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This paper investigated the impact of components and contextual elements of strategic planning on the effectiveness of the strategic planning process. Specifically, the characteristics of planning and the overall effectiveness of planning processes in the automotive industry were studied. A large‐scale survey revealed that certain aspects of these firms’ planning processes were vital for their continued effectiveness. Functional coverage was identified as one of the most important component of strategic planning and provision of sufficient planning resources and the most important contextual element. The practical implications of this research for firms in the automotive industry are discussed.

The purpose of this study is to address a timely research question by clarifying whether formal planning is a worthy approach for hotels. In so doing, the authors developed a theoretical model that extends prior research by exploring how the formal planning process influences organizational capabilities and decision-making style. The model also examines the impact of the three identified factors on planning effectiveness.

Data were collected from 175 hotels located in United Arab Emirates (UAE) and Qatar and hypotheses were tested using structural equation modeling (SEM).

The study concludes that the practice of formal planning in the tourism sector does matter and both organizational capabilities and decision-making style are important factors in predicting planning effectiveness.

Generalizations to organizations operating in other sectors, such as manufacturing or government sectors, should be drawn cautiously.

Taking into account oil price volatility and serious political crises in the region, this study provides several insights to hotel managers into how the formal planning process can influence planning effectiveness.

The findings enrich the debate on the role of formal planning in the tourism sector, which has been relatively devoid of similar studies.

The literature on strategic planning has examined the process of planning in some detail, but most of it has ignored the external environment in its discussion. In the studies that have looked at the linkage between the environment and the strategic planning process, the strategic planning process has been treated like a black box. The literature does not delve into the box and examine the linkage between the environment and the characteristics (components and context) of the strategic planning process, but rather it has only looked at a simple relationship between the environment and this entity called the strategic planning process. It is this omission that is addressed in this study. This paper suggests that there is a need to open the black box and examine the relationship between the characteristics of the strategic planning process and the external environment of the organisation.

The banking distribution system is going through a rapid process of change. This research study focuses on the analysis of the perceptions, of 58 bank branch managers selected from 14 branches belonging to two major Scottish banks, of the impact of a variety of planning practices on competitiveness, overall performance, strategic planning effectiveness and marketing effectiveness. The gathered data were then subjected to a number of learning iterations as part of a specifically designed neural network topology. Major findings derived from the study revealed that: bank branch effectiveness is affected by effective management practices; the overall performance of the branch depends highly on both long term thinking and innovation; long‐term thinking seems to have also a high degree of impact on strategic planning effectiveness; and finally, the degree of precision attached to planning, programming, budgeting and control seems to trigger high levels of marketing effectiveness.

The main purpose of this study is to examine the relationship between knowledge sharing behaviour and the effectiveness of IS/IT strategic planning (ISSP). Furthermore, we explore the factors influencing knowledge‐sharing behaviour among stakeholders in the ISSP process.

To test the relationships between the constructs in the research model, data were collected by a questionnaire survey sent to the IS/IT executives of 805 large companies in Taiwan.

Survey results indicate that knowledge sharing behaviour influences the effectiveness of ISSP. Certain factors are also found to influence knowledge sharing behaviour among stakeholders in the ISSP process.

Future research should focus on the following areas, as motivated by limitations of the present study. First, future researchers might attempt to understand the conclusions about the knowledge sharing factors of this research through structured interviews in case studies of IS directors from ongoing or recently completed ISSP projects. Researchers might ask subjects why these factors are associated with the effectiveness of ISSP. Second, future researchers could consider more general factors that affecting knowledge sharing behaviour such as task coordination, rewards and political behaviour. Third, the subjects of this study are IS executives in Taiwan. Cultural differences may exist between Taiwan and other countries. Future research should be similarly carried out in other countries.

To achieve the consistently planning objectives, knowledge sharing is necessary to IS/IT strategic planning. Numerous organizational mechanisms exist that can enhance knowledge sharing and transfer, including IT steering committee and strategic IS/IT team. Furthermore, organizations could apply both of group interaction mechanism and knowledge management mechanism to promote the formulation of organizational learning environment and fit the organizational context during IS/IT strategic planning.

The study shows a growing amount of empirical work that has been conducted examining the relationship between ISSP and organizational context. However, there has been little empirical research that investigates the relationship between knowledge sharing behaviour among stakeholders and the effectiveness of ISSP. The results of this study will be of interest to business managers or strategic planners who are initiating or conducting information systems strategic planning exercises, ant to researchers in the field of information systems management and planning.

This paper aims to examine the influence of accounting information system (AIS) success on planning process effectiveness (PPE) in small- and medium-sized enterprises (SMEs) of Yemen, a less developed nation (LDN).

This study developed a theoretical model based on IS success model (DMISS2003). The model’s components were tested using structural equation modeling via SmartPLS on a sample of 325 SMEs.

The empirical results imply that AIS success positively affects PPE if SMEs focus on AIS information quality, system quality, user satisfaction and usage.

This study focused on SMEs in Yemen. Thus, it can be expanded to include different other countries.

The results of this study could be considered by owners and managers of SMEs, policymakers and AIS designers/vendors. This study could provide them insight into the role of AIS success in promoting PPE in SMEs. This study could assist policymakers in analyzing the work of SMEs and assessing their success, referring to AIS. Moreover, knowing the most critical determinants of AIS success could direct designers’/vendors’ efforts toward upgrading and improving the present AIS.

Government policymakers in LDNs considering how to motivate SME development in their nation should be aware of the significance of AIS success and implementation among SMEs and its role in the nation’s economic development.

This research is one of the first that investigates the impact of AIS success on PPE in SMEs. Current literature largely lacks the investigation of such an impact, especially among SMEs in LDNs such as Yemen. Most AIS’s prior research focused on SMEs in developed nations, which may not fully apply to LDNs such as Yemen. Indeed, no existing literature is available where AIS success impacts PPE in SMEs of LDNs. In this respect, this study claims its uniqueness.

Firms face high velocity conditions today that render product market strategies increasingly temporal. Strategic flexibility is critical for enabling rapid adaptation to a changing environment. At the same time, managerial commitment to product‐market strategy signifies the extent to which a manager comprehends and supports the strategy and reflects a necessary sense of ownership for any chosen product‐market strategy. The purpose of this paper, then, is to examine strategically ambidextrous firms through the twin lenses of flexibility and commitment to determine whether performance benefits accrue from such characteristics.

While traditional research streams examine strategic flexibility and commitment to product‐market strategy as opposing ends of a continuum, this paper adopts a broader perspective and examines strategic flexibility and commitment to product‐market strategy as elements of strategically ambidextrous firms. Cluster analysis is used to identify groups of high and low strategically ambidextrous firms.

Strategically ambidextrous firms exhibit commitment to product‐market strategy, which enables the effective realisation of selected strategies through focusing managerial attention and firm resources, and strategic flexibility, which enables adaptation of the planned product‐market strategy based on feedback received, or abandonment followed by new strategic choices and impetus. The paper reveals that firms with high strategic ambidexterity exhibit significantly greater levels of strategic resources, decentralisation, product‐market strategy process effectiveness, and implementation effectiveness compared with low ambidexterity firms. Thus, strategic ambidexterity is revealed to endow significant performance benefits.

This paper addresses the need to examine ambidexterity as “flexible commitment”.

The purpose of this paper is to introduce a framework for the design and management of a Kaizen event program where short‐term improvement projects (Kaizen events) are systematically used to introduce rapid change in targeted work areas, often relying on lean work system principles.

To develop the framework and the assessment approach, a comprehensive literature review and a field study of Kaizen event programs in three organizations were conducted. To illustrate the potential usefulness of the framework and the assessment approach, this paper presents a case study of how the framework was applied to design and improve a Kaizen event program in the Belgian Armed Forces.

Use of the framework as a design and assessment tool appeared to make the Kaizen event program more effective in the case study organization. Specific areas of improvement identified included: clearly defining event goals, scheduling extended follow‐up activities, defining measures to track results, assigning roles for Kaizen event evaluation activities, and sharing lessons learned in areas of the organization outside the work processes targeted by Kaizen events.

With the increased use of lean work system practices in recent years, many organizations are using Kaizen events to rapidly introduce change and to create a culture of continual improvement (or kaizen). However, organizations lack systematic, research‐based guidance on how to best design and implement Kaizen event improvement programs and how to best assess results. The proposed framework attempts to address these gaps.

The purpose of this paper is to present a conceptual supply chain (SC) hierarchical framework to measure the effectiveness and efficiency of the collaborative SC based on the Maslow’s hierarchy of needs and supply chain integration (SCI), supply chain visibility (SCV) and information sharing (IS).

Multimethods were applied. The first part of the research was undertaken using a deductive approach with rigorous and systematic analysis of the research material and the use of a survey instrument. The data collected through the survey are analysed and presented with descriptive statistics and cross-tabulations. The second part of the research is an extension of the analysis of the first part linking with the Maslow’s hierarchy of needs to form the basis for development of the SCI hierarchy.

The levels of SCI, SCV and IS are significantly different for organisation dimensions such as size, industry type and region of operations. The SCI hierarchy based on Maslow’s hierarchy of needs provides a number of indices to measure the effectiveness of SCI, IS, SCV in a collaborative SC.

The research focusses only on manufacturing, 3PL, fast-moving consumer goods and retail industries.

The research work provides some insights for practitioners on best practices for SC collaboration and measurement of collaborative effectiveness.

The primary value of this paper is the development of standardized levels of SCI, IS and SCV and the proposed measurement of the collaborative effectiveness of the SC. It could be a proposed approach for empirically evaluating the levels of SCI, IS and SCV subject to organisational dimensions.

The purpose of the present study is to establish the emerging trend of studies on knowledge management (KM) strategy from 2007 to 2021 and identify the most studied constructs, methodologies used and gaps, thereby suggesting future directions.

Guided by items on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework, the study analyzed 46 articles published within the 15 years under review.

An upward trend in KM strategy studies published from 2007 to 2021 emerged, indicating researchers' growing interest in the topic. Further, the studies reaffirmed the essence of having a KM strategy alongside other functional strategies for an organization's outstanding performance. Key KM strategy antecedents were identified: resource availability, communication, business environment, stakeholder participation, organizational culture and incentives. The need to align the KM strategy and other functional strategies with the overall business strategy was also established as critical. Finally, gaps in study methodologies and extant literature were identified, leading to suggestions for future directions.

The study provides valuable insights regarding the emerging trend of studies on KM strategy over the 15 years, identification of methodologies used in the studies and the most studied constructs. To this effect, the study's uniqueness lies in the identified gaps and recommendations made for future research directions as it strives to bridge the identified gaps.