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Article
Publication date: 7 November 2019

Cigdem Baskici and Yavuz Ercil

The purpose of this study is to propose a measuring system based on the information flow to carry out a more precise assessment of strategic plans.

Abstract

Purpose

The purpose of this study is to propose a measuring system based on the information flow to carry out a more precise assessment of strategic plans.

Design/methodology/approach

An action research method is used with system dynamics. The indicators obtained from the strategic plans were assessed through information records.

Findings

The output of this study is a dynamic model which is produced by the workflows and processes in which decision-makers can apply experiments. By this means, it can be used as a measuring system based on information flows produced within the organization.

Practical implications

The first practical implication is that it can be possible to measure how much of the current workflows matched the strategic goals. Second, it can be possible to measure how much the budget allocated to the strategic plans corresponds to the amount of the total works. Third, it gets ability to managers to provide the opportunity to carry out experiments through the designed model.

Originality/value

As it uses information flows as measuring variable, this study is one of the novel approaches in strategy measurement systems. It also promises high efficiency and effectiveness because the assessment of goals and actions in strategic plans are sources of information which shed a light on the future strategic options to the decision-makers of the organizations.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 50 no. 2
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 1 April 1986

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

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1256

Abstract

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

Details

Management Decision, vol. 24 no. 4
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 9 August 2018

Victor Cattani Rentes, Silvia Inês Dallavalle de Pádua, Eduardo Barbosa Coelho, Monica Akissue de Camargo Teixeira Cintra, Gabriela Gimenez Faustino Ilana and Henrique Rozenfeld

This work explores the potential benefits of aligning the strategic planning process with a BPM program in a clinical research center (CRC). The purpose of this paper is…

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2108

Abstract

Purpose

This work explores the potential benefits of aligning the strategic planning process with a BPM program in a clinical research center (CRC). The purpose of this paper is to define a process for executing strategic planning oriented towards the promotion of a BPM program.

Design/methodology/approach

The method applied is action research. This allowed the solution of a practical problem and at the same time the proposition of a new approach to promote BPM in alignment with strategy, which was synthesized in the model presented.

Findings

The analysis and structuring of the strategic planning process, with the assessment of the as-is situation, were adequate as a preparation step for the first cycle of a BPM program in the CRC. Based on lessons learned along the research project, a model was proposed for the strategic planning process oriented towards promoting BPM.

Research limitations/implications

The model was conceived from a single application at a CRC, through a cycle of action research. This is one of the limitations of this work. The model was not yet sufficiently tested in other contexts. This represents opportunities for future research.

Practical implications

The evaluation step in the action research cycle revealed that the organization in focus was satisfied with the results. New management practices in the organizations in focus were implemented as a result of this work.

Originality/value

Process improvement initiatives are a novelty in the CRC context, and this work may serve as a reference for CRC managers seeking to improve overall performance. The proposed model in this work indicates that a BPM program should start with strategic planning. An initial assessment of the as-is situation of the organization in focus was performed based on the analysis of the undesirable effects in the organization’s management practices, using a technique of the Theory of Constraints. The use of this technique facilitated the identification of solutions to the root causes identified in the assessment. The level of the assessment was deeper in comparison to results obtained with traditional tools used in strategic planning processes. The assessment supports the definition of actions oriented to solving the majority of the management dysfunctions of the organization in focus.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 June 2001

Marla E. Hacker, Tim Kotnour and Larry A. Mallak

The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well‐developed strategic plans fail to…

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1660

Abstract

The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well‐developed strategic plans fail to be implemented, and required goals and objectives are not attained. Strategy deployment processes link strategic plans with implementation activities. Instead of investing more time and energy in improving planning or implementation processes, an organization should first examine the deployment processes used to link strategic plans with action – “deployment processes” may be the missing link in the strategic management system. This paper studies the application of formal strategy deployment processes within three US federal agencies. The strategic management literature provides the basis for the deployment processes analyzed in this study. Following the analysis of each individual case, an overall assessment of existing supporting and restraining forces that should be considered when working to improve deployment processes is discussed.

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International Journal of Public Sector Management, vol. 14 no. 3
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 1 April 2008

Kathy Langlois

Many First Nations and Inuit communities in Canada confront historical, cultural, socioeconomic and geographic barriers that have a profound impact on mental wellness. In…

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195

Abstract

Many First Nations and Inuit communities in Canada confront historical, cultural, socioeconomic and geographic barriers that have a profound impact on mental wellness. In 2006, a Senate Committee reported on mental health, mental illness and addiction. A key result has been the creation of the Mental Health Commission of Canada (MHCC). Around the same time, Health Canada established a Mental Wellness Advisory Committee (MWAC) in collaboration with the representative bodies of Canada's First Nations and Inuit ‐ the Assembly of First Nations and the Inuit Tapiriit Kanatami ‐ to develop a strategic action plan to improve mental wellness outcomes of First Nations and Inuit. A participatory, inclusive and consensus‐based approach to the MWAC work has been key to the successful development of the strategic action plan and has brought credence and legitimacy to the process. MWAC, the strategic action plan and the ready linkages with the MHCC are important guides for moving forwards to improve the mental wellness outcomes of Canada's First Nations and Inuit.

Details

International Journal of Leadership in Public Services, vol. 4 no. 1
Type: Research Article
ISSN: 1747-9886

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Book part
Publication date: 11 February 2019

Torben Juul Andersen and Simon Torp

The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for…

Abstract

The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management practice. To this end the current study considers the added effects of adopted leadership style and use of interactive controls and thereby uncovers new interesting insights about the combined strategy-making process. The authors use structural equation analyses to investigate these more fine-grained relationships based on an updated cross-sectional dataset from among the largest companies in Denmark. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interaction effect on the relationship between strategic planning and corporate performance. A participative leadership style also exerts positive influence on autonomous strategic actions, which in turn has a negative direct relationship to performance, but a positive interaction effect on performance together with use of interactive controls. The authors discuss the theoretical foundation for these intricate relationships and consider opportunities to extract further research insights.

Details

Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management
Type: Book
ISBN: 978-1-78973-011-1

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Article
Publication date: 12 April 2018

Andrea Chiarini

The purpose of this paper is to investigate whether the analytic hierarchy process (AHP) methodology can help in the decision-making process of choosing action plans

Abstract

Purpose

The purpose of this paper is to investigate whether the analytic hierarchy process (AHP) methodology can help in the decision-making process of choosing action plans linked to manufacturing strategy. The research also analyses the path which some managers followed for defining and selecting the action plans as well as the organisational obstacles and pitfalls the managers encountered.

Design/methodology/approach

The authors conducted an exploratory case study in a medium-sized Italian manufacturing company. The authors collected, coded and discussed data from the AHP implementation. Furthermore, during the observation of how the managers dealt with the decision-making path, the authors collected, coded and discussed the qualitative data.

Findings

Results showed that AHP made the decision-making process of choosing between alternative plans more objective. However, the authors observed obstacles and pitfalls mainly linked to organisational aspects such as creating team and staff’s awareness, involvement and commitment as well as staff’s skills. Other interesting findings are linked to the creation of managers’ consensus and the top manager’s managerial style and how the latter could affect the AHP consistency ratio.

Research limitations/implications

This research is based on a case study. The findings need to be tested by other scholars and practitioners in different organisations. Moreover, issues such as management consensus and negotiation in manufacturing organisations and managerial style need further research.

Practical implications

AHP methodology can help practitioners who are dealing with the deployment of strategic manufacturing objectives and who are trying to employ methods for choosing the right action plan. Besides, practitioners are aware of specific organisational obstacles and pitfalls encountered on the strategic deployment path.

Originality/value

This paper proposes for the first time the use of the AHP methodology for choosing between action plans derived from strategic manufacturing objectives.

Details

Journal of Manufacturing Technology Management, vol. 30 no. 1
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 24 April 2009

John W. Myrna

The purpose of this paper is to inform the readers and the leaders and managers of industry, that a major reason why companies fail to meet their objectives is poor…

Abstract

Purpose

The purpose of this paper is to inform the readers and the leaders and managers of industry, that a major reason why companies fail to meet their objectives is poor implementation. This article sets out to talk about what to do to fully implement plans and achieve desired goals.

Design/methodology/approach

The author uncovered the main implementation pitfalls during his 30 years of experience as a manager and consultant working with hundreds of organizations on developing and implementing their strategic plans.

Findings

There are ten major reasons why companies fail to implement their strategic plans.

Practical implications

Missing goals and milestones is tough enough on the bottom line in the good times, but it could be deadly for companies during depressed economic conditions.

Originality/value

This information is unique in its comprehensiveness and crucial for executives and owners of industry in both emerging and mature markets.

Details

Business Strategy Series, vol. 10 no. 3
Type: Research Article
ISSN: 1751-5637

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Article
Publication date: 1 September 2000

David Barnes

This paper reports on research investigating the process of formation of manufacturing strategy in six UK manufacturing small and medium‐sized enterprises (SMEs). Realised…

Abstract

This paper reports on research investigating the process of formation of manufacturing strategy in six UK manufacturing small and medium‐sized enterprises (SMEs). Realised manufacturing strategy can be considered to be the pattern formed in the stream of actions taken within a firm’s manufacturing function. The research aims to locate the source of that stream by identifying the causal origins of strategic manufacturing actions using a strategy charting method. The findings indicate that, for these companies, realised manufacturing strategy is predominantly formed through a bottom‐up emergent process, arising from the preferences of personnel within the manufacturing function. For most strategic manufacturing actions, there is no demonstrable link to business strategy. As such, these firms are not following best‐practice manufacturing strategy literature, which advises that manufacturing strategy be derived from business strategy in a top‐down deliberate process. This is the case despite differences in the size, products, customers, ownership structures and histories of the companies. The paper speculates that, in UK SMEs, more widely, manufacturing strategy may similarly not arise from the pursuit of business objectives. This may be because the concept of manufacturing as a potential strategic weapon is absent in the SME community, or because the formalised top‐down deliberate process of developing manufacturing strategy associated with this concept is inappropriate in the dynamic environments in which most SMEs operate.

Details

Journal of Small Business and Enterprise Development, vol. 7 no. 3
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 11 September 2007

Juha Kettunen

The purpose of this study is to analyse the network strategies of academic libraries and presents an approach to the evaluation of strategic plans and their implementation.

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3363

Abstract

Purpose

The purpose of this study is to analyse the network strategies of academic libraries and presents an approach to the evaluation of strategic plans and their implementation.

Design/methodology/approach

The balanced scorecard approach is used as a framework for organisations to communicate and implement their strategic plans.

Findings

It is shown in this study that the balanced scorecard also provides a general framework for the evaluation of the strategy and performance from different perspectives.

Practical implications

The concept of the strategy map is used to illustrate the objectives of the strategic plans of the consortium of libraries.

Originality/value

This study contributes to the knowledge and practice of the strategic planning of libraries. The findings of the study are useful for those who seek to achieve cost‐efficiency with the increased and networked cooperation of libraries.

Details

Library Hi Tech, vol. 25 no. 3
Type: Research Article
ISSN: 0737-8831

Keywords

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