<![CDATA[Prior literature on strategy implementation established that organisations routinely fail to realise the performance potential of their formulated strategies, with execution failures consistently identified as the primary source of this shortfall. However, the construct responsible for closing this gap, execution consistency, implementation consistency, or execution discipline, remained unstabilised across the literature. This paper reviewed how this fragmentation arose and what was required to resolve it. Through a structured integrative review of four bodies of literature, covering the classical strategy process, business strategy, performance management systems, and strategy execution, the review identified that the instability stemmed from unresolved boundaries between execution consistency and two better-established adjacent constructs: business strategy upstream and performance management systems further upstream. The review concluded that execution consistency was a construct the literature recognised but had not yet built, and that construct-development work must begin with boundary specification before definitional, theoretical, measurement, and causal stabilisation could follow.]]>
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