10th U6+ Consortium of African Universities International Conference

Extant literature suggests that while organisations are relatively adept at strategy formulation, strategy implementation remains a persistent challenge for corporate leaders. This study examines this gap within the furniture industry in Zimbabwe, where numerous firms have struggled to sustain operations, with over ten large firms exiting the market in the past decade. The primary objective was to investigate the challenges faced by entrepreneurs and managers in executing formulated strategies and to identify critical success factors that facilitate effective alignment between formulation and implementation. Adopting a mixed-methods approach, the study identified both internal and external determinants influencing firm performance. Key internal factors include organisational structure, culture, resource availability, communication systems, human capital, reward mechanisms, training, coordination, and monitoring processes. Product differentiation and industry dynamics were also highlighted as significant contributors. The findings reveal that when effectively managed, these factors act as enablers of successful strategy implementation; however, failure to recognise and align them exacerbates the disconnect between planning and execution. The study further underscores the adverse impact of Zimbabwe’s volatile external business environment—characterised by inflation, exchange rate instability, high borrowing costs, and political uncertainty—on firm performance. Importantly, employee involvement emerged as a critical issue, with most employees excluded from the strategy formulation phase, thereby limiting ownership and commitment during implementation. The study concludes that inclusive leadership practices and adaptive strategic responses to environmental conditions are essential for achieving strategic objectives.