<![CDATA[Strategy implementation is a critical point that determines whether strategic choices actually result in changes in organizational performance. This article aims to compile an integrative synthesis of how strategy is translated into action through four layers of mechanisms: strategy translation, organizational architecture, human orchestration, and learning-control. The research uses an integrative literature review method with the main sources Chapter 9 and Chapter 10 Wheelen and Hunger (2012), which are enriched by fourteen reputable scientific articles on strategy implementation, organizational design, middle management, leadership, culture, dynamic capabilities, and digital transformation. The analysis is carried out through concept extraction, mechanism grouping, cross-source comparison, and propositional synthesis. The results show that the effectiveness of implementation is primarily determined by the horizontal alignment between programs, budgets, processes, structures, capabilities, incentives, and cultures, as well as vertical alignment between corporate goals, unit goals, and individual behavior. Structure and staffing should not be treated as final administrative decisions, but rather as organizational hypotheses that are continuously tested through initial indicators, results, and feedback. The role of middle managers, sensemaking, emotion regulation, and data governance are becoming increasingly important in digital transformation. The article proposes a four-layer framework that can be used for the diagnosis of implementation readiness and the development of an empirical research agenda. digital.]]>
