From Execution Deviation to Rule Updating:The Dynamic Calibration Mechanism of Enterprise Strategic Execution Capability under Uncertainty
Zhongxiong Peng¹ Kangyong Sun²
(1. Faculty of Business Administration, University of Macau, Macao 999078；2. Hitotsubashi University Business School, Tokyo Japan,101-8439）
Abstract: Under uncertainty, the key challenge of strategic execution lies not only in goal decomposition and performance control, but also in whether execution deviations can be identified, interpreted, and transformed into organizational rule updating in a timely manner. Existing studies have examined strategy implementation, resource reconfiguration, organizational learning, and management control, but they have offered limited explanation of the capability-generation logic through which execution deviations enter feedback learning and further change processes, indicators, authority arrangements, and resource allocation rules. Using theoretical analysis and management-scenario induction, this study constructs a dynamic calibration mechanism of “execution deviation–feedback learning–rule updating” and explains the coupling among strategic benchmark setting, action validation, resource concentration, feedback learning, and rule updating. Execution deviation is regarded not merely as a failure signal or control object, but as a trigger for strategic assumption review, organizational learning, and management rule updating. Strategic execution capability is therefore reflected in the continuous ability to institutionalize local execution experience into processes, indicators, authority arrangements, and resource allocation rules.
Keywords: strategic execution; dynamic calibration; execution deviation; organizational learning;rule updating
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