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Journal articles on the topic 'Strategic planning theory'

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Published: 4 June 2021

Last updated: 2 February 2022

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1

Tambovtsev, Vitaliy L., and Irina A. Rozhdestvenskaya. "Strategic planning theory: An institutional perspective." Terra Economicus 18, no. 2 (June 25, 2020): 22–48. http://dx.doi.org/10.18522/2073-6606-2020-18-2-22-48.

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2

Hutchins, Michael, Kevin Willis, and Robert J. Wiese. "Strategic collection planning: Theory and practice." Zoo Biology 14, no. 1 (1995): 5–25. http://dx.doi.org/10.1002/zoo.1430140103.

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3

Faludi, Andreas. "Towards a theory of strategic planning." Netherlands Journal of Housing and Environmental Research 1, no. 3 (September 1986): 253–68. http://dx.doi.org/10.1007/bf02505800.

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4

Lederer, Albert L., and Salmela Hannu. "Toward a theory of strategic information systems planning." Journal of Strategic Information Systems 5, no. 3 (September 1996): 237–53. http://dx.doi.org/10.1016/s0963-8687(96)80005-9.

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5

McDonald, Malcolm. "Strategic marketing planning: Theory, practice and research agendas." Journal of Marketing Management 12, no. 1-3 (January 1996): 4–27. http://dx.doi.org/10.1080/0267257x.1996.9964398.

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6

Ginsberg, Ari. "‘New age’ strategic planning: Bridging theory and practice." Long Range Planning 30, no. 1 (February 1997): 125–28. http://dx.doi.org/10.1016/s0024-6301(96)00106-9.

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7

Wolf, Carola, and Steven W. Floyd. "Strategic Planning Research: Toward a Theory-Driven Agenda." Journal of Management 43, no. 6 (March 26, 2013): 1754–88. http://dx.doi.org/10.1177/0149206313478185.

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8

Hamdi, N. "Briefing: Strategic action planning: linking practice to theory." Proceedings of the Institution of Civil Engineers - Municipal Engineer 145, no. 4 (December 2001): 311–15. http://dx.doi.org/10.1680/muen.2001.145.4.311.

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9

Foose, Tom. "Commentary on “Strategic Collection Planning: Theory and Practice”." Zoo Biology 14, no. 1 (1995): 63–65. http://dx.doi.org/10.1002/zoo.1430140120.

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10

Ellis, Susie. "Commentary on “strategic collection planning: Theory and practice”." Zoo Biology 14, no. 1 (1995): 49–51. http://dx.doi.org/10.1002/zoo.1430140115.

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11

Effendi, Usman, Retno Astuti, and Diana Candra Melati. "Development Strategies of Chocolate Business Using Quantitative Strategic Planning Matrix (QSPM) and Multi Attribute Utility Theory (MAUT) at “Kampung Coklat”, Blitar." Industria: Jurnal Teknologi dan Manajemen Agroindustri 6, no. 1 (April 30, 2017): 31–40. http://dx.doi.org/10.21776/ub.industria.2017.006.01.5.

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12

Morozov, O. V., M. A. Vasiliev, and A. G. Biryukov. "Strategic Planning in the Russian Federation: Theory, Practice, Methodology." Vestnik of the Plekhanov Russian University of Economics, no. 6 (December 12, 2019): 124–48. http://dx.doi.org/10.21686/2413-2829-2019-6-124-148.

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After adopting the federal law ‘About Strategic Planning in the Russian Federation’ strategic planning in the country was investigated. Methodological foundation of setting goals, fixing horizons of strategic planning was shaped by works of overseas and home experts in the field of institutional construction, system -genetics, structural analysis, quantitative modeling. The authors researched ideas about national development put forward by followers of liberal logics of step-by-step social engineering and representatives of historicism doctrine of theological planning of public development and showed possibilities of their combination. Disadvantages in public spheres of state activities dealing with forecasting, planning, programming and resource supply for the development, which are understood as elements of strategic planning were analyzed. The authors studied objective contradictions and risks in home practice of strategic planning and substantiated the necessity to upgrade institute of state programs in the Russian Federation. They rejected the dominance of once-only assignments and decisions in favour of documents of strategic planning. The method of finding optimum values for income distribution of the consolidated budget of the Russian Federation by levels of budget system was put forward. The three-level budget system of the country is considered as institute, instrument and resource source of strategic planning. The hypothesis about possibility to reach the optimum structure of budget system, which could create conditions for including sub-national bodies of power in implementation of national projects was substantiated.

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13

Jaana, Mirou, Mari Teitelbaum, and Tyson Roffey. "IT STRATEGIC PLANNING IN HOSPITALS: FROM THEORY TO PRACTICE." International Journal of Technology Assessment in Health Care 30, no. 3 (July 2014): 289–97. http://dx.doi.org/10.1017/s0266462314000269.

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Objectives: To date, IT strategic planning has been mostly theory-based with limited information on “best practices” in this area. This study presents the process and outcomes of IT strategic planning undertaken at a pediatric hospital (PH) in Canada.Methods: A five-stage sequential and incremental process was adopted. Various tools / approaches were used including review of existing documentation, internal survey (n = 111), fifteen interviews, and twelve workshops.Results: IT strategic planning was informed by 230 individuals (12 percent of hospital community) and revealed consistency in the themes and concerns raised by participants (e.g., slow IT projects delivery rate, lack of understanding of IT priorities, strained communication with IT staff). Mobile and remote access to patients’ information, and an integrated EMR were identified as top priorities. The methodology and used approach revealed effective, improved internal relationships, and ensured commitment to the final IT strategic plan. Several lessons were learned including: maintaining a dynamic approach capable of adapting to the fast technology evolution; involving stakeholders and ensuring continuous communication; using effective research tools to support strategic planning; and grounding the process and final product in existing models.Conclusions: This study contributes to the development of “best practices” in IT strategic planning, and illustrates “how” to apply the theoretical principles in this area. This is especially important as IT leaders are encouraged to integrate evidence-based management into their decision making and practices. The methodology and lessons learned may inform practitioners in other hospitals planning to engage in IT strategic planning in the future.

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14

Brock, David M. "Towards a Contingency Theory of Planning." Journal of Management & Organization 1, no. 1 (January 1995): 17–25. http://dx.doi.org/10.1017/s1833367200006398.

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AbstractAlthough most managers and researchers believe planning is beneficial for organizations, many research studies have failed to prove these benefits are significant. Methodological problems have certainly detracted from researchers' abilities to show a planning-performance linkage.The article deals with definitional issues about planning and five planning modes. Contingency propositions are developed to link the planning modes with several strategic and contextual situations. For example, it is argued that, while (1) prospector-type strategies are best implemented with externally oriented planning systems like longer-range planning or strategic planning, (2) defender-type strategies are better with internal orientations, like comprehensive planning or implementation-oriented planning. In addition to strategy, other contingency variables examined are user sector, purchase frequency and the stage of product life cycle in which the planning is undertaken.Planning has adherents as well as detractors among managers and academics. Both sides of the debate can be seen in Mintzberg's (1994a & 1994b) recent publications on the “rise and fall” and “fall and rise” of strategic planning. Many have pointed to planning's benefits to organisations (eg Ansoff, 1977; Bryson, 1988; Langley, 1988). Yet research studies have failed to prove that these benefits are significant (eg Fredrickson & Mitchell, 1984; Fulmer & Rue, 1974; Grinyer & Norburn, 1975; Powell, 1992; Robinson & Pearce, 1983; Pearce, Freeman, & Robinson, 1987). Pearce, et al. (1987) noted a lack of attention to contextual influences; inconsistencies in operationalisation of planning; measurement validity problems; ignoring implementation factors, time frames, and size effects as the methodological problems in this area of research that may have affected researchers' chances of finding the expected link. Rhyne (1986: 423) also argued that some ambiguous findings were attributable to “the manner in which planning was actually carried out, rather than to planning itself”.Another possible weakness in the “planning” research is that it has not discriminated between modes or approaches to planning. The assumption seems to have been that “more planning is better,” or that longer-term, strategic planning should work in all or most contexts (Bryson, 1988; Eadie, 1983; James, 1984). The present article questions this view and suggests that less sophisticated planning may be better suited to some contexts and more elaborate approaches to others. Robinson and Pearce (1983) support such an approach, suggesting that less formalised planning may be preferable in certain situations.The article builds on Hofer's (1975) “contingency theory of business strategy,” as well as on Hambrick and Lei's (1985) “prioritization of contingency variables.” From a theoretical standpoint, a contingency approach is particularly well suited to strategy-related research (Galbraith & Kazanjian, 1986; Hofer, 1975) and this approach could hold the solution to an understanding of the elusive planning-performance link. Although past planning research has failed to provide conclusive evidence that a given planning system helps performance in all situations, certain planning systems may work well in some contexts but not in others.This article begins with a brief discussion of planning and some definitions of different planning modes. A number of contingency propositions are then developed to link these planning modes with variables that are of interest to contemporary management researchers and practitioners.

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15

Brock, David M. "Towards a Contingency Theory of Planning." Journal of the Australian and New Zealand Academy of Management 1, no. 1 (January 1995): 17–25. http://dx.doi.org/10.5172/jmo.1995.1.1.17.

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AbstractAlthough most managers and researchers believe planning is beneficial for organizations, many research studies have failed to prove these benefits are significant. Methodological problems have certainly detracted from researchers' abilities to show a planning-performance linkage.The article deals with definitional issues about planning and five planning modes. Contingency propositions are developed to link the planning modes with several strategic and contextual situations. For example, it is argued that, while (1) prospector-type strategies are best implemented with externally oriented planning systems like longer-range planning or strategic planning, (2) defender-type strategies are better with internal orientations, like comprehensive planning or implementation-oriented planning. In addition to strategy, other contingency variables examined are user sector, purchase frequency and the stage of product life cycle in which the planning is undertaken.Planning has adherents as well as detractors among managers and academics. Both sides of the debate can be seen in Mintzberg's (1994a & 1994b) recent publications on the “rise and fall” and “fall and rise” of strategic planning. Many have pointed to planning's benefits to organisations (eg Ansoff, 1977; Bryson, 1988; Langley, 1988). Yet research studies have failed to prove that these benefits are significant (eg Fredrickson & Mitchell, 1984; Fulmer & Rue, 1974; Grinyer & Norburn, 1975; Powell, 1992; Robinson & Pearce, 1983; Pearce, Freeman, & Robinson, 1987). Pearce, et al. (1987) noted a lack of attention to contextual influences; inconsistencies in operationalisation of planning; measurement validity problems; ignoring implementation factors, time frames, and size effects as the methodological problems in this area of research that may have affected researchers' chances of finding the expected link. Rhyne (1986: 423) also argued that some ambiguous findings were attributable to “the manner in which planning was actually carried out, rather than to planning itself”.Another possible weakness in the “planning” research is that it has not discriminated between modes or approaches to planning. The assumption seems to have been that “more planning is better,” or that longer-term, strategic planning should work in all or most contexts (Bryson, 1988; Eadie, 1983; James, 1984). The present article questions this view and suggests that less sophisticated planning may be better suited to some contexts and more elaborate approaches to others. Robinson and Pearce (1983) support such an approach, suggesting that less formalised planning may be preferable in certain situations.The article builds on Hofer's (1975) “contingency theory of business strategy,” as well as on Hambrick and Lei's (1985) “prioritization of contingency variables.” From a theoretical standpoint, a contingency approach is particularly well suited to strategy-related research (Galbraith & Kazanjian, 1986; Hofer, 1975) and this approach could hold the solution to an understanding of the elusive planning-performance link. Although past planning research has failed to provide conclusive evidence that a given planning system helps performance in all situations, certain planning systems may work well in some contexts but not in others.This article begins with a brief discussion of planning and some definitions of different planning modes. A number of contingency propositions are then developed to link these planning modes with variables that are of interest to contemporary management researchers and practitioners.

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16

Pita, Zijad, France Cheong, and Brian Corbitt. "Strategic Information Systems Planning (SISP)." International Journal of Strategic Decision Sciences 1, no. 2 (April 2010): 28–61. http://dx.doi.org/10.4018/jsds.2010040102.

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This study examines the use of formal Strategic Information Systems Planning (SISP) approaches and methodologies in Australia. The authors analyze the relationships between SISP success, SISP objectives, company size/type and SISP approaches and methodologies. The authors find that the most popular methodologies are not the most successful. Emerging methodologies, such as Fuzzy Cognitive Maps and Information Engineering, could be considered for improving the success of SISP. They also find that a combination of SISP approaches is more successful than the implementation of any one approach. This can be interpreted that the boundary lines that distinguish theoretical approaches are blurred and that SISP theory needs a new way of thinking to stay relevant for practice. In addition, many findings of significant importance to SISP practitioners, in the context of various industries, are presented.

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17

Roll, Richard, and Stephen A. Ross. "The Arbitrage Pricing Theory Approach to Strategic Portfolio Planning." Financial Analysts Journal 51, no. 1 (January 1995): 122–31. http://dx.doi.org/10.2469/faj.v51.n1.1868.

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18

Frias, Roberth, and Maria Medina. "Balanced Scorecard in the strategic planning of a construction company." Journal of Global Management Sciences 1, no. 1 (December 24, 2018): 1. http://dx.doi.org/10.32829/gms.v1i1.57.

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This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

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19

Chen, Zhiqi. "A Theory of International Strategic Alliance." Review of International Economics 11, no. 5 (November 2003): 758–69. http://dx.doi.org/10.1046/j.1467-9396.2003.00416.x.

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20

Ahmed Soliman, Mohammed. "STRATEGIC PLANNING OF THE EGYPTIAN CITY BETWEEN THEORY AND PRACTICE." JES. Journal of Engineering Sciences 46, no. 4 (July 1, 2018): 504–17. http://dx.doi.org/10.21608/jesaun.2018.114672.

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21

Farris, James R. "Translating Theory to Practice: A Strategic Matrix for Police Planning." Journal of Crime and Justice 10, no. 2 (January 1987): 23–43. http://dx.doi.org/10.1080/0735648x.1987.9721347.

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22

Balducci, Alessandro, Luuk Boelens, Jean Hillier, Torill Nyseth, and Cathy Wilkinson. "Introduction: Strategic spatial planning in uncertainty: theory and exploratory practice." Town Planning Review 82, no. 5 (January 2011): 481–501. http://dx.doi.org/10.3828/tpr.2011.29.

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23

Toone, William D. "A curator's response to “strategic collection planning: Theory and practice”." Zoo Biology 14, no. 1 (1995): 42–45. http://dx.doi.org/10.1002/zoo.1430140112.

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24

Vasiltsov, V. S., and V. M. Vasiltsova. "STRATEGIC PLANNING OF ARCTIC SHELF DEVELOPMENT USING FRACTAL THEORY TOOLS." Journal of Mining Institute 234, no. 6 (December 25, 2018): 663–72. http://dx.doi.org/10.31897/pmi.2018.6.663.

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25

Subramoniam, Ramesh, Donald Huisingh, and Ratna Babu Chinnam. "Aftermarket remanufacturing strategic planning decision-making framework: theory & practice." Journal of Cleaner Production 18, no. 16-17 (November 2010): 1575–86. http://dx.doi.org/10.1016/j.jclepro.2010.07.022.

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26

George, Bert, and Sebastian Desmidt. "Strategic-Decision Quality in Public Organizations: An Information Processing Perspective." Administration & Society 50, no. 1 (May 4, 2016): 131–56. http://dx.doi.org/10.1177/0095399716647153.

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This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision making and (b) decision makers contribute to strategic-decision quality by exchanging information during decision making. These assumptions are tested upon 55 Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement, and performance management. Information exchange by decision makers during decision making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning, and performance management contribute to strategic-decision quality while performance measurement does not.

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27

Shuman, Jeffrey C., and John A. Seeger. "The Theory and Practice of Strategic Management in Smaller Rapid Growth Firms." American Journal of Small Business 11, no. 1 (July 1986): 7–18. http://dx.doi.org/10.1177/104225878601100101.

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This article contrasts the theory of strategic planning with actual practice in smaller rapid growth companies. The literature on strategic planning in general and smaller organizations in particular is synthesized into a normative planning structure and framework. The resulting model is then contrasted with actual planning practice within the 500 fastest growing privately held companies (ranked according to percentage of sales increases) in the United States.

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28

Alexander, Ernest R. "“Planning” or e-Planning?" International Journal of E-Planning Research 3, no. 1 (January 2014): 1–15. http://dx.doi.org/10.4018/ijepr.2014010101.

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Planning theory is hardly relevant for E-Planning, because generic “planning” does not exist for practical purposes, except as distinct planning practices. E-Planning is such a practice, with implications for E-Planning theory, education and practice. Defining planning as “what planners do” makes planning a socially recognized practice; for such practices “planning” always has a qualifyer: urban-, environmental- or strategic planning. Meaningful discussion of planning demands contingent referents not abstract generalizations. Diverse planning practices are identifyable on several dimensions: sector, level or domain, and country. With various actors and blends of usable knowledge, planning practices contribute expertise to the co-construction of knowledge. The case for E-Planning follows the prototype of spatial planning, including tools: knowledge that E-planners contribute; practice: the E-Planner's role and social purpose; and context: E-planners' workplaces and their institutional environment. Evidence of institutionalization (including the IJEPR) confirms that E-Planning is a real planning practice, with E-Planning theory in development and awaiting integration.

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29

WESCOTT, GEOFF. "The Theory and Practice of Coastal Area Planning: Linking Strategic Planning to Local Communities." Coastal Management 32, no. 1 (January 2004): 95–100. http://dx.doi.org/10.1080/08920750490247535.

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30

Baporikar, Neeta. "CSF Approach for IT Strategic Planning." International Journal of Strategic Information Technology and Applications 4, no. 2 (April 2013): 35–47. http://dx.doi.org/10.4018/jsita.2013040103.

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Although the purpose of strategic planning is straightforward - to outline where an organization wants to go and how it’s going to get there - its nature is complex and dynamic. Two techniques, the critical success factor (CSF) method and future scenario planning, can augment strategic planning efforts by illuminating an organization’s present situation and potential future. This paper explores the value of enhancing typical strategic planning techniques with the CSF method and presents an integrated framework for helping organizations understand the broad range of interrelated elements that influence strategy development for Information Technology (IT). Critical success factors are defined as the handful of key areas where an organization must perform well on a consistent basis to achieve its mission. CSFs can be derived through a document review, analysis of the goals, objectives of key management personnel and interviews with individuals about their specific domain and the barriers they encounter in achieving their goals and objectives. The paper synthesizes documented theory and research in strategic planning and CSFs and provides insights and lessons regarding the value and limitations of the integrated strategic planning framework in the context of IT. Through a method of in-depth literature review and contextual analysis, the paper incorporates suggestions for future work which include: exploring the use of IT in unit-level planning and organizational strategic planning, creating an integrated strategic planning process and connecting CSFs directly to one another in the monitoring stages to support the integrated framework, for an holistic strategic planning process.

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31

Granqvist, Kaisa, Raine Mäntysalo, Hanna Mattila, Antero Hirvensalo, Satu Teerikangas, and Helka Kalliomäki. "Kaupungin strateginen spatiaalinen suunnittelu – Navigointia eri mittakaavatasojen ja rationaliteettien välillä." Yhdyskuntasuunnittelu-lehti 57, no. 1 (April 11, 2019): 11–25. http://dx.doi.org/10.33357/ys.80322.

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This article scrutinises the role of communicative and strategic rationalities in the strategic spatial planning of a city. With an analytical framework that draws on Habermas’ theory of communicative action, the article identifies communicatively and strategically rational action orientations in competitive and collaborative settings at different scales of strategic spatial planning. The analytical feasibility of the framework is examined by analysing strategic spatial planning in the city of Turku (Finland). By providing insights on the central role of strategic rationality, the article contributes to the theoretical discourse on strategic spatial planning that has been strained by an overemphasis on communicative rationality. Regarding relevance to planning practice, the article adds to the understanding of the complex governance networks in which a city engages in its strategic spatial planning.

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32

Buzzelli, Michael D., and Derek J. Allison. "Proposed Strategic Mandates for Ontario Universities: An Organizational Theory Perspective." Articles 47, no. 3 (December 20, 2017): 170–91. http://dx.doi.org/10.7202/1043244ar.

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This paper presents an empirical analysis of the Ontario-led strategic mandate agreement (SMA) planning exercise. Focusing on the self-generated strategic mandates of five universities (McMaster, Ottawa, Queen’s, Toronto, and Western), we asked how universities responded to this exercise of strategic visioning? The answer to this question is important because the SMA process is unique in Ontario, and universities’ responses revealed aspects of their self-understanding. We adopted an organizational theory approach to understand the structure and nature of universities as organizations and explored how they might confront pressures for change. Analysis of the universities’ own proposed strategic mandates found elements of both conformity and striking differentiation, even within this sample of five research-intensive university SMAs. Directions for further work on this planning exercise and on higher education reform more generally are discussed.

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33

Sköldberg, Kaj. "The alchemy of planning cultures: Towards a theory of strategic change." Scandinavian Journal of Management 8, no. 1 (January 1992): 39–71. http://dx.doi.org/10.1016/0956-5221(92)90005-y.

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34

Oliveira, Eduardo Henrique da Silva. "Place branding in strategic spatial planning." Journal of Place Management and Development 8, no. 1 (March 9, 2015): 23–50. http://dx.doi.org/10.1108/jpmd-12-2014-0031.

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Purpose – This paper aims to firstly depict the theoretical links between place branding and strategic spatial planning to provide further theoretical and conceptual foundations. Secondly, it aims to explore the roots of place branding theory and practice in Portugal, as well as how place branding has been approached (or not) in spatial development plans, strategic initiatives and policy documents by stating the territorial, spatial-economic and sectoral development trajectories for the country and its northern region. Design/methodology/approach – A content analysis of 20 spatial development plans, strategies and policy documents (of 30 identified), published by Portuguese authorities, the European Union (EU) and the Organisation for Economic Co-operation and Development, mainly for the period between 2014 and 2020, has been used. Findings – Empirical evidence shows that tourism-oriented promotion initiatives, investment-oriented marketing campaigns and communication strategies uniquely supported by visual elements and aesthetic values (e.g. logos and slogans) deserve more attention from authorities in charge of spatial planning and policy-making. Place branding is an absent term. Moreover, there is inconsistency between current research and practice on place branding and how it has been incorporated in strategic spatial planning at EU, national and regional levels. Research limitations/implications – Whilst some of the research findings are place-specific (Portugal and its northern region), this exploratory paper aims to present a better understanding of the way in which places and branding can be conceptually addressed, primarily by assigning a spatial dimension to the idea of branding places and its alignment with strategic spatial planning and spatial plan-making. Originality/value – This paper critically explores the actual or potential roles of place branding as an instrument for the attainment of strategic spatial planning goals through its integration in plan and policy-making. By guiding the attention of academics, practitioners and policymakers towards a strategic spatially oriented approach to place branding, the paper brings an alternative view to the scholarly and professional debate on place branding.

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35

Buzzelli, Michael D., and Derek J. Allison. "Proposed Strategic Mandates for Ontario Universities: An Organizational Theory Perspective." Canadian Journal of Higher Education 47, no. 3 (December 20, 2017): 170–91. http://dx.doi.org/10.47678/cjhe.v47i3.187944.

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This paper presents an empirical analysis of the Ontario-led strategic mandate agreement (SMA) planning exercise. Focusing on the self-generated strategic mandates of five universities (McMaster, Ottawa, Queen’s, Toronto, and Western), we asked how universities responded to this exercise of strategic visioning? The answer to this question is important because the SMA process is unique in Ontario, and universities’ responses revealed aspects of their self-understanding. We adopted an organizational theory approach to understand the structure and nature of universities as organizations and explored how they might confront pressures for change. Analysis of the universities’ own proposed strategic mandates found elements of both conformity and striking differentiation, even within this sample of five research-intensive university SMAs. Directions for further work on this planning exercise and on higher education reform more generally are discussed.

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36

Stevenson, Miranda F. "Getting the planning into practice: Comments and review of strategic collection planning: Theory and practice." Zoo Biology 14, no. 1 (1995): 27–28. http://dx.doi.org/10.1002/zoo.1430140104.

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37

Maingi, Jackson K., Zachary B. Awino, Peter O. K’Obonyo, and Ganesh P. Pokhariyal. "The Role of Employee Behaviour and Organizational Structure in the Relationship Between Strategic Planning and Competitive Advantage of Large Manufacturing Firms in Kenya." Journal of Management and Strategy 10, no. 3 (March 27, 2019): 1. http://dx.doi.org/10.5430/jms.v10n3p1.

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Several studies have been carried out in the past to find out how strategic planning and competitive advantage are connected and the causes of differences in competitive advantage among firms. Scholars have argued that competitive advantage can emanate from either internal or external sources and is usually in several forms which include; valuable resources, the position held within the industry, position within the marketplace, operating at lower costs than rival firms, differentiation, capabilities and dynamic capabilities. This study sought to advance knowledge and was based on the premise that strategic planning influences competitive advantage both directly and also indirectly by way of the mediating influence of employee behaviour and the moderating effect of organizational structure. The study was underpinned by the competitive advantage typology/theory, the resource-based theory, dynamic capabilities theory, goal-setting theory and contingency theory. The study used a positivist research paradigm and a cross-sectional survey design. Data collected from 122 large manufacturing firms was analyzed using both descriptive and inferential statistics. Hypotheses were tested using both simple and multivariate regression analysis as well as hierarchical analysis for mediating and moderating effects. The findings indicate that overall strategic planning has a statistically significant influence on competitive advantage and that employee behaviour completely mediates the relationship between strategic planning and competitive advantage while organizational structure has a partial moderating effect between strategic planning and competitive advantage. In addition, the joint influence of employee behaviour and organizational structure is different from the influence of individual variables on the relationship between strategic planning and competitive advantage. The outcomes from this research lend support to previous enquiries and support all the theories used to underpin the study.

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38

Ebiziem, Jude Ebiziem, Nnanyere Nwachukwu I. Ebere, and Okechukwu Declan Izim. "Strategic planning in the education sector in Nigeria: An appraisal." Net Journal of Social Sciences 9, no. 1 (February 2021): 1–10. http://dx.doi.org/10.30918/njss.91.20.026.

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The study investigates strategic planning in public sector in Nigeria with reference to education sector. Specifically, education is the bedrock of nation-building, because it provides the platform or pivot on which other sectors revolve. Perhaps, one of the fundamental challenges of educational sector is poor and defective strategic planning. The inadequacy or lack of strategic planning is the focus of this study. Methodologically, data were generated from secondary sources of recorded documents, while relevant literature were reviewed with based theory adopted as theoretical underpinning. Content analyses were employed to analyze data via documentary approach. The study found out that lack of strategic planning poses a problem to the educational development. It recommended holistic strategic planning involving environmental analysis, resources analysis, decision-making and control framework as a desideratum for the pivotal strengthening of the educational goals and objectives. Keywords: Strategic planning, education sector, nation-building, developmental goal, environmental analysis.

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Tarigan, Zeplin Jiwa Husada, and Hotlan Siagian. "The effects of strategic planning, purchasing strategy and strategic partnership on operational performance." Uncertain Supply Chain Management 9, no. 2 (2021): 363–72. http://dx.doi.org/10.5267/j.uscm.2021.2.006.

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The global competition in the manufacturing industry has obliged the companies to adopt an efficient and effective business process and adaptability of the company's competitive strategy following the external uncertainty conditions. The competitive strategy should enhance the competitiveness of the company, which is formulated during the strategic planning process. This paper investigates the impact of strategic planning, purchasing strategy, strategic partnership, on operational performance. The research has surveyed, using a questionnaire with a five-point Likert scale, 135 manufacturing companies domiciled in the region of East Java, Indonesia. Data analysis used the PLS technique. The objective of the analysis is to assess the measurement model for validity and reliability. Besides, the analysis also examines six hypotheses developed. The result reveals that all six hypotheses were empirically supported. The manufacturing company's strategic planning influences the purchasing strategy and strategic partnership. The result also shows that purchasing strategy through periodic evaluation of supplier capability, influences the strategic partnership in terms of involvement of suppliers in the business process of the company. Overall, strategic planning, purchasing strategy, and strategic partnership affect operational performance. It was also found that purchasing strategy and strategic partnerships mediate the influence of strategic planning on the performance. The results presented here may facilitate improvements in operational performance in the context of supply chain management. This paper also contributes to the ongoing research in the supply chain management theory.

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Cercone, R., D. McDonald, L. Tarrant, and K. Tremblay. "Organizational Renewal and Strategic Planning: A Winning Combination." Healthcare Management Forum 7, no. 1 (April 1994): 32–37. http://dx.doi.org/10.1016/s0840-4704(10)61045-9.

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Several approaches to organizational renewal have been described, but few are reported for health care institutions in Canada. In contrast, approaches to strategic planning in health care facilities have been well documented. From our experience over the past six years, the theory and practice of organizational renewal complement the focused activities of strategic planning. This combination can be an effective means to enhance organizational performance, employee commitment and a shared vision among the various stakeholders within the hospital and community. This article outlines the process and benefits that can accrue through such efforts. It demonstrates how the investment of organizational renewal strategies can produce sustainable, operational and strategic planning benefits for community hospitals.

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Kabui, Christine A., Vincent N. Machuki, John K. Yabs, and James M. Njihia. "Strategic Planning Process Intensity and Formality Impact on the Performance of Accredited Universities in Kenya." International Journal of Business and Management 13, no. 9 (August 1, 2018): 153. http://dx.doi.org/10.5539/ijbm.v13n9p153.

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This study sought to investigate if the strategic planning process has significant influence on the performance of accredited universities in Kenya. Beyond the strategic plan document, the intensity and formality with which the process of strategic planning is carried out, its extensiveness and inclusiveness, is a concern for organizations in the twenty first century. Performance of accredited universities is conceptualized into growth and ranking as guided by the world standard for performance of tertiary institutions. The study is anchored on the institutional theory and contingency theory and it is founded on the positivist philosophical orientation as it is based on theory. Further, it adopts a descriptive cross sectional survey design. The population of interest were all accredited universities in Kenya as at November 2016. The findings indicate a statistically significant direct relationship between strategic planning process and growth (F=2.605, p=0.047 and R2=.303) and with ranking (F=1.995, p=0.033 and R2=0.218). Engaging university stakeholders in the strategic planning process and focusing the energies of members on the seven key variables of the strategic planning process should be encouraged and enhanced since it has a positive effect on university performance. The formality of the strategic planning process has a negative effect on university performance hence there is need to balance formality with allowing room for creativity to avoid missing out on innovative approaches from university members. Further research into other industries with different performance measures and the use of longitudinal design are recommended as possible areas for further research to enhance generalization of current study findings.

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Mat Tazin, Saidathul Nizah, and Shira Haniza Yaakop. "Strategic Communication in Public Participation." Journal of ASIAN Behavioural Studies 3, no. 10 (August 22, 2018): 162–69. http://dx.doi.org/10.21834/jabs.v3i10.315.

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This paper emphasises significantly on public relations strategic planning in public participation to gain organisational effectiveness. Grunig (1992) describes organisation’s decision affects public and in turn the public affect the organisation’s decision. This paper discusses the Situational theory of publics (Grunig, 1992) and highlights communication programmes for public participation in the development of slope area in Bukit Antarabangsa, Selangor. This paper suggests a framework of public relations strategic planning for public participation in MPAJ based on findings obtained from multiple methods of data collection. Keywords: public relations, strategic planning, communication, public participation. eISSN 2514-7528 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI:https://doi.org/10.21834/jabs.v3i10.315

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Zou, Han. "Strategic Urban Planning for Better City Future — A Case Study of Hong Kong Metroplan." Applied Mechanics and Materials 584-586 (July 2014): 535–38. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.535.

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The strategic urban planning theory and practice appears at the end of the 20th century, which primarily attempts to solve the downtown problems such as economy depression, traffic inconvenient and Infrastructure shortage. This paper takes Hong Kong Metroplan as example in the view of historical and empirical study to analyze the purpose, function and process of strategic urban planning, which refers to several issues such as land-use planning, environmental planning, urban planning review and public participation. It sums up the experience of strategic urban planning in Hong Kong to provide the reference for present rapid urbanization in China.

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Akulov, Anatoly, and Anna Chelombitko. "Theory and Methodology of Strategic Modernization of Industrial Regions." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 1 (April 24, 2020): 62–73. http://dx.doi.org/10.21603/2500-3372-2020-5-1-62-73.

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Strategic planning documents developed for industrial regions of Russia deal with the strategic modernization of these regions. The problems associated with the development and implementation of these plans are connected with the quality of the theoretical and methodological basis, which requires the most modern ideas about the factors and road maps of industrial regions. The research objective was to systematize ideas about modern theoretical and methodological foundations of the strategic modernization of industrial regions. The success of strategic modernization proved to depend on a significant number of factors, including competitive advantages and local governments’ actions. There are two options for the strategic modernization of industrial regions: comprehensive diversification and the so-called smart specialization. The choice depends on the capacity of the local market, economic and geographical location, and the local significance of the area. The use of foreign experience plays a significant role in strategic modernization planning. The authors studied some cases of the most successful strategic modernization in the industrial regions of Western Europe, e.g. West Yorkshire, Nord-Pas-de-Calais, Saarland, etc., where the local authorities used the opportunities of industrial culture to solve new production problems. The competitive advantages of these regions included agglomerations, favorable transport and geographical location, spatial significance, which allowed them to fully diversify their economy, develop the service sector, and apply various innovations. Unfortunately, this is not an option for most industrial regions of Russia. Therefore, these regions should resort to smart specialization, a more developed industrial culture, an innovative ecosystem, and a larger production complex. The authors recommend the authorities of Russian industrial regions to revitalize the most problematic areas and towns, as well as to develop an interregional approach to the strategic modernization and innovative ecosystems.

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Galliers, R. D., P. M. C. Swatman, and P. A. Swatman. "Strategic Information Systems Planning: Deriving Comparative Advantage from EDI." Journal of Information Technology 10, no. 3 (September 1995): 149–57. http://dx.doi.org/10.1177/026839629501000303.

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In this paper we argue that electronic data interchange (EDI) should not be viewed simply as a technological infrastructure, but as a technology which may enable an organization taking a strategic view to derive comparative advantage from utilizing it as part of a process of business re-engineering – in other words, as a sociotechnical entity. We suggest that strategic information systems planning (SISP) is a suitable superstructure within which EDI implementation may be considered from an appropriate strategic, as opposed to tactical, perspective. Finally we describe the theory and current practice of SISP and present guidelines for its application in relation to EDI.

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Ming, Zeng, Feng Junjie, Zhu Xiaoli, and Xue Song. "Strategic interaction study between generation and transmission expansion planning with game-theory." Optimization 61, no. 10 (October 2012): 1271–81. http://dx.doi.org/10.1080/02331934.2012.724418.

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Brown, Irwin T. J. "Testing and Extending Theory in Strategic Information Systems Planning Through Literature Analysis." Information Resources Management Journal 17, no. 4 (October 2004): 20–48. http://dx.doi.org/10.4018/irmj.2004100102.

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Higgins, Tanya L., and Timothy P. Duane. "Incorporating Complex Adaptive Systems Theory into Strategic Planning: The Sierra Nevada Conservancy." Journal of Environmental Planning and Management 51, no. 1 (January 2008): 141–62. http://dx.doi.org/10.1080/09640560701712291.

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Marksberry, Phillip W. "The theory behind hoshin: a quantitative investigation of Toyota's strategic planning process." International Journal of Business Innovation and Research 5, no. 3 (2011): 347. http://dx.doi.org/10.1504/ijbir.2011.040103.

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Awino, Zachary B. "Strategic Planning and Competitive Advantage of ICT Small and Medium Enterprises in Kenya." Business and Management Horizons 1, no. 1 (June 30, 2013): 191. http://dx.doi.org/10.5296/bmh.v1i1.3942.

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The Paper is the research findings on the role of strategic planning and competitive advantage of ICT Small and Medium Enterprises in Kenya. Literature suggests that the contemporary business environment in which organisations operate is increasingly becoming uncertain and unpredictable. Significant changes are mostly driven by technological changes, globalisation and trade liberalisation. As a result, like large enterprises, SMEs are facing new and unexpected challenges that threaten their competitiveness. While most countries acknowledge the critical role that SMEs contribute to their economies, both as an engine of growth and sustainable development, many questions still remain unanswered as to the determination of the critical challenges facing SMEs and how these challenges could be addressed to improve their competitiveness. These challenges have increased the need for empirical information which is essential for decision making in addressing issues that are likely to enhance SMEs survival and growth. It is noted that there has been no adequate research studies on the role of strategic planning and competitive advantage of SMEs. This study contributes to the need to address the research gaps and thus explored the role of strategic planning and competitive advange of SMEs in Kenya. The study population consisted of 238 ICT SMEs from Nairobi and its environs. A sample size of 146 firms constituting 61 per cent of the total population was selected through stratified sampling. The study aimed to collect data from 438 respondents from top, middle and lower management teams. Structured questionnaires with closed and open ended questions was used for data collection, 239 responses were received from 123 ICT firms a response rate of 55 per cent and 84.2 per cent respectively. Key characteristics of strategic planning including formality, environmental analysis processes both internal and external orientations, strategies adopted, and implementation and control were recorded. Data analysis was done using descriptive statistics, factor analysis, t-test, ANOVA, correlation, correlation matrixes and regression analysis. The key findings revealed that strategic planning has significant and positive influence in performance of SME’s. The test of hypothesis revealed that strategic planning has positive and significant influence on competitive advantage. The study demonstrated strategic planning as a learning tool and a strategic resource which is consistent with the underlying assumptions of resource based theory, systems theory, chaos theory and balanced score card model assumptions. It is envisaged that, this kind of research is likely to generate useful discussions on the role of strategic planning and performance, of SMEs. It is apparent that entrepreneurs of SMEs cannot ignore strategic planning as significant changes in competitive advantage is the result of change or effective application of strategic planning. Policy makers and academicians may need to address the capacity needs of SMEs and develop strategic planning model that address the challenges that SMEs encounter in a dynamic environment.

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