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The main aim of this article is to broaden the notion of strategic intent in public relations. It also develops an understanding of the social value of what can be defined as the first modern health communication campaign in Europe based on strategic intents and the development of modernity.

The study is based on both historical research and empirical material from the Norwegian tuberculosis campaign from 1889 up to 1913, when Norwegian women achieved suffrage. The campaign is analysed in the framework of modernity and social theory. The literature on lobbying and social movements is also used to develop a theoretical framework for the notion of strategic intent.

The study shows that strategic intent can be divided into two layers: (1) the implicit strategic intent is the real purpose behind the communication efforts, whereas (2) the explicit intent is found directly in the communication efforts. The explicit intent may be presented as a solution for the good of society at the right political moment, giving an organisation the possibility to mobilise for long-term social changes, in which could be the implicit intent.

The distinction between explicit and implicit strategic intent broadens our understanding on how to make long-term social changes as well as how social and political changes occur in modern societies. The article also gives a historical account of what is here defined as the first modern health communication campaign in Europe and its social value.

This paper seeks to explore the effect of performance duration (rather than intensity) on the subsequent initiation of strategic change by firms. Specifically, the effect of outperformance and underperformance duration on strategic change, as well as the moderating effect of environmental dynamism, is studied.

Using a fixed-effects model, analyzing a sample of 34,907 firm-year observations from 1980 to 2018 across 112 industries mostly supported proposed hypotheses.

Results revealed a U-shaped relationship between outperformance duration and strategic change and an inverted U-shaped relationship between underperformance duration and strategic change. The moderation role of environmental dynamism was only partially supported.

This study examines a new dimension of performance feedback, namely duration, rather than the widely used intensity of performance feedback, to enhance our understanding of the behavioral theory of the firm.

This study aims to explore how managers exercise agency in strategic investment decisions (SIDs) by drawing on their knowledgeability of the strategic context. Specifically, the authors address the role of position–practice relations and irresistible causal forces in this conduct.

The authors examine SID-making (SIDM) practices in four case organisations operating in highly competitive markets, conducting interviews with managers at various levels and analysing company documents. Drawing on strong structuration theory, the authors show how managerial decision makers draw upon their knowledge of organisational context when exercising agency in SIDs.

The authors provide insights into how SIDM behaviour, specifically agents’ conduct, is shaped by a combination of position–practice relations and the agents’ comprehension of their organisation’s context.

The authors extend the SIDM literature by surfacing the issue of how actors’ conjuncturally-specific knowledge of external structures shapes the general dispositions they draw on in exercising agency in practice.

The authors extend the SIDM literature by surfacing the issue of how actors’ conjuncturally-specific knowledge of external structures shapes the general dispositions they draw on in exercising agency in practice. Particularly, the authors contribute to this literature by identifying irresistible causal forces and illuminating why actors might not resist in SIDM processes, despite having the potential to do so.

This paper aims to discuss the contribution that strategic human resourcing (HR) makes to organizational success and the crucial conversations that HR must orchestrate to truly fulfill its strategic role.

Strategic HR has the potential to modernize management practice, bringing it into line with the needs of the twenty‐first century organization. The paper acknowledges that while the role of strategic HR is understood, there is often a difference between this understanding and what happens in practice – the “knowing‐doing” gap. To show how this gap can be addressed it presents a case study of building strategic HR capability in a leading retailer. This case study defines strategic HR's role in the case organization and charts its evolution. The process of building strategic HR capability is described in detail, and components of the resulting strategic development plan demonstrate a staged process for embedding strategic capability in the HR team.

Strategic HR balances business demands with the needs of the organization and its workforce to adapt to change. Effective strategy builders facilitate conversations beyond the bounds of the HR team. They hold the organization's vision and work in the space between this and the organization's “current reality” to create a more sustainable future for all of the organization's stakeholders.

Building strategic HR capability is building HR business leadership. To lead their organizations, HR people must first lead themselves. The case study shows how HR people can build confidence and strategic leadership capability through a planned change process. It also shows how to build appetite and expectation for a strategic HR contribution among line colleagues.

The paper shows the critical importance of strategic HR leadership to today's organizations. It acknowledges that there is often a knowing‐doing gap for HR professionals and an “appetite” gap for line colleagues. Triumpha's strategic HR development framework shows how capability can be developed and put into practice to create a more sustainable future for all of an organization's stakeholders.

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.

This paper seeks to identify the related factors of strategic thinking and their assessment (determining the gap between “importance of the factors”, and “present situation of the factors”) in Benetton Co. branches located in Iran.

The paper briefly reviews the literature related to strategic planning, and especially strategic thinking. Through the review of literature, some factors will be identified, and then presents statistical evidence to show their relevance and situation (the gap between present situation and optimum situation) in Benetton Co. branches located to Iran.

The findings of the research indicate that there are 12 relevant factors of strategic thinking; and difference between “importance of the factors”, and the present situation of all 12 factors in Benetton, are meaningful.

More research needs to be conducted about the factors related to strategic thinking. Due to the fact that the research is limited to a specific company, the findings cannot be generalized. Also, it seems that relying on questionnaire can cause some limitations to the findings.

Although strategic planning and thinking are distinct, they are interrelated and complementary in terms of thought processes. If they sustain and support each other, effective strategic planning can be formulated and implemented.

The paper provides insights to different dimensions of strategic thinking and the amount of their presence in an international company working in a developing country; and the way it enhances the capacity of the company for implementation of strategic planning.

Discusses US Army War College approach to including Strategic Leadership in its curriculum. Key aspects emerged from a preliminary, widely based conference: the environment in which a leader must function; their tasks; the competences they require. These are analysed. Competences are subdivided into personal characteristics (robustness, tolerance of uncertainty, willingness to reopen decisions, viewing mistakes as new information), frames of reference (to be wide), and specific capabilities (complex cognitive skills, persuasiveness, lateral networking). Compares effectiveness of academic with on‐the‐job learning, looks at learning methodologies and curriculum design issues, and the importance of practitioner mentoring.

The purpose of this article is to assist strategic planners and managers in developing and utilizing a strategic profile of the firm in order to conduct a SWOT analysis and therein apply its results appropriately.

How are the objectives achieved? This objective is achieved by developing a seven‐step procedure, with templates that assist planners and managers in creating a strategic profile of the firm and then utilizing that profile as a filtering mechanism for a SWOT analysis. The article covers the topics of competitive approach, competitive strategy, organizational structure, leadership, and organizational culture.

The profile may not only be employed as a method for centering a firm's strategic planning and implementation, it may also be used for creating a competitive profile of the firm's competitors.

The practical implications of the article indicate the need to attach a pre‐planning stage to the typical strategic management process of a firm. This action will lead to the creation of a preliminary strategic profile of the firm. This profile is used to produce a more accurate SWOT analysis with a greater likelihood of successful strategy implementation.

The value of this article is that it introduces a pre‐planning stage to the traditional strategic management process. This stage creates a strategic profile of the firm which managers and strategic planners can use for two purposes: producing a more accurate SWOT analysis with a greater likelihood of successful strategy implementation; and creating a strategic profile of their competitors.

If strategic planning is to have a valuable impact on an organization′s performance, dispassionate analysis of the plan is obligatory. In a limited context, auditing the strategic plan involves examining the extent to which the plan is being implemented as originally conceived. In a broader context, strategic auditing should also help to identify improvements to the strategic management process itself so the internal auditor might audit: the process used, the plan immediately after it is produced and its implementation three to six months later, and the control and regulatory systems in place to ensure the process is effective.

Presents and compares two contrasting managerial attitudes towards strategic decisions. The first attitude is called maximizing behaviour, and it is founded on a set of assumptions that are unattainable in real‐world decision making. The use of this attitude invariably results in a failed strategic decision. The second managerial attitude is called satisficing behaviour, and its use is demonstrably conducive to strategic decision success. Applications of real‐world successful and failed strategic decisions tend to confirm the case for satisficing behaviour in quest of successful strategic outcomes.