战略规划实施是地方本科高校实现目标管理的关键环节，不仅体现了高校治理能力的综合水平，更是实现自身内涵式发展的内在要求。然而，战略规划实施易受到各种因素的制约，直接或间接地影响战略规划实施的效果。现阶段，经济社会快速发展以及人们对高等教育需求的改变，使地方本科高校在组织定位、办学质量提升、服务地方发展等方面面临诸多挑战，增加了地方本科高校战略规划实施的不确定性。

地方本科高校战略规划实施是组织行动者在我国高等教育情境下的系统行动过程。本研究以A大学为个案，以案例高校“十三五”发展规划的实施为研究对象，通过访谈法、观察法和实物收集法收集A大学战略规划实施的相关资料，以组织学新制度主义、系统组织理论、霍恩-米特模型为视角，借鉴质性研究方法，对案例高校战略规划实施的策略选择、组织行动和实施结果进行分析。经过上述研究，本文主要有如下发现：

首先，地方本科高校战略规划实施的策略选择是组织基于自身资源禀赋，应对环境变化的适应性行动。资源禀赋塑造了地方本科高校的战略规划实施能力，对其战略规划实施产生了内生性的作用，制度环境则对规划实施起到制约与保障的作用。在制度环境和技术环境影响下，地方本科高校采用同形竞争策略、错位竞争策略和社会网络构建策略，以获取外部合法性，拓展资源获取渠道。其次，战略规划实施的组织行动是高校在战略目标的引领下，基于效率逻辑的组织化行动。地方本科高校通过意义建构、任务传递、行动强化等组织行动，藉由科层化组织结构对战略任务加以落实。组织成员由于所处的位置、个体偏好和执行能力存在差异，呈现出差异化的行动选择。第三，对战略规划实施结果的定量与定性评估后发现，地方本科高校通过系统化实施战略规划，其目标达成度、预测准确率均有提升，对组织-成员发展起到了推动作用。在上述结论基础上，本研究形成了地方本科高校战略规划实施的概念模型。

本研究的贡献在于，聚焦于地方本科高校战略规划实施的核心问题，构建了适合我国高等教育情境的战略规划实施研究的分析框架和概念模型。研究有助于揭示地方本科高校战略规划实施现象发生的本质，在理论上对战略实施理论进行补充。同时，将我国高等教育情境作为战略规划实施的本土化背景纳入战略管理理论话语中，在一定程度上是对该理论的丰富。

The implementation of strategic planning is a crucial link for local undergraduate universities to achieve objective management, which not only reflects the comprehensive level of university governance ability, but also is the inherent requirement to realize their connotative development. However, the implementation of strategic planning is susceptible to the complex environment, which directly or indirectly affects the effect of strategic planning implementation. At this stage, the change of people's demand for higher education caused by the rapid economic and social development makes local undergraduate universities face many challenges in organizational positioning, improving the quality of running schools, serving local development, etc., which increases the uncertainty of the implementation of strategic planning of local undergraduate universities.

The implementation of strategic planning in local undergraduate universities is a systematic process of organizational actors in the context of higher education in China. This study takes University A as a case study and focuses on the implementation of its “13th Five-Year”Development Plan. Relevant data on the implementation of the strategic plan at University A was collected through interviews, observations, and physical evidence collection methods. From the perspectives of Organizational Neo-institutionalism, System Organization Theory, and the Horn-Meter Model, qualitative analysis methods were used to analyze the strategic choices, organizational actions, and implementation results of the university's strategic planning. Based on the aforementioned research, this paper makes the following key findings:

Firstly, the strategic choices for implementing strategic plans in local undergraduate universities represent adaptive actions taken by organizations based on their resource endowments to respond to environmental changes. Resource endowments shape the implementation capability of strategic plans in local undergraduate universities and have an endogenous effect on their implementation. At the same time, the institutional environment plays a restrictive and protective role in plan implementation. Influenced by institutional and technological environments, local undergraduate universities adopt isomorphic competition, dislocation competition, and social network construction strategies to obtain external legitimacy and expand resource acquisition channels.

Secondly, organizational actions for implementing strategic plans are organized actions based on efficiency logic under the guidance of strategic goals. Local undergraduate universities implement strategic tasks through bureaucratic organizational structures via organizational actions such as meaning construction, task transmission, and action reinforcement. Due to differences in positions, individual preferences, and execution capabilities, organization members exhibit differentiated action choices.

Thirdly, after quantitative and qualitative assessments of the implementation results of strategic planning, it is found that local undergraduate universities have improved their goal achievement and prediction accuracy through systematic implementation of strategic planning, which has promoted the development of the organization and its members. Based on the above conclusions, this study has formed a conceptual model for the implementation of strategic planning in local undergraduate universities.

The contribution of this study lies in its focus on the core issues of strategic planning implementation in local undergraduate universities, and the construction of an analytical framework and conceptual model suitable for research on strategic planning implementation in the context of higher education in China. The study helps to reveal the essence of the phenomenon of strategic planning implementation in local undergraduate universities and theoretically complements the theory of strategic implementation. Meanwhile, incorporating the context of higher education in China as the localization background of strategic planning implementation into the discourse of strategic management theory enriches the theory to a certain extent.