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The focus of this paper is to further improve the implementation safeguard measures of the National Plan for Main Functional Zones of Ocean (NPMFZO) based on the implementation status of the national marine main functional area plan after the promulgation of the existing marine planning implementation safeguard measures, aiming at the problems existing in the implementation of the plan, to help the implementation of the plan more effective.

This paper reviews the historical process of the preparation and implementation of NPMFZO, analyzes the problems existing in the implementation of this plan, and puts forward some measures and suggestions under the background of the new national territory planning system.

In the new period, the authors should focus on building the evaluation system of planning implementation, strengthening the coordination with other plans, improving the supporting policies of planning and ensuring the effective implementation of the main functional zoning of oceans under the territorial spatial planning system.

This paper reviews some problems existing in the implementation of the NPMFZO and puts forward policy suggestions to ensure the implementation of the plan in the new period.

The purpose of this paper is to provide a review of literatures and previous studies on the relationship between strategic planning and performance and propose conceptual designs and hypotheses using multidimensional constructs to advance the understanding of this relationship, contribute to existing debates in the extant literature and make recommendations.

A semi-systematic literature and previous studies (studied by various groups of researchers within diverse disciplines) review approach has been used in this paper to contribute to the debate on whether strategic planning affects performance and how. Using more recent knowledge about the strategic planning concept, the semi-systematic review looked at how research within strategic planning has progressed over the past five decades and its relationship with performance.

In the past, the strategic planning performance relationship has been treated as a black box and this paper proposes that the conceptualisation of a number of constructs and the inclusion of strategy implementation will help converting the black box into a white box. To strengthen support for the debate regarding the relationship between strategic planning and performance this paper proposes a further conceptual/operational design, mathematical expressions and hypotheses to be tested empirically in further studies. The proposal provides a conceptualisation of the major constructs (strategy development; strategy implementation; and performance), and the use of strategy implementation as a mediator and/or as a moderator in the planning performance relationship.

This study is limited due to fact that the findings have not been tested empirically, it is not a cross-sectional and/or a longitudinal research and only a limited number of dimensions of strategy development and strategy implementation have been used. In addition, the approach used is a semi-systematic review followed by quantitative thinking, which, in turn, typically assumes the relevance of and a warrant mainly from a positivist epistemology.

The proposed design developed in this paper ensures that core issues in planning performance relationships research are addressed. Furthermore, the inclusion of strategy implementation in planning performance relationship studies means that the whole chain of activities in the strategy process is being considered, drawing a complete and comprehensive conclusion on how strategic planning affects an organisation’s performance. In addition, by separating strategy implementation and by not combining it with formulation/formation activities will theoretically and analytically help to evaluate the importance or role of each stage of the strategy process. Moreover, the conceptualisation and operationalisation of the key concepts as multidimensional constructs contribute to past research gaps. Finally, this paper provides some clarity to many contradictory findings concerning the strategic planning and performance relationship.

Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of organisational excellence on the relationship between strategic planning, strategy implementation and organisational performance (OP).

Hypotheses have been developed for testing using primary data obtained through a survey questionnaire. The data were gathered from the Dubai police organisation. Out of a total of 500 questionnaires, only 244 questionnaires were returned. For measurement and structural models, the structural equation modelling (SEM) approach was used to analyse the data.

All proposed hypotheses were supported and confirmed the positive and significant relationships between strategic planning, strategy implementation, organisational excellence and OP. Statistical findings using SEM-partial least square also confirmed the mediating role of organisational excellence as a mechanism between strategic planning, strategy implementation and OP.

Results discussed many valuable implications. The outcomes will help managers, decision-makers and practitioners to consider organisational excellence strategy when implementing strategic planning process to achieve the best performance.

The current study is one of the most important empirical studies to analyse and examine the relationships between strategic planning, strategy implementation organisational excellence and business performance. In addition, this study is one the rare studies that involve excellence as a practice when implementing strategic planning process.

This study applies and extends goal concepts by exploring the roles of goal intention and implementation planning in explaining how consumers minimize food waste (FW). It consists of impulsiveness in a food domain and food waste-related habit strength as obstacles in this motivational process.

Survey data from 399 Vietnamese consumers and structural equation modeling are used to test the proposed model.

The results establish a causal mechanism from goal intention to food waste reduction behavior via implementation planning. It also highlights mechanisms in which impulsiveness leads to a weak goal intention and careless implementation planning, consolidates FW-related habit strength and makes consumers fail to achieve food waste reduction (FWR) goals.

Future studies would benefit by investigating FWR behavior in different contexts based on the theory of trying or model of goal-directed behavior with the other traits, such as self-esteem or environmental values.

Businesses should design smaller eating portions to limit consumer impulsiveness in buying food. Food policymakers should educate consumers to form and maintain implementation planning, provide them with useful tools to deal with food habits or stimulate ethical motives to reduce FW.

This study extends goal concepts by exploring different routes, highlighting the competing roles of impulsiveness and habit strength compared with goal intention on FWR behavior.

The purpose of this paper is to improve understanding and practice of project management by assessing whether two of its core myths also prevail in international development (ID): first, that project managers (PMs) plan fully for project success, including implementation success and end‐user satisfaction; and second, that they can focus on “getting things done”, free of concern for strategic issues.

The analysis of a high‐profile World Bank project and of the policies and rules under which their PMs operate serves as a means to carry out the research. The authors uncover certain “facts” that challenge the myths that prevail in standard project management. Furthermore, they examine how these facts and the corollaries they produce guide the behaviours of PMs differently in the ID field.

In the ID field, and contrary to the standard practice in project management, it is found that: PMs are not involved in overall planning, and are limited to implementation planning, because they lack the necessary latitude. Hence, they practice project implementation as the art of avoiding making mistakes as they juggle donor procedures and guidelines. Second, PMs are well informed about the overall strategy of their project, which is articulated by the donors and the beneficiary country, but they are limited in their ability to contribute directly to its success. Thus, they may fail to deliver the intended development strategy even if they “get things done”.

This paper argues that these two core PM tenets are convenient myths at best, given the asymmetrical distribution of power, the strong front‐end activity, and the procedures orientation of international development projects.

This paper addresses questions regarding the nature and the content of the work of PMs in the context of ID. In contrast to other sectors, projects are found to be linked more clearly to the higher strategic issues, and yet PMs are less empowered to contribute to them. Thus, all stakeholders may have to revise their expectations regarding what PMs can realistically do in ID. These findings are relevant to scholars and practitioners alike.

The value of this paper lies in examining the basic question of “what PMs do”. Although ID has been project‐oriented since the 1950s, this question has not received much attention in standard PM literature. In assessing “what PMs do”, the paper also brings into question “what project management is”.

In the past 10 years, most countries and cities have published a national adaptation strategy that outlines the strategic approach to reduce the vulnerability to climate change and to adapt to the impacts of it. The existence of an adaptation strategy does not, however, equal implementation of adaptation and the fact that adaptation is taking place across multiple levels also poses new challenges to its efficient implementation. The literature on barriers of adaptation has been increasing rapidly, questioning whether there is a misconception that barriers to implementation can be solved at the local level.

This paper analyses the implementation of adaptation strategies across multiple levels of governance by focusing on the land use planning in Finland. The case study examines the implementation of adaptation in the metropolitan region of Helsinki through a policy document analysis.

The conclusions highlight that there are barriers at the local level that emerge from the existing governance structures and cannot be solved by the local level alone. There needs to be a further recognition that coordination across levels of governance is a factor in overcoming barriers.

So far, there are very few studies that have analysed barriers in relation to the implementation of adaptation in a multi-level setting, and none in the land use sector, which is inherently hierarchical in nature.

Historic districts are faced with inadequate features protection and landscape destruction in the process of accelerating urban construction, urban design focuses on how places function in addition to how they look, this theory is suitable for the protection of historical districts. At the present stage, the traditional urban design of historical districts has a series of problems, such as uncomprehensive research about characteristics, incomplete workflow and the lack of transformation route from design scheme to implementation, the main reason is that there is a mismatch between the setting goal and planning implementation. Urban design based on “Action planning” has the characteristics of comprehensive research contents, specific implementation plans and complete workflow, it arranges the workflow with four stages, including design preparation, design planning, design implementation and design evaluation, which is a new exploration and attempt to turn traditional blueprint-oriented into action-oriented. Urban design of North Shuncheng Lane Historic Districts in Xi'an city used action planning as a concept and established an framework including “identify development status and problems—construct action target and strategy—determine action projects and specific plans—improve and evaluate the results”, to implement design ideas into practice and to guide the protection of historic districts. Above all, action-oriented planning is considered the key to the development of historic districts.

Despite a large and growing literature on the subject, little is understood about the phenomenon of small business growth. Specifically, the small business growth literature has often emphasized “why” opposed to “how” firms grow. This chapter sheds light on this black box of growth by investigating the phases of planning and implementation processes separately to explore the choice of strategic expansion modes. It examines a much under-researched firm category: declining small firms. Employing a three-year longitudinal study using a multi-case study method, we find that while growth approaches are typically contextually (industry) derived, formalized planning greatly affects implementation. Further, resources are the key mediating variable between formal planning and implementation – firms with slack resources will typically implement their contextually influenced planned growth course, and firms with inadequate resources will typically implement through interactive learning, which causes them to downscale the growth plans or exit the market (merger or sale).

The exponents of marketing planning have for over a decade warned of the internal operational, cultural and process impediments to the effective implementation of marketing plans. Recently, they have been joined by the market segmentation specialists and many of the “gurus” of modern marketing management. Unfortunately, the syllabi of most business school marketing courses and the content of their recommended textbooks fail to reflect this concern for implementation issues. Marketers must provide the necessary internal operational and resource requisites for effective marketing planning, utilise suitable processes for undertaking these activities, and manage the on‐going implementation of the recommended marketing plans.

Identity management (IdM) not only improves the process of creating and maintaining digital identities across business systems; it can, if implemented successfully, contribute to the strengthening and positioning of the business for success. In order to have a successful IdM implementation, an organisation must step back to determine a course of action that solves enterprise‐wide issues. Short‐sighted actions can lead to confusion, unnecessary expenses and the delay of beneficial results. The purpose of this paper is to deliver guidelines for the application of strategic management principles regarding IdM implementation, and propose a holistic model incorporating business strategy formulation with IdM strategy formulation.

A total of ten senior managers involved in IdM implementation projects were interviewed. Face‐to face interviews were conducted, with 30 minutes allocated per participant, and an assistant present to administer the proceedings. Primary data was collected using a semi‐structured questionnaire. Part A of the questionnaire collected the respondent's details and provided definitions of IdM to clarify the concept. Part B consisted of descriptive questions which dealt with the following three categories: IdM as part of the business strategy, IdM challenges in the company, IdM implementation approach used by the company and strategic framework used.

Findings indicate that IdM is seen as part of strategy and as such IdM implementations consist of a strategic thinking process accompanied by an incremental tactical implementation. Challenges facing IdM centred not on technological issues, but on implementing IdM as a competitive tool. Unfortunately, lack of commitment and external environment analysis; relegate IdM planning to remain on a tactical, rather than a strategic level.

A strategic planning process is presented in this article to model the interdependence between IdM implementation planning and strategic management (business strategy formulation). This model enables the organisation to develop and communicate its vision for IdM, to link IdM and business plans, and to gain the support of the whole enterprise in this endeavour. By leveraging the proposed model, organisations can gain a bird's eye view of IdM as an integral part of the business strategy, and ensure an IdM implementation that has enterprise‐wide support and benefits.