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Organizations increasingly view their internal staff as a source of innovation and change and tend to involve an increasing number of organizational members in strategy work. This inclusion is a form of decentralized strategy and usually takes place in meetings. This chapter explores how meetings can become a planned emergence strategy for unlocking endogenous innovation potential. Data have been gathered from a still ongoing field project in which employees of six public offices such as the police or fire brigade participate. The public offices’ administration is characterized by a traditional division of responsibility, meaning that strategy has so far been the business of only few people at the top of the organization. For the first time in this organization, managers and other specialists at various organizational levels have been invited to partake in the new bottom-up strategy format Think Tank. The goals of the Think Tank are to identify the needs of the employees, to find and show potential, create a subculture and encourage innovation. The Think Tank meetings are attended by highly motivated employees who want to develop further organizational goals. The investigation illustrates that exchange on an equal basis, voluntary participation and mixed teams form the foundation for planned emergence strategy meetings. The interactions within the groups are characterized by participants having a positive attitude and avoiding negatively connoted behavior. In the strategy meetings, the various organizational members are enabled to join forces and contribute to strategic renewal. Strategic renewal is essential in a volatile, uncertain, ambiguous, and complex world. This chapter illustrates how meetings can facilitate strategic renewal through planned emergence.

The purpose of this paper is to evaluate and compare the influence of three strategy‐making modes (planned, adaptive and entrepreneurial) on IT‐business strategy alignment in small to medium‐sized enterprises (SMEs).

Empirical research using a questionnaire was conducted. In total, 108 SME owners and managers participated in the study and the data were analysed using quantitative techniques.

The planned mode provided better results as predicted. Each strategy‐making mode was found to influence certain specific aspects of alignment and performance. For instance the planned mode ensures better understanding of business and IT objectives and provides high growth sales. The adaptive mode encourages participation of stakeholders in planning and improves communication and staff productivity. The entrepreneurial mode can facilitate immediate revision of plans in organizations operating in dynamic and competitive environment.

Many factors influencing alignment were excluded. Second, the study was conducted in only three provinces and excluded the views of staff and IT personnel. These limit generalization of findings.

Assistance in planning and access to support programmes are necessary. Understanding the impact of SME characteristics can also assist the government in prioritizing resource allocations and focusing development programmes. The inconclusive results of this study, the impact on alignment of practices such as corporate governance, use of the balanced scorecard, and affirmative action should be researched further.

This was the first attempt to investigate the relationship between strategy‐making practices and IT alignment in South African SMEs. It provides empirical evidence confirming that these practices influence specific aspects of alignment and performance. SME managers can adopt the approach used to identify practices that ensure better alignment.

The purpose of this paper is to assess the selection of planned supply initiatives and the role of senior management expertise. The drivers that influence the selection of particular supply initiatives by firms are of major interest to both practitioners and academics, as choices indicate priorities for resources, potential performance gaps and needs for future research. Moreover, theory indicates that senior management expertise and firm‐level resources might influence the likelihood of selecting particular initiatives.

A synthesis of the literature supported the development of a five‐dimensional framework of major supply initiatives. Logistic regression was conducted with data from a survey of chief purchasing officers at large North American firms. The impact of firm‐level resources and senior management expertise, including background and experience, was assessed for the selection of supply initiatives.

After controlling for general industry‐level factors, both firm resources and senior management expertise were found to systematically affect the likelihood of a firm planning to pursue particular initiatives. First, hiring senior management from outside the firm decreased the likelihood that network‐based initiatives were planned, while senior management who last worked in supply were found to be negatively related to planned supply strategy initiatives. Second, firms with greater use of e‐business technologies favored additional investment in supply networks.

This research focused on large firms in developed countries, and additional research is needed to explore the generalizability to small and medium‐sized enterprises and less‐developed countries. Moreover, additional work is needed to explore trade‐offs between planned and emergent initiatives, as only the former were empirically assessed.

Senior management expertise has received relatively little attention in prior research, yet was found to be a significant factor influencing strategic, process and network‐related supply initiatives. Moreover, the framework of supply initiatives provides a basis for assessing and benchmarking firm‐level supply chain strategy and investment patterns. Finally, empirical evidence emerged that both firm and individual‐level factors influenced the probability of selecting particular initiatives.

The purpose of this paper is to investigate aspects of causation and effectuation decision-making in respect of the planned and unplanned nature of the internationalization strategies of a small sample of rapidly internationalizing, high-tech UK small and medium enterprises (SMEs). These exhibit four different rates of scale of international intensity (percentage of overseas sales to total sales) and market scope (geographical coverage and commitment).

Interviews with managers of 16 independently owned high-technology-oriented manufacturing SMEs were undertaken in this investigation to reduce the potential effect of bias from parental decision-making and firm size, also trade sectoral conditions. These were drawn from an existing database.

Aspects of both causation and effectuation logic were evident in planned and unplanned aspects of decision-making. Moreover, industry factors were seen to affect internationalization strategies in various ways and not least in respect of the need to exploit windows of opportunity in international niche markets and the usefulness of utilizing managers’ experience and networks in the sector in which firms operated.

The contribution of this study is to build on earlier work where authors have used different terminology to describe firms that have internationalized soon after their foundation. Specifically, with respect to the planned versus unplanned nature of respective internationalization strategies and the causation as opposed to effectuation logic in decision-making.

This study investigates the relationship between a firm's competitive strategy and strategic plan intensity, defined as the emphasis placed on strategic planning in guiding the future decisions and activities carried out by organisational members. The research question addressed is “Under what competitive strategy contexts does high strategic plan intensity lead to greater performance?” The competitive strategies considered are low‐cost, differentiation and competitive strategy segmentation. Strategic plan intensity is viewed as the combined emphasis a firm places on mission/vision, long‐term objectives, planned activities, short‐term objectives and policies in guiding the decisions and activities of organisation members.

In the present-day context of a sharp decrease in economic and ecological resources, planned conservation and community empowerment are key strategies for sustainable heritage management, because of their cost effectiveness, increased preservation of authenticity and socially development. However, there are still very few practical implementations, so the purpose of this paper is to present applied research to real case studies, as well as to demonstrate that preventive-planned conservation is increasingly successful when linked with the empowerment of local communities and users.

This paper proposes a methodology that focuses on two complementary aspects: planned conservation (material component) – undertaken directly on buildings, through inspection, monitoring, maintenance and repair activities; community empowerment (intangible component) – afforded indirectly to users, through participatory strategies and training in prevention, maintenance and use.

Based on an estimation of costs, this paper suggests that preventive-planned conservation strategies (pre-damage) can be one-third cheaper than the reactive and interventionist approach (post-damage). Moreover, this study also develops innovative ICT tools for the planned conservation of the built heritage, namely a specifically designed computer software/App (“MPlan”) that can be used to compile maintenance plans.

The case studies are among the first applications of preventive-planned conservation strategies to the built heritage in Portugal. Different types of case studies are provided to better illustrate the methodological approach adopted and the results obtained. Special attention is given to the Romanesque Route, a cultural itinerary with 58 monuments (monasteries, churches, bridges, towers and a castle). illustrated manuals contribute to the empowerment of local communities and users.

The purpose of this paper is to investigate the relationship continuity across projects among actors in the construction industry, and to discuss why and how such continuity takes place.

The authors draw on the results from four in-depth case studies illustrating different strategies for pursuing relationship continuity. The results are analysed and discussed in light of the oft-mentioned strategies suggested by Mintzberg (1987): emergent, deliberate and deliberately emergent strategies. Furthermore, the ARA-model is used to discuss why the relationship continuity strategies are pursued, and which factors might enable and constrain the relationship continuity.

The main findings are twofold. First, the authors found that the strategy applied for pursuing relationship continuity may, in one-time period, contain one type of strategy or a mix of strategy types. Second, the type of strategy may evolve over time, from one type of strategy being more pronounced in one period, to other strategies being more pronounced in later periods. The strategies applied by construction firms and their counterparts can thus contain elements of emergent, deliberate and deliberately emergent strategies, in varying degrees over time. It is also shown that the strategies of the involved actors co-evolve as a result of interaction. Also, the main reasons for pursuing continuity appear to lie in the re-use and development of important resources and activities across projects to create efficiency and the possibility to develop mutual orientation, commitment and trust over time, and thus reduce uncertainty.

Further empirical studies are needed to support the findings. For managers, the main implication is that relationship continuity can arise as part of an emerging interaction pattern between firms or as part of a planned strategy, but that elements of both might be needed to sustain it.

The authors combine Mintzberg’s strategy concepts with the ARA-model to bring new light to the widely debated issue of discontinuity and fragmentation in the construction industry.

Previous research has demonstrated that task is the driving force for information retrieval (IR). However, few studies investigate how people engaged in work and search tasks define their decisions and behaviors in the IR process. The purpose of this paper is to investigate how dimensions of tasks affect the information‐seeking and retrieving process.

In total, 40 participants are recruited for the two studies conducted in a corporate setting as well as an academic setting. Multiple methods are applied to collect data related to participants' tasks and the information‐seeking and retrieving process: web surveys, questionnaires, diaries, and telephone interviews. Both qualitative and quantitative data are analyzed.

This paper identifies nature (routine, typical, and unusual), stages (pre‐focus, formation, and post‐focus), and timeframe (extremely urgent, urgent, and non‐urgent) as dimensions of work tasks as well as origination (self‐generated and assigned), types (updating information, looking for specific information, looking for items with common characteristics, and looking for known items), and flexibility (very flexible, flexible, and inflexible) as dimensions of search tasks. Moreover, the relationships between dimensions of work and search tasks and the information‐seeking process – in particular, the extent of planning, the application of different types of information‐seeking strategies, and shifts in search‐task‐related goals – are explored.

This paper fills in a gap in current research – the impact of dimensions of task on the information‐seeking and ‐retrieving process.

Fewer than half of UK start-up businesses survive beyond five years (ONS, 2020). The Scottish Small Business Survey of 2019 found competition in the market and uncertainty as to how to face it were considered the most significant barrier to success by almost half of Small and Medium-sized Enterprises (SMEs) (Scottish Government, 2020). This chapter considers how four Scottish breweries have formulated start-up strategies to respond to competition in an ever-increasingly crowded marketplace in order to maximise their likelihood of survival. The findings from each of these case studies are presented in an accessible format, and indicate that a variety of approaches to the development of the businesses can be adopted, albeit planned approaches dominate. Drawing on real life experiences of four successful businesses, the practical choices they took provide guidance and inspiration for other aspiring craft beer entrepreneurs in selecting an appropriate approach to and content of their founding strategy.

This study seeks to show how higher education institutions can plan regional strategies to increase their external impact on the environment.

The balanced scorecard approach is used to provide a general framework to communicate the strategy.

The approach is useful in accomplishing the strategic themes and objectives.

The study presents an example of how higher educational institutions are able to plan their joint regional strategy.

This study contributes to the knowledge and practice of strategic planning in the network of educational institutions. The findings of this study are useful to administrators of educational institutions aiming to plan a regional strategy and improve the external impact of institutions.