Does Change Help Link Strategy and Execution?

I've been thinking a lot lately about strategy and execution and how the two are linked. Brilliant execution of a lousy strategy will get you nowhere fast. But a brilliant strategy is useless if it is never properly executed. I think this is a common problem with corporations – good strategy and lousy execution. So I've been wondering how companies can improve that link between the two.

Does it have something to do with change? What I mean is, by consistenly changing your strategy, do employees become more focused on the execution of it? Do changes in strategy lead to better execution? Companies that stick with a similar strategy for too long may wind up with employees that are complacent about execution. Or not. I don't really know. Perhaps they have executed the same strategy for so many years they have mastered it.

I couldn't find any research on the subject, but I think it would be interesting to analyze companies that have undergone significant strategy changes to see if they executed those strategies better than companies with stale strategies. Of course, this could be the wrong analysis. Maybe I'm looking at the wrong thing. Maybe companies that don't change their strategy every so often aren't responding to new market forces, and that is why they fail. Maybe it has nothing to do with their lack of execution. Or maybe change makes execution refreshing.