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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.

To examine the influence of environmental factors (environmental uncertainty and trading partners' influence) and organizational factors (CEO/CIO relationship and internet‐based IOS maturity) on the internet‐based interorganizational systems (IIOS) planning success and whether more leads to superior organizational performance.

Data gathered from 202 IS executives in large Taiwanese organizations were employed to test the relationships between the research model constructs. Moreover, the structural equation modeling technique was used to evaluate the research model.

One of the environmental factors (trading partners' influence) and two organizational factors significantly influence the IIOS planning success. The results also indicate that the success of IIOS planning enables the firm to achieve organizational‐level outcomes.

Future studies could seek an enhanced understanding of the effects on IIOS planning of the environmental and organizational factors investigated in this study through structured interviews and case studies of IS executives dealing with ongoing or recently completed IIOS planning projects.

IIOS planning is an organizational and inter‐organizational process. Top management and IS executives considering IIOS involves not only technical innovations, but also considerable environmental and organizational changes.

This paper contributes to IIOS planning research by clarifying the effects of both environmental and organizational factors on the success of IIOS planning, and provides a valuable reference for e‐business managers and IIOS planners, as well as researchers interested in IIOS planning and management.

This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.

These scenarios also outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.

Previous research has highlighted the need to examine the appropriateness of existing information systems methods in the context of electronic business environments. This paper argues for a re‐examination of the suitability of current planning practices in light of the complexity of developing electronic business systems. In particular, the paper illustrates that planning and developing business‐to‐business electronic trading systems (ETS) is fraught with difficulties associated with the priorities and power of individual actors in participant organisations. The authors discuss triple loop learning (TLL), an approach that deals with diverse requirements and power issues, and argue that it may assist in overcoming some of the problems identified. The study aims to analyse the theoretical usefulness of the concepts of triple loop learning in the context of planning inter‐organisational ETS. Using the data gathered from case studies of three inter‐organisational networks, the authors argue that approaches associated with TLL can offer insight into managing inter‐organisational systems complexities, and can thereby enhance planning methods for ETS.

As e‐business strategies have received growing attention from entrepreneurs, executives, investors and industry, information systems (IS)/information technology (IT) strategic planning has progressively come to be considered a critical method for developing a successful e‐strategy. However, despite the growing number of theoretical frameworks for IS/IT strategic planning, practical implementation faces several problems. Most importantly, numerous IS/IT strategic planning frameworks do not seem to realize that IS‐related problems are not merely technological, but are also caused by neglecting the interrelationship between IS/IT and organizational context. This study aims to identify and explore the key organizational mechanisms related to IS/IT strategic planning, and thus improve planning effectiveness. The proposed mechanisms provide a valuable reference for business managers or strategic planners who are initiating or conducting IS/IT strategic planning exercises in the digital era, and for researchers interested in information systems management.

The purpose of this study is to examine empirically the joint effect of innovation and strategic planning on organizational performance of Dubai Police.

To examine the hypothesized model of the study, a survey questionnaire was used. The data were collected from the general department of total quality of the Dubai Police. The total number of questionnaires distributed was 150, out of which only 95 usable questionnaires were returned and ready for analysis. The regression approach through SPSS was used to analyze the data and test the hypotheses.

The statistical results confirm the effect of strategic planning and innovation on the organizational performance of Dubai Police.

Further details and valuable implications are discussed throughout the study. The results have many practical implications, in that it can help managers to make proper decisions when deciding to implement innovation and strategic planning in their organizations.

This study is a rare and unique empirical study that examines the effect of innovation and strategic planning on the organizational performance of Dubai Police.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

Although strategic planning promised to boost organizational performance, many health care managers found it difficult to implement it successfully. The purpose of this paper is to investigate the success of strategic planning in health care organizations of Iran.

This descriptive and cross-sectional study was conducted in 2016 using a valid and reliable questionnaire completed by 99 health care managers in Tehran province, Iran.

Strategic planning was positively related to organizational performance including employees’ and patients’ satisfaction and organizational productivity. However, strategic planning was moderately successful in enhancing organizational performance of Iranian health care organizations (score of 2.84 out of 5). The most and least success was observed in the planning and employee management constructs of organizational performance. Process management, organizational culture and customer management constructs had the most effect on the success of strategic plans in health care organizations.

Strategic planning is effective and provides a clear focused direction for health care organizations. Understanding the success factors of strategic planning would enable managers to develop more effective methods for developing, implementing and evaluating strategic plans in health care organizations.

This paper highlights the relationship between strategic planning and organizational performance and offers suggestions on how to develop and implement strategic plans to achieve higher organizational performance.

Today's supply chains face increasing vulnerabilities; effective management of disruptions is critical to an organization's ability to weather disruptive events and remain competitive. Contingency planning is a method of risk management that promotes effective crisis management. This research tests proposed antecedents of contingency planning effectiveness in a supply chain setting.

A survey method was used to gather data from 103 participants who are involved in their respective organization's contingency planning and implementation processes. The data were analyzed using partial least squares to examine relationships between contingency planning effectiveness, inter‐organizational information technology (IT) use, cooperative attitude, and inter‐organizational collaboration.

The proposed model explains 87 percent of the variance in contingency planning effectiveness. The findings suggest that inter‐organizational collaboration, inter‐organizational IT use, and cooperative attitude directly impact contingency planning effectiveness. Inter‐organizational collaboration mediates the relationships between the other antecedents and contingency planning effectiveness.

Although effective contingency planning has been shown to influence positive outcomes, the relationship between contingency planning effectiveness and its antecedents is not well understood in extant literature. This study identifies and investigates key antecedents to contingency planning effectiveness and provides a foundation for continued investigation.

Using an action research method to study the vision-based strategic planning processes of four nonprofit human service organizations, the author identifies factors that influence the successful initiation of the planning process, the formulation of a vision-based plan, and the use of the plan to guide organizational performance. The author identifies transformational leadership and an organizational commitment to cultural change as important to the mobilization of these success factors and to the subsequent achievement of viable vision-based strategic plans.