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The purpose of this paper is to identify the factors that managers have to take into consideration when they implement the strategic information systems planning (SISP) process to develop information systems (IS) in the logistics sector.

Data were collected using questionnaires to IS executives in Greek small- and medium-sized enterprises (SMEs) of the logistics sector. Factor analysis is performed on the detailed items of the SISP process constructs.

The results of this paper indicate that IS executives do not focus on defining goals, which will be used to improve the operations of the supply chain for the IS development. Both IS executives and managers from the logistics department of each organization should participate in the process of information technology (IT) strategy formulation and implementation. Executives from the logistics department of each organization should be aware of implementing environmental and organizational analysis with greater meticulousness, to identify IT opportunities and apply IT strategy with greater agility rather than now.

A strategic planning process for IS development in the logistics sector is required to achieve the consistently IS planning objectives. This is an important challenge for executives in SMEs who do not concentrate on implementing a strategic planning process for IS development.

This paper examines the factors that influence the strategic development of IS in the logistics sector and improve the effectiveness of decision-making regarding the supply chain’s operation.

The purpose of this paper is to study the impact of managerial perceptions regarding the competitive environment and organizational capabilities on the way firms respond to their rivals' competitive actions.

The authors draw on competitive dynamics theory to develop a model that is empirically tested in 174 firms from 22 manufacturing, trade and service sectors in Greece.

The results show an association between managerial perceptions on the one hand and the innovativeness and breadth of competitive responses on the other. More specifically, perceptions of competition intensity, substitution threats and increased buyer powers are associated with broader and more innovative competitive reactions. Similarly, perceptions of strong internal, mediating (managerial) and external (market sensing) capabilities also affect the breadth and innovativeness of competitive responses.

Further to advancing theory in competitive dynamics, the authors contribute to a deeper understanding of the drivers of competitive retaliation that managers can use to anticipate their rivals' retaliation schemes when initiating competitive actions.

The purpose of this paper is to examine the impact of managerial perceptions of the competitive environment on shaping the way firms respond to their rivals in terms of speed, intensity, innovativeness and breadth of competitive responses.

The paper develops a research model based on current literature of competitive dynamics and then test this model in 174 firms selected from 22 manufacturing, trade and service sectors in Greece.

The results indicate that managerial perceptions regarding the competitive environment affect the competitive response behaviour of companies in terms of specific characteristics and thus can be used as predictors of responses to competitive actions. This is in line with recent research in competitive dynamics, arguing that managers decode cues of their competitive environment in terms of threats and opportunities and respond to them accordingly.

This study could benefit from a larger sample and replication in more countries. Moreover, more perceptional influences on competitive response characteristics should be examined in depth in future research with a view to enhancing awareness of competitive interactions.

Managers will develop a better understanding of factors influencing competitive response characteristics and will be able to better predict rivals' retaliation schemes when initiating competitive actions and foresee forthcoming industry changes.

Previous research in competitive dynamics is associated with measuring the impact of various measurable situational and environmental characteristics, such as industry growth and organizational age, in competitive response characteristics. It instead focus on the role of managerial interpretations of the competitive environment and how they affect the way they respond to a firm's competitors.