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The study seeks to add to the existing body of knowledge on the link between strategic planning and company performance by exploring the mediating role of personnel commitment to strategy implementation and organisational learning. To study the indirect link between strategic planning and company performance, the paper aims to introduce a participative strategic planning construct that may enable firms to: commit personnel to strategy implementation; increase organisational learning; and improve company performance.

Using data from 160 small and medium‐sized Finnish IT companies, the authors conduct an Mplus‐analysis.

The findings indicate that participative strategic planning positively affects personnel commitment to strategy implementation, which thereby increases company performance. However, according to the analysis, participative strategic planning does not impact organisational learning, although organisational learning does have a positive impact on company performance.

The results of this study are generalisable to a dynamic industry context of small and medium‐sized IT‐firms operating in a small open economy, such as that of Finland.

The results suggest that managers need to involve personnel in strategic planning to increase personnel commitment to strategy implementation. However, because participative strategic planning does not facilitate organisational learning, managers need to determine other ways to facilitate learning at an organisational level.

The paper highlights the role of participative strategic planning, which facilitates personnel commitment to strategy implementation and thus improves company performance.

Tourism planning is an important issue for destination management organizations to satisfy both local community and tourists. This chapter attempts to explain the process and outcomes of a strategic and participative tourism planning project through a case study in Patagonia, Argentina. The general framework of the study, principles of cooperation throughout the project, the geographical information, stages of planning and implementation strategies will be discussed.

Libraries are situated in an ever-changing research, teaching, learning, and scholarly communications environment. Faculty and students have new and different expectations that are compelling libraries to expand their offerings. At the same time, their broader institutions are also facing changing times and academic libraries are being asked to demonstrate value and justify the use of limited and high-demand resources. In order to address the resulting challenge, the University of Saskatchewan (U of S) Library undertook a process to deliver relevant and responsive (and, therefore, reflective and adaptable) library services while working within its current librarian complement. Significant changes were necessary for this to be successful: the librarians would need to undertake new responsibilities, learn new skills, and engage with learners and researchers in new ways. The paper aims to discuss these issues.

The U of S Library chose to meet this challenge through a multi-part approach comprised of regular participative consultations with librarians and a grassroots-based planning process underpinned by change management methodology.

This approach resulted in widespread employee engagement, from initially clarifying the necessary change and throughout the change implementation. This led to a sense of ownership, responsibility, and accountability.

Change is difficult and often met with resistance. The U of S Library presents a case of successfully engaging library employees throughout a change process, demonstrating the importance of bringing together participative consultation, grassroots planning, and change management as a combined change implementation approach.

This paper presents the theory and practice of search conferences, illustrated with the case study of a recent merger. Increasingly, business leaders want to engage with their workforces and stakeholders in together deciding what they want to achieve and how to get there. Leaders see participative strategic planning as a significant opportunity, although hitherto the lack of techniques for large group involvement has been a blockage. Search conferences ‐ whether with staff, managers, suppliers or customers ‐ offer a tried and tested process for co‐operating together effectively. They enable the maximum use of human resources, commitment, learning and flexibility so that innovation is unlocked. Originally invented by Eric Trist and Fred Emery of the Tavistock Institute in the 1960s, the basis of the search conference is in open systems theory and active, adaptive planning.

This paper aims to address to what extent local administration is involved in national planning focusing on drafting and reviewing processes of “Egypt Vision 2030”.

The paper plan to use focus group discussions and descriptive-analytical approach with representatives of local administration in three governorates.

Importance of local participation is not any more a question; however, participation concept and methodology are what matters. Participatory approach is not complex-free. It is crucial to consider conflicts of interest groups, ideologies, and political trends, communities’ high expectations, particularly of those who were marginalized and deprived for long time. Definitions should not be unified on national, regional and local levels. Each community needs to agree on its own definitions, needs, dreams and paths toward development. Accordingly, the role of the planner is to expand choices and opportunities for each citizen. Participation in planning for the future must include the coming generation who are opting to live this tomorrow. That requires institutionalization of youth participation in the decision-making processes.

It was difficult to ensure meeting adequate sample; however, the author does believe that the participated sample represents the case.

The impact of public participation in planning on enhancing the planning processes and strategic planning outcomes and implementation is not a matter of questioning anymore, although governments do not pay due attention.

Public participation in planning processes named participative planning is crucial for achieving development, social justice, economic development and public trust in governments.

The paper depends on focus-group discussions that were conducted by the author. Analysis and discussions reflect the author’s academic and practical experiences.

A (future) search conference is a carefully planned, custom‐designed, participative event embedded in a longer process of planning and improvement. Its main focus is to create ideas for future action that is to be implemented by the participants. This paper outlines what a search conference is and, by using recent Australian examples associated with homelessness, community development and Indigenous affairs, how it can be a useful qualitative research tool.

The purpose of the paper is to research local sustainable development strategic planning processes and practices in the Drina River Basin (geographical area delineated by the river Drina and shared among Bosnia and Herzegovina, Montenegro and Serbia).

Research methodology included the analysis of the existing country-based strategic documents and processes, as well as the local strategic documents and processes of implementation in 21 municipalities in the Drina River Basin, including interviews with the representatives of central and local governments and civil sector and a questionnaire-based assessment of the situation and needs in municipalities.

The paper argues that local sustainable development planning, although still lacking the proper methodological approach and facing insufficiencies in institutional and implementation capacities is becoming more appreciated by local authorities in the region.

The findings should help better understand the interactions between local government institutions and civil society in the Drina River Basin municipalities in achieving local sustainable development, as well as the conditions enabling improved communication networks and capacity building.

The aim of this paper is to investigate relationships between strategic planning practice, management participation and strategic planning effectiveness.

A total of 87 questionnaires were collected from privately owned firms working in Egypt. Regression analysis was used to test the hypotheses.

Strategic planning practice, but not management participation, is significantly associated with strategic planning effectiveness. Further, both strategic planning practice and management participation jointly enhance the effectiveness of strategic planning.

Longitudinal data would be needed in order to prove that causal relationships exist. The common method bias restricts the inferences that can be drawn from this study. It would be useful to explore whether the results hold when other integrative variables are taken into consideration.

A wide use of strategic planning tools is one important element in organizational success.

Little research has so far examined the use and worth of strategic planning tools in organizations. One function of this paper is to re‐visit this area of research. It does so in one of the areas that have largely been neglected in past research in Arab countries.

“Wide area cooperation” may be the ultimate challenge within transnational cooperation processes. Although the Alps share a remarkable history of mutual collaboration, they are facing the challenge of a new sustainable-coordination paradigm. The Alpine territories are at a turning point. They are striving for a new governance arrangement and trying to avoid both the Scylla of top-town dirigisme and the Charybdis of poor local governments. This paper aims to address the recent literature on the EU Strategy for the Alpine Region (EUSALP) macro-regional strategy; provide some insights into the role that EUSALP could play as ultimate coordinator of the numerous networks operating in the Alpine space; and discuss a workable division of labour among the different actors that can ensure a renewed focus on sustainable development.

The review addresses two main strands of literature related to “wide area cooperation” and “multi-level governance” to synthesise the debate on the most appropriate governance structure for the Alps. The paper examines, dating back to 2000, the recent history of bottom-up projects related to sustainable tourism in the western arc of the Alps. The study uses a subset of best practices to evaluate the emerging governance frame.

The main outcomes of this study are a framework for a theoretical debate on the most appropriate governance structure for the Alps, guidance for policymakers on a division of labour among different stakeholders that can promote sustainable tourism in the Alps and a set of suggestions for practitioners. Further, the study acknowledges “sustainable tourism” as a highly relevant field to the emergence of bottom-up arrangements aimed at developing workable governance agreements.

The paper provides a state-of-the-art framework for “wide area cooperation” in the Alps and serves as a basis for discussion between academics and practitioners. As EUSALP is still in its infancy, its success will depend on the pro-active involvement of national stakeholders. In the case of Italy, this is all but granted because of the current unstable political situation.

This paper provides a rigorous framework for addressing top-down strategies and bottom-up planning in the Alpine space. The study also makes a practical contribution by addressing some topics of interest to policymakers.

Corporate entrepreneurship (CE) has attracted considerable attention worldwide, and the challenges of managing employees’ entrepreneurial behaviours are increasingly recognised. However, the paucity of research on managers’ entrepreneurial behaviour in the United Arab Emirates multinational corporate environment creates a salient gap in the current understanding of how national and organisational cultures that not always align frame the critical problems of CE. This study aims to fill this research gap by examining multinationals’ CE antecedents drawing on an institutional perspective in Dubai.

The author conducts 54 in-depth interviews with middle managers in multinational enterprises. This study adopts a multiple case study research design to reveal whether an emergent discovery is exclusive to a particular case or is consistently replicated by multiple cases. The author has used abductive reasoning to systematically integrate analytical framework deduction with raw data induction.

This study’s findings indicate that CE in Dubai is ineffective and fragmented. Arguably, the cultural background of employees creates different circumstances and determinants of entrepreneurial behaviour. Hence, CE may not achieve epitome competencies without identifying multicultural nuances in an organisational context.

Existing research has placed relatively little emphasis on the role of individual national culture in multinational enterprises. This study’s results offer potentially valuable implications for theory, practice and future research addressing other emerging countries. This model presents a distinct CE architecture with compelling evidence for national culture (at the macro level), organisational culture, Corporate Entrepreneurship Assessment Instrument and emergent factors (at the meso level) and individual middle managers' real-life experience (at the micro level).