Strategy implementation (SI) is a significant managerial, and organizational challenge as many practitioners struggle to make strategies actionable and to achieve intended results. Moreover, there is no unified body of research on SI. This is problematic for academics aiming to contribute to a research-based body of knowledge on implementation. To remedy this problem, we draw on the strategy-as-practice perspective and conceptualize SI as a particular type of ‘strategy work’, manifest in the activities, actors, and tools through which strategy is executed. This conceptual framework allows us to synthesize the fragmented literature into five implementation practices: structure and process matching, resource matching, monitoring, framing, and negotiating. We show how these implementation activities operate at different levels and involve different actors and tools. With its emphasis on what managers (and other people) do within specific structural, temporal, and material arrangements, the strategy-as-practice perspective offers exciting opportunities for future implementation research.

战略实施 (SI) 是一项重大的管理和组织挑战，因为许多从业者努力使战略可行并实现预期结果。此外，没有统一的关于 SI 的研究机构。这对于旨在为基于研究的实施知识体系做出贡献的学者来说是有问题的。为了解决这个问题，我们利用战略即实践的观点，并将 SI 概念化为一种特殊类型的“战略工作”，体现在执行战略的活动、参与者和工具中。这个概念框架使我们能够将碎片化的文献合成为五个实施实践：结构和流程匹配、资源匹配、监控、框架和谈判。我们展示了这些实施活动如何在不同级别运作并涉及不同的参与者和工具。战略即实践视角强调管理者（和其他人）在特定结构、时间和物质安排中的行为，为未来的实施研究提供了令人兴奋的机会。