementation is still negligible, and empirical evidence of a holistic approach is rare. This study could be considered one of the pioneering studies to conduct specific holistic or integrated model- or framework-based research to assess the influence of specifically categorized antecedents on strategy implementation success.