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The purpose of this article is to suggest a framework to be used as a strategic planning tool for culinary tourism projects at destination level.

Based on theoretical background of strategic planning and Leiper’s tourism model, a conceptual tool is suggested. Its value is investigated through an empirical study that was performed, which employed a qualitative research method (discussion groups of experts).

The article suggests a framework to be used as a strategic planning tool for culinary tourism projects. The empirical study identified the merits, drawbacks and limitations of the framework to be taken into account. It can be used only in combination with other tools to achieve a comprehensive approach to designing, managing and marketing culinary tourism assets strategically.

Because of its exploratory nature, the study has inherent drawbacks. The suggested framework should be finalised. Future studies could explore the perspective of visitors deeply and should also investigate the appropriate tools to be implemented at operational management level.

In the fields of strategic management and marketing, the study enhances a comprehensive approach. It contributes to positioning and analysing culinary tourism within the context of a whole destination system. It provides an additional tool for destination planners and managers to be used along with other tools in performing their tasks at strategic level.

It is the first study that suggests and empirically investigates a strategic planning tool at destination level, based on the theoretical backgrounds of strategic planning and tourism system. It provides an integrated approach incorporating the main issues to be dealt with in the field of culinary tourism.

Basel III regulations require banks to protect themselves against strategic risk. This paper aims to provide a comprehensive and measurable definition of this risk and proposes a framework to estimate economic capital requirements.

The paper studies the literature and solicits expert opinion in formulating a comprehensive and measurable definition of strategic risk. The paper postulates that the economic capital for a bank’s strategic risk should be estimated using the cost of equity as the profitability threshold, rather than zero and develops a simulation-based framework to estimate economic capital.

The framework closely matches the actual economic capital outlay for strategic risk from our case study of ABN AMRO. It is shown that a bank’s strategic growth plans can fall into one of two scenarios based on risk-return characteristics. In one scenario, the required economic capital outlay will increase, and decrease in the other.

This framework is generalizable and makes use of widely accepted and used practices in banks, making it readily implementable in practice. It does not introduce errors resulting from model selection, parameterizations or complex calculations.

Society would be worse off in the absence of banking and lending services. Banks need to take risks to grow and stay competitive. The framework facilitates better strategic risk management, protecting banks from collapse and reducing the need for taxpayer-funded bailouts.

The paper provides a measurable and practitioner-verified definition of strategic risk and proposes a simple framework to estimate economic capital requirements, a crucial topic, given the threats and increased levels of strategic risk facing banks.

It is often claimed that existing quality models can represent the development of total quality management (TQM) within organisations. However, the more recent emergence of critical perspective literature in this area has shown that these models lack both a strategic formulation influence and a dynamic influence for TQM in organisations. Seeks to combine these influences and to evaluate the role of the strategic dynamics of TQM within organisations. Thus, primarily aims to evaluate the strategic dynamics of TQM within case study organisations using an appropriate evaluative framework. A secondary aim is to perform a meta‐evaluation of this framework. The evaluative framework used for the study is Leonard’s grounded theory framework for TQM strategic dynamics. The model was applied to 57 case studies where a cross case analysis was used to guide the analysis. The findings show that the dynamics of TQM are much more complex and recursive than those shown by current models. Furthermore, the main influence of TQM in the cases was found to be at a tactical level and operational level. Those organisations, which applied TQM at a strategic level, were found to have robust TQM programmes with greater longevity, by using frequent regenerative approaches.

Information and communication technology has been identified as a viable tool to proffer solution to the societal problem of disconnect between democratic actors. The issue of sustainability and citizens’ acceptance of online public participation, however, remains a major issue of concern requiring adequate attention. This study therefore aims to develop a strategic framework for e-democracy implementation and sustainability.

Systematic qualitative review using Grounded Theory Method was adopted to develop the e-democracy strategic framework.

The strategic framework is generic and has the potential to serve as a spring board for e-democracy implementation. It abstracts existing strategies and best practice that can be adopted to add value to e-democracy implementation. Using this framework, developing nations can take advantage of their present level of technological development to give voice to the voiceless and improve their democratic system.

E-democracy implementation should be backed up with policy framework which explicitly states the vision, objectives, policies guiding e-democracy implementation and the oversight bodies responsible for monitoring and evaluation. The implementation plan should clearly identify the implementation approach, levels of engagement, roles of various stakeholders and tools and technology to be involved. Government willingness to harness citizens input and commit resource to e-participation is of paramount importance.

The framework developed is useful for the e-democracy research community and government in executing successful e-democracy implementation and evaluating its impact on democratic outcomes.

This paper aims to present a strategic framework for make‐or‐buy (MoB) decision‐making process and a case study based on the framework. This framework can be applied to all the scenarios of MoB decision‐making that includes making decisions for new components and reevaluating the decisions for presently in‐sourced or outsourced components.

Based on this study of an Indian Automobile Company and review of the literature the paper proposes a strategic framework for MoB decision‐making. Unlike previous academic attempts, where a framework is developed first based on the existing theories followed by illustration through case studies, our approach starts with a case study, the paper then proposes a framework that best suits the company's need. Later the paper discusses the specific features of the framework that makes it applicable to other manufacturing sectors.

The sourcing decision‐making for any firm is a complex and dynamic process where, after stipulated period firms have to reevaluate their decisions. Existing frameworks treat both fresh and reevaluated decisions alike. It is found that the need for a framework with separate provision for outsourcing decision reevaluation. The paper identifies partial outsourcing as a strategic option to avoid supplier opportunism. It also explicitly suggests the exact decision point where risk evaluation is necessary during MoB decision‐making process.

The proposed framework takes a detailed and critical look at actual outcomes in terms of costs, competences and risk. Three important considerations adopted from the literature and incorporated in the proposed framework, makes it unique: provision for reevaluating the MoB decision, consideration of partial outsourcing as a strategic option other than purely making or buying, identification of decision points where risk evaluation is necessary.

The purpose of this paper is to develop a benchmarking framework for identifying different indicators and their importance in forming the strategic position of Thai bond markets in competitive economies using Strategic Position and Action Evaluation (SPACE) matrix framework.

The Delphi approach is deployed for indicator selection and the framework validation. A questionnaire survey is then used to assess the importance of different factors determining the strategic bond market development and competitiveness using the Analytic Hierarchy Process (AHP) model.

A group of experienced bond market experts assign different levels of importance for each key factor under a given dimension to reach consensus. The results reveal that there are 17 factors affecting the strategic development and competitiveness of the bond market. Among four aspects under the framework, the financial strength dimension is considered by the experts as the most dominant aspect to strategic bond market development, followed by competitive advantage, industry strength, and environment stability, respectively.

The benchmarking framework developed in this study is useful for guiding measurement and assessment of the strategic position of bond markets in the competing environment.

The author proposes for the first time a conceptual framework based on macro-level data to assess the strategic bond market development and competitiveness using SPACE matrix method. The study employs the Delphi’s technique and in-depth interview with bond market experts to build indicators for each dimension under the framework. Second, this paper also applies the AHP to discover the order of relative importance for the indicators identified by the experts through pairwise comparison to reach consensus, which has never been conducted before.

In spite of the popularity of learning analytics (LA) in higher education institutions (HEIs), the success rate and value gained through LA projects is still little and unclear. The existing research on LA focusses more on tactical capabilities rather than its effect on organizational value. The key questions are what are the expected benefits for the institution? And how the investment in LA can bring tangible value? In this research, the authors proposed a value realization framework from LA extending the existing framework of information technology value.

The study includes a detailed literature review focusing on the importance, existing frameworks and LA adoption challenges. Based on the identified research gap, a new framework is designed. The framework depicts the several constructs and their relationships focusing on strategic value realization. Furthermore, this study includes three case studies to validate the framework.

The framework suggests that leveraging LA for strategic value demands adequate investment not only in data infrastructure and analytics but also in staff skill training and development and strategic planning. Universities are required to measure the strategic role of LA and spend wisely in quality data, analytical tools, skilled staff who are aware of the latest technologies and data-driven opportunities for continuous improvement in learning.

The framework permits education leaders to design better strategies for attaining excellence in learning and teaching, and furnish learners with new data to settle on the most ideal decisions about learning. The authors believe that the appropriation of this framework and consistent efficient interest in learning analytics by the higher education area will prompt better results for learners, colleges and more extensive society. The research also proposes two approaches and eleven research agendas for future research based on the framework. The first is based on the constructs and their relationships in LA value creation, whereas the later one focusing on identifying problems associate with it.

The renascent focus on strategy in social movement research has made important contributions to our understanding of organizational dynamics, but has not been systematically applied to relational dynamics within movements as a whole. We begin to bridge that gap by presenting a framework for mapping the relative strategic positions of multiple collective actors along two dimensions of strategic orientation: the depth of challenge promoted and the breadth of appeal cultivated. This framework integrates a wider range of collective actors into analyses, and identifies distinct movement roles and contributions associated with different strategic positions. More importantly, the framework facilitates analysis of the overall distribution of actors across a movement and the nature and extent of linkages among them – what we refer to as strategic articulation. Drawing on a breadth of secondary research, we identify characteristics of movement distributions that facilitate stronger articulation and draw out their implications for intramovement relational dynamics – such as the balance between cooperation and competition, and the extent to which flanks are integrated or isolated.

By exploring “what is strategic improvisation in organizations?” the authors respond to advances in strategic improvisation (SI) conceptualization with an emphasis on the challenges of combining unplanned but deliberate responses to relentlessly changing environments, in which strategy becomes increasingly improvised.

An integrative review was conducted with the potential to develop new theoretical approaches to research problems. This literature review resulted in an introductory SI framework.

The authors propose a SI conceptual framework combining foundation, structuration and capillarization. While foundations comprise extemporaneity, novelty and intentionality, considered as triggers for the manifestation of SI, in this study structuration refers to the combination of a minimal structure and a reassessment process in response to unexpected situations. Capillarization means interaction patterns characterized as spontaneous, dynamic and collaborative. This framework leads to the definition of SI as an impromptu deliberate action stream, combining unplanned responses with intentional actions sustaining the convergence of strategy and operation, to integrate and reconfigure resources at the strategic level.

SI in practice considers reconfiguring the internal and external forces to deal with unexpected events and impromptu deliberate responses to face rapidly changing environments. This would enable practitioners and managers to prepare for eventualities that evolve dynamically and spontaneously, and unpredictable imminent global crises.

The authors conducted the first study mapping improvisation as a strategic organizational level phenomenon. SI is recognized as operating across levels, from the tactical and functional to the strategic.

This paper investigates current approaches to the process of managing strategy within the construction industry. The results from nine case studies have been summarised under the headings of: defining the process of developing strategy; activities and outputs associated with the strategic process; strategic tools and techniques used in the process; outputs to the strategic process and factors that govern strategic success time scale for planning horizons; the level of personnel involvement; and the most important factors for successful implementation of strategy. The strategic frameworks adopted by the case study organisations have been combined into a single framework for managing the strategic process. Several issues of strategic concern were identified and recommendations have been put forward under three headings: development of the strategic process; improvement of internal and external audits; and increased application of appropriate tools and techniques.