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As companies are facing an increased need for knowledge creation, innovation, improvement, and change, the processes that enable these matters should be identified. The purpose of this paper is to identify and find a way of classifying these processes.

The paper conducted literature studies to identify what could be the tactical processes. This has then been exemplified through a case study in the automotive industry where the focus has been on the formal process descriptions and how decisions and roles are distributed.

From the case study the paper can identify processes that could be classified as tactical, as they are not only “something between” the strategic and operational processes, but also different by nature, as they are related to certain dynamic elements of a company, such as knowledge creation, innovations and improvements.

To some extent the research is based on formal descriptions in systems and documents from a case in the automotive industry. Interviews have been conducted but more cases and interviews would provide a better picture of the tactical processes and how they are designed and implemented.

The paper argues that there is a level of processes that could be classified as tactical as well as strategic and operational. These processes are increasingly important as they represent activities within R&D and improvement, which are important aspects of, for example, lean strategies. Design, responsibilities and ownership of these tactical processes are important strategic decisions.

The original value of the paper is that introducing the tactical level could facilitate the identification, analyses and decisions regarding the processes that play an increasingly important role in manufacturing strategies.

The purpose of this paper is to explore tactical planning in grocery retailing and propose how process and integration mechanisms from sales and operations planning (S&OP) can enhance retail tactical planning.

This work follows an explorative design with case studies from the grocery retailing industry in Finland, Norway, and the UK.

The tactical planning process focuses on demand management and securing product availability from suppliers in order to reach sales targets. Less attention is directed toward balancing supply and demand or toward providing a single plan to guide company operations. Planning appeared to be functionally oriented with limited coordination between functional plans, but it did include external integration that improved forecast accuracy.

The study involves grocery retailer cases with variable levels of S&OP maturity. The propositions need to be investigated further through action research or additional case studies to confirm their validity.

The study proposes a design of an S&OP process in retailing and propositions for improving tactical planning integration.

The study complements research on retail tactical planning by taking planning process and integration viewpoints. The research suggests that retailers would benefit from a formal and company-wide S&OP process to unify different market-oriented plans to a single set of numbers, thus better balancing supply and demand without sacrificing the emphasis on demand planning.

This study theorizes about the development of dominant tactics within social movements, as certain tactics within a tactical repertoire are used frequently and imbued with ideological significance. Little research has been done on hierarchies within tactical repertoires, assuming that all tactics within a repertoire are equal. Between 1974 and 2008, the US Religious Right attempted over 200 anti-gay referendums and initiatives to retract or prevent gay rights laws. This research examines how the lesbian, gay, bisexual, and transgender (LGBT) movement developed campaign tactics to fight these direct democracy measures. This research expands the existing literature on tactical repertoires by theorizing about the mechanisms by which tactics become dominant, namely, their affirmation by victories, responsiveness to countermovement escalation, and involvement of institutionalized social movement organizations to disseminate tactics. This research contradicts existing movement–countermovement literature that suggests that movements do not develop dominant tactics when mobilizing in opposition to a countermovement.

In this research, collaboration attributes related to the firm's intrinsic and extrinsic facets at pertinent levels (i.e. enterprise, strategic, operational, and tactical levels) for construction equipment OEMs (original equipment manufacturers) operating in India have been quantified and modeled.

For modeling the intra-firm collaboration at respective organizational levels, relevant attributes have been populated employing literature review followed by subsequent validation from pertinent focus groups. The focus groups comprising professionals working in the construction and mining equipment industry in India aided us in estimating the extent of interdependencies and influences within/amongst collaboration attributes. The collaboration attributes and respective interdependencies/influences are modeled employing the concept of graph theory wherein the individual attributes are represented using vertices and influences/interdependencies are represented using edges. The collaboration indices resulting from the variable permanent matrix have been derived as well.

Scenario and subsequent sensitivity analysis are performed. This research discusses the significance and aspects related to various collaborative attributes and the interrelations amongst them. Further, the research also evolves quantitative measures of collaboration indices at enterprise, strategic, tactical and operational levels by employing a graph-theoretic approach (GTA). The authors have also extricated and discussed a number of meaningful implications from both the perspectives of interorganizational relationships (IORs) and the normative theory of organizations using a cross-case analysis of five firms having operations in India.

The research would aid organizations (particularly those belonging to the construction equipment sector) measure the efficacy of collaboration in respective value-chains at strategic, tactical and operational levels. From the theoretical perspective, the integration of the IORs and normative theory of organizations enables looking at the intra-firm collaboration problem from a multi-dimensional standpoint involving activities, performance measures, action initiation, communication, shades of top management, level of activity, etc.

The purpose of this article is to show how operationally specific, “down in the trenches” competitive intelligence can help inform and contribute to a much higher‐level view of the competitive arena that can inform company strategy.

The article presents a practical application based on various tactical intelligence methodologies, such as win/loss analysis, primary intelligence collection, etc.

By analyzing it at a higher level, CI practitioners and strategists can use tactical intelligence to help support strategy development, not just day‐to‐day company operations.

The article shows managers how to use tactical intelligence to help inform strategy.

This article takes very operationally specific, “down in the trenches” intelligence and shows how it can help inform and contribute to a much higher‐level view of the competitive marketplace. Many people tend to think of tactical intelligence as low‐value data or information. This article shows that if managers connect the dots of tactical intelligence and use this analysis to help inform strategy, they have a better chance of reacting to and anticipating major events without being blindsided.

The purpose of this paper is to explore tactical planning potential within hospital departments. The study had two objectives: first, to develop a framework for tactical capacity planning in healthcare departments by identifying and structuring essential components for healthcare capacity management; and, second, to identify context-specific requirements and functionality demands on tactical planning processes within healthcare.

A framework for tactical capacity planning was developed through a literature review. Additionally, an exploratory multiple-case study was performed, with cases from three Swedish hospital departments, which provide the opportunity to study framework applicability in its natural context.

Findings illustrate how an active tactical planning process can facilitate adjustments to capacity. However, the multiple-case study shows that there are contextual differences between departments, depending on available treatments and resources that affect capacity adjustments, and how the planning process activities should be structured.

This project develops a framework for a tactical capacity-planning process adapted to healthcare provider contexts. By developing the framework, based on the literature and tactical level planning processes within three Swedish hospital case studies, the authors bridge gaps between theory and application regarding healthcare capacity planning.

The purpose of this paper is to explain how tactical choices create value within a business model of a small company in the fashion outlet industry.

The generic two-staged competitive process framework from Casadesus-Masanell is used to analyze the fashion retailer MyFashionOutlet.

This paper argues that tactical choices made within a business model have a positive effect on the revenue of this company.

As to practice, the findings provide better insights into the levers of change within a constant business model. For academics, the authors provide guidelines for applying the framework to future research and identify potential limitations of the use.

Significant transitions in firms (e.g. outsourcing) may impact the relative importance of production and inventory assets, affecting the hierarchical separation of planning decisions. The purpose of this paper is to contribute to planning literature by investigating how the production system and the planning environment influence the performance difference between hierarchical and monolithic planning. Further, it seeks to reduce the prevailing theory-practice gap in tactical planning.

Through an action research study, a monolithic model integrating tactical production planning decisions, subject to upstream supply chain constraints, with strategic investments decisions was developed, tested and implemented in a global OEM. Using the developed model and a measure of the capital cost of production assets relative to the cost of holding inventory, it is numerically examined how the production system and planning environment influence the performance of hierarchical and monolithic planning.

The research demonstrates the potential of integrating decisions and reveals significant performance differences between hierarchical and monolithic planning for firms with low capital cost relative to inventory holding cost.

The findings suggest a fit between planning processes, the production system and planning environment. Future research should empirically validate the findings and propositions.

The paper combine capital investments and production planning decisions, which usually transpire at different hierarchical levels and on different time-horizons, and investigates the consequences of hierarchical separation through a real-life validated case and numerical analysis.

The purpose of this paper is to examine national survey data of police agencies in the USA to explore the current state of crime analysis integration to patrol crime reduction work.

The data examined in this paper are from a national quantitative survey which sought to understand how crime analysis results are used by officers as well as higher ranking personnel in the patrol division and what types of strategies are implemented using crime analysis.

The findings show that the routine use of crime analysis is not well integrated. Despite the low integration, however, some differences were found. Management uses crime analysis the most overall, but officers and first-line supervisors use tactical crime analysis more routinely than management, where management personnel use evaluation most routinely. Tactical crime analysis is used most often for directed patrol, strategic for both directed patrol and general information, and evaluation for both general information and crime prevention. Analysis of using analysis proactively shows that agencies use tactical crime analysis most proactively, followed by the strategic crime analysis, then evaluation.

The study relies on self-report surveys, so the results may suffer from some of the general limitations of self-reports. Also, the study resulted in a lower response rate than surveys of police agencies typically achieve. Although responding and non-responding agencies were comparable in terms of population size, number of officers, and region of the country, the response rate was about 55 percent. However, it is a possibility based on the analysis results that non-responses may reflect a disinterest in the topic or the lack of integration of crime analysis.

This is the first national survey that focussed specifically on crime analysis integration in patrol work for crime reduction. The value of the results presented here are in the description of the current state of crime analysis integration in the USA which has not been investigated in such depth before and the identifications of gaps in both research in practice.

The confusion over what counts as “strategic” is widely acknowledged to be a problem for both research and practice. The paper aims to develop a robust definition of “strategic decisions” and a classifying tool that distinguishes them from grand tactical, tactical, and other organizational decisions.

An extensive literature review focused on the leading journals is carried out. Articles having “strategic decision” in the abstract are retrieved from EBSCO Host and ProQuest One Academic databases. Definitions of “strategic decisions” are critically assessed and classified to form the trigger and basis of the development of new definition.

The literature review identifies five approaches by which strategic decisions are defined, and their limitations are exposed. The proposed definitions of “strategic,” grand tactical, and tactical decisions, and the novel classification tree, used to distinguish those decisions, are shown to be more accurate and robust than those previously offered in the literature.

New definitions of “strategic,” grand tactical, and tactical decisions are offered; and a new classifying tool is developed.