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Article
Publication date: 1 December 2003

Z.T. Temtime, S.V. Chinyoka and J.P.W. Shunda

This article analyzes the strategic use of microcomputers and software packages in corporate planning and decision making in SMEs. Data were collected from 44 SMEs from…

Abstract

This article analyzes the strategic use of microcomputers and software packages in corporate planning and decision making in SMEs. Data were collected from 44 SMEs from three cities in the Republic of Botswana to study their perceptions about the use of computer‐based technology to solve managerial problems, and analysed using simple descriptive statistics. The findings indicate that SMEs conduct both strategic and operational planning activities. However, microcomputers and software packages were used primarily for operational and administrative tasks rather than for strategic planning. SMEs perceive that strategic planning is costly and time‐consuming, and hence appropriate only for large firms. The study also showed that firm size and strategic orientation are related to the use of computer technology for strategic decision making. The major implication of the findings for future research has been identified and presented.

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Information Management & Computer Security, vol. 11 no. 5
Type: Research Article
ISSN: 0968-5227

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Article
Publication date: 29 April 2008

Hussam A. Al‐Shammari and Raef T. Hussein

This study is designed to examine strategic planning practices in Jordanian manufacturing organizations (JMOs). Two issues are of primary concern here. The first is…

Abstract

Purpose

This study is designed to examine strategic planning practices in Jordanian manufacturing organizations (JMOs). Two issues are of primary concern here. The first is related to the extent of using strategic planning in JMOs, while the second issue is concerned with the infrastructure necessary to implement successful strategic planning.

Design/methodology/approach

Data were collected via a questionnaire that was administered to the CEOs of the 37 manufacturing firms included in this study. Out of the 37 questionnaires distributed, 28 were returned representing a response rate of 76 percent.

Findings

Results reveal that 39 percent of JMOs are implementing strategic planning, whereas 61 percent are not. Results also indicate that while JMOs managers possess strong and positive attitudes toward strategic planning; these attitudes have not been translated into real commitment. A low to moderate level of commitment, low level of participation, and moderate strength of information system are found in this study.

Originality/value

So far, only limited empirical research has been conducted to explore strategic planning practices in Jordanian business organizations (JBOs). Our current study is among the few pioneering studies that have contributed to the enhancement of our understanding of strategic planning practices in JBOs.

Details

International Journal of Commerce and Management, vol. 18 no. 1
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 1 July 2006

Rob McGee

The purpose of this paper is to describe an approach to information technology (IT) strategic planning for libraries and institutions of higher education.

Abstract

Purpose

The purpose of this paper is to describe an approach to information technology (IT) strategic planning for libraries and institutions of higher education.

Design/methodology/approach

The “why, what, and how” of IT strategic planning for libraries is explained, to show the efficacy and value of long‐term IT planning and budgeting. The organization, design, processes, templates, and methodologies of IT strategic planning practices that have been proven and constantly refined through projects with academic, public, and national libraries are described.

Findings

Principles described for IT strategic planning as a team‐based enterprise learning process apply as well to the design and conduct of major IT procurements, where the organization also seeks best value IT outcomes for the long term. The approach is scalable with respect to the human resources and time required (e.g. three months, six months); the design and steps of the process; the methodologies employed; and the number, design, format, components, and contents of internal working documents and the published report(s).

Originality/value

IT strategic planning educates the institution about choices and consequences, decides on technology priorities and investments, makes informed decisions with confidence, and delivers consensus‐based outcomes and stakeholders' buy‐in.

Details

Library Management, vol. 27 no. 6/7
Type: Research Article
ISSN: 0143-5124

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Article
Publication date: 1 March 2002

Mike Schraeder

Examines the strategic planning process as well as some practical issues associated with strategic planning. Specific emphasis is placed on a simplified approach to…

Abstract

Examines the strategic planning process as well as some practical issues associated with strategic planning. Specific emphasis is placed on a simplified approach to strategic planning. The relationship between strategic planning and performance is discussed. A brief overview of common approaches used to develop strategic plans is also provided. An overview of the development of a preliminary strategic plan for a growing health care organization is discussed to assist practitioners in their planning efforts. Given that the illustration is for an initial strategic plan, an examination of performance implications was not possible. However, practical implications and some of the lessons learned are discussed.

Details

Business Process Management Journal, vol. 8 no. 1
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 27 April 2012

Victor Maddalena

This article is a primer which aims to examine the application of project management principles in organizational strategic planning. The intended audience is students in…

Abstract

Purpose

This article is a primer which aims to examine the application of project management principles in organizational strategic planning. The intended audience is students in health administration and novice leaders in health care.

Design/methodology/approach

A six‐phase project management algorithm is presented to serve as a framework for implementing various aspects of an organization's strategic plan, with a particular emphasis on accountability processes.

Findings

Leaders in healthcare can increase the effectiveness of their organization's strategic planning processes and improve accountability by incorporating basic project management principles during the implementation phase of strategic planning.

Research limitations/implications

This is a review article drawing on a well‐established literature in project management and strategic planning.

Practical implications

The processes associated with generating an organizational strategic plan are well addressed in the management literature. This article succinctly outlines the application of basic project management principles to the implementation of strategic plans and organizational success, focusing on accountability processes.

Social implications

Cost effectiveness of health organizations can be improved by implementing project management practices in strategic planning.

Originality/value

The article succinctly applies basic project management principles to the implementation of strategic plans and organizational success.

Details

Leadership in Health Services, vol. 25 no. 2
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 1 January 2006

Eric Flamholtz and Stanford Kurland

Strategic planning is a misunderstood and maligned managerial tool. Most organizations have tried it but relatively few actually achieve success in strategic planning.

Abstract

Purpose

Strategic planning is a misunderstood and maligned managerial tool. Most organizations have tried it but relatively few actually achieve success in strategic planning.

Design/methodology/approach

The experience of Countrywide Financial Corporation demonstrates how strategic planning can be used as a key lever for change and describes the benefits that accrued to it through this process. Stanford Kurland, the Company’s COO, engaged Eric Flamholtz to assist with developing a more sophisticated approach to strategic planning at Countrywide. Flamholtz introduced: a template for organizational assessment and development; and a systematic process for strategic planning that had been applied elsewhere with considerable success. The new planning process s became a corporate priority.

Findings

The planning system has also led to a variety of other significant organizational benefits including: a constructive forum for elevating management’s focus from tactical and operational concerns to broader strategic challenges; a shift away from a “silo mentality” to a “Countrywide perspective”; a clear set of priorities to guide operating unit activities and decision‐making; measurable objectives that emphasize linkages across organizational boundaries; and greater understanding and communication of the plan throughout the organization.

Originality/value

Kurland was focused on longer‐range issues for the company, but most of the other members of Countrywide’s senior management were more focused on short‐term competitive success in their own divisions. It led to significant changes and benefits at Countrywide, including a strategic shift in corporate direction.

Details

Handbook of Business Strategy, vol. 7 no. 1
Type: Research Article
ISSN: 1077-5730

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Article
Publication date: 9 March 2010

James W. Wilson and Soren Eilertsen

The purpose of this paper is to understand the extent to which organizations were prepared for the economic crisis, the nature of responses, and factors that might explain

Abstract

Purpose

The purpose of this paper is to understand the extent to which organizations were prepared for the economic crisis, the nature of responses, and factors that might explain preparedness and modes of response.

Design/methodology/approach

The survey conducted in July 2009 and sponsored by the Association for Strategic Planning, sampled 190 US managers involved in strategic planning within organizations. The survey assessed the role strategic planning played during the recent financial crisis.

Findings

Key findings include: organizations that used strategic planning to make critical decisions were better able to pursue growth opportunities during the crisis; and organizations that relied on strategic planning during the crisis are more confident about their prospects for near‐term growth.

Research limitations/implications

Repeating this protocol for a sample of executives who have not taken a particular interest in strategic planning as a discipline would create more confidence that the conclusions can be generalized.

Practical implications

The paper suggests to organizations that an embrace of strategic planning in the form of having a regular process, a senior leader in charge, and involving the entire leadership team makes a significant difference in optimism and future outlook.

Originality/value

The results suggest that an organization's trust and confidence in strategic planning as a decision‐making discipline is a stronger indicator of potential success than the adoption of any particular strategic planning technique or principle.

Details

Strategy & Leadership, vol. 38 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 April 1993

Petros Pashiardis

Explores the essence of strategic planning and the urgency for itsimplementation in the public school setting. Examines some criticalelements for successful implementation…

Abstract

Explores the essence of strategic planning and the urgency for its implementation in the public school setting. Examines some critical elements for successful implementation of this relatively new field for education. Specific caveats are addressed that may lead to unsuccessful implementation. Also presents a brief review and critique of the strategic planning efforts of a Mid‐Western City School District in Texas so that the reader can see firsthand what some public schools in the United States are currently undertaking. Includes (in an Appendix) some of the parameters of the strategic plan that this school district wrote as a guide for itself.

Details

International Journal of Educational Management, vol. 7 no. 4
Type: Research Article
ISSN: 0951-354X

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Article
Publication date: 1 February 1992

Roger L. Kemp and Jonathan D. Kemp

Strategic planning is a common practice in the corporate world. While many private‐sector organisations are now using strategic planning practices, public and nonprofit…

Abstract

Strategic planning is a common practice in the corporate world. While many private‐sector organisations are now using strategic planning practices, public and nonprofit officials have only recently begun to embrace this concept. This is being done to enhance their organisation's ability to cope with an ever‐changing environment‐both external and internal. Since business models of strategic planning are designed to increase a company's profits and/or control its environment, such practices should be modified and adapted to properly “fit” the unique political and administrative environment of a particular organisation.

Details

Management Research News, vol. 15 no. 2
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 January 1993

James Whelan and James D. Sisson

Strategic planning is an important part of every company's management process. Its sole purpose is to improve the performance of the organization. This would appear to be…

Abstract

Strategic planning is an important part of every company's management process. Its sole purpose is to improve the performance of the organization. This would appear to be common sense, yet very few companies realize the promise of sound strategic planning to consistently improve the organization's results.

Details

Journal of Business Strategy, vol. 14 no. 1
Type: Research Article
ISSN: 0275-6668

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