Strategic Planning Capability Research Articles

Model of resilience strategies of small and medium-sized tourism enterprises post pandemic crises in marine-based destination

This study investigates the resilience strategies employed by small and medium-sized tourism enterprises (SMTEs) in Tanjung Bira, a marine-based destination in South Sulawesi, Indonesia, to cope with the impact of the COVID-19 pandemic. Duchek's Model of resilience, which conceptualizes resilience as a meta-capability composed of three stages (anticipation, coping, and adaptation), is used as a key framework. An exploratory qualitative approach was employed, involving in-depth semi-structured interviews with seven informants representing various tourism stakeholders. Thematic analysis revealed several main strategies for SMTE resilience: collaboration with stakeholders, government intervention, implementation of digital marketing, strengthening SMTEs legality, and strengthening/diversification of SMTE products. Mapping these strategies onto Duchek's Model, the anticipation stage included strategic planning, risk assessment, and building dynamic capabilities; the coping stage consisted of immediate financial measures and policy support; and the adaptation stage involved diversification, technology and innovation adoption, and collaboration and networking. A key implication is that destination management organizations should create innovative products and leverage online platforms for marketing to increase visitor arrivals and boost SMTE product sales. The findings contribute to understanding SMTE resilience in the context of a marine-based destination in Eastern Indonesia and provide insights for policymakers and practitioners to support SMTE recovery and long-term sustainability post-pandemic.

Exploring the Association Between Knowledge Management and Innovation Capability in R&D Centers

Businesses striving to survive in today's highly competitive market conditions are continuously trying to utilize innovation related strategies to sustain their position and competitiveness. Knowledge management, on the other hand, has been shown to have a significant influence on the innovation capability of the organization. Thus, the aim of this study is to examine the relationship between knowledge management practices and innovation capability in research and development (R&D) centers operating in Istanbul and Kocaeli / Turkiye through an empirical study. The data used in the study was collected from the managers of R&D centers using a web-based questionnaire, as well as face-to-face meetings. A complete census method was used as the sampling technique, and 220 R&D center managers in the region were contacted. Among the managers contacted, only 182 managers provided data and were included in the study. Multiple hierarchical regression analysis was used to analyze the data obtained. As a result of the analyses, it is found that the knowledge acquisition dimension has a significant positive relationship with the learning capability, production capability, marketing capability and strategic planning capability. In addition, the results revealed that storing and sharing knowledge have significant and positive relationship with production capability, and transforming knowledge has a significant and positive relationship with both marketing and organizational capability. In particular, it is concluded that knowledge acquisition and sharing are important in terms of learning, production, marketing and strategic planning dimensions of innovation capability specifically in R&D centers.

Better autonomy for better performance: the role of strategic planning capability mediating the relationship between financial autonomy and organisational performance in Indian private universities

Better autonomy for better performance: the role of strategic planning capability mediating the relationship between financial autonomy and organisational performance in Indian private universities

Better autonomy for better performance: The role of Strategic planning capability mediating the relationship between Financial autonomy and Organizational performance in Indian private universities

Better autonomy for better performance: The role of Strategic planning capability mediating the relationship between Financial autonomy and Organizational performance in Indian private universities

An Exploration of U.S. Strategic Planning Capabilities of Diplomacy: A Case Study of the Two Administrations of Trump and Biden

Nowadays, the international environment is filled with increasing uncertainty due to the changes in the current international situation. Given the intensification of Sino-US competition in recent years and its long-term nature, the game between the two countries in the diplomatic field is also exceptionally intense, which makes it necessary to strengthen in-depth research on the diplomatic capabilities of the United States. This paper studies the strategic planning capabilities of diplomacy of the two administrations of Trump and Biden. It can be found that the United States has a relatively strong capacity for foreign strategic planning, but there is also variability due to the conflicting interests of domestic political groups, the governing styles of the leaders, and the orientation of the international system. The strategic planning capabilities of different governments have different political positions. How to balance the conflicting interests of all parties will also become an important part of U.S. diplomatic strategy.

Strategic planning in Gauteng grassroots football clubs

Strategic planning has become indispensable for organisations that seek to develop and grow, and grassroots football clubs are no exception. As large amounts of money are invested in football clubs, these entities may be prone to substantial financial risk if resources are not effectively deployed, underlining the importance of strategic planning and management. Against this background, this qualitative study explored the strategic planning processes of grassroots football clubs in Gauteng Province, South Africa. Interviews were conducted with representatives of 12 football clubs affiliated with the South African Football Association, and data were analysed thematically. The findings suggest that grassroots football clubs are like not-for-profit community organisations in their strategic planning approach (or lack thereof). Grassroots football clubs still have much to do in developing their strategic planning capabilities to create value and enhance the sustainability of football.

Social Enterprise Performance in South Africa: The Role of Strategic Planning and Networking Capability

The study examined the factors of social enterprise performance, accounting for the role of strategic planning and networking capability. The data was collected using a self-administered questionnaire of 147 respondents serving as owners/managers of social enterprises. Structural equation model (SEM) was used for statistical analysis. The partial least square (SmartPLS) technique was utilised to ascertain the effect of (a) strategic planning on social enterprise performance; (b) networking capability and social enterprise performance; and (c) the mediating effect of networking capability on the relationship between strategic planning and social enterprise performance. The findings reveal the existence of relationships between (a) strategic planning and social enterprise performance; (b) networking capability with social enterprise performance; and c) strategic planning with social enterprise performance. Finally, and concerning mediation, networking capability had a fairly weak positive and significant mediating effect on the relationship between strategic planning and social enterprise performance. This research provides new insights into the management for performance of social enterprises, especially in a developing country context. Emphasis is placed on paying attention to the development of strategic planning and networking capabilities. Managers within social enterprises can potentially benefit from such findings assisting their managerial practice.

Small steps for the big hit: A dynamic capabilities perspective on business networks and non-disruptive digital technologies in SMEs

This study explores how small and medium-sized enterprises (SMEs) build on business networks to develop dynamic capabilities that ultimately foster the adoption of non-disruptive digital technologies (DT). Multiple mediation analysis is used to test this relationship, drawing on cross-industry secondary data from 1470 British SMEs. The results reveal that SMEs rely on business networks to support non-disruptive DT adoption. This relationship is mediated by the parallel effects of three dynamic capabilities (HR, strategic planning, and marketing capabilities). However, the results do not hold for each domain-specific dynamic capability. The mediating effect is particularly driven by marketing capabilities, while HR capabilities negatively affect DT adoption. These findings highlight the underlying mechanisms by which SMEs can enhance their adoption of non-disruptive DT in their daily operations and processes, which have the potential to strengthen their value proposition.

Identification of the information and communication technology (ICT) sector in the city of Medellín through innovation capacities and elements of Industry 4.0

Purpose: In recent years, the dynamism of society and the different economic sectors have been forced to change due to the emergence of new technologies, such as Industry 4.0. Therefore, the purpose of this paper is to identify the level of incorporation of elements and technologies of Industry 4.0 through the innovation capabilities in the Information and Communication Technology (ICT) sector. Design/methodology/approach: We characterised the ICT sector in Medellín, Colombia, and applied a questionnaire to a specific subset of Information Technology Service Management (ITSM) firms. Findings: One of the main results suggests that although ITSM firms are not unaware of some elements of Industry 4.0, these technologies are not fully incorporated into their activities. Therefore, these organisations must make greater efforts to develop and incorporate the technologies of Industry 4.0. Originality/value: This paper shows the need for firms in the ICT sector to strengthen their resource allocation and strategic planning capabilities.

Technology Acquisition Strategy: A Latecomer's Perspective on Integrating Component Suppliers With System Integrators

Having unique market structures divided between a few buyers (military or airliners) and a few oligopolistic producers, as well as requiring several millions of components, the aerospace industry has the typical feature of a complex structure. Due to the complexity of operational procedures, strict safety regulations, and reliability requirements, close cooperation between manufacturers and suppliers is critical in developing new products based on the operational plan that incorporates customers’ needs. Thus, it is necessary to have a systematic planning and technology acquisition procedure that considers these various aspects. However, research has paid little attention to strategic technology learning and acquisition procedures in detail and practical guidelines through which system integrators and suppliers strategically cooperate in sharing strategic development plans. In this regard, we analyzed the case of “T-50,” the first indigenous supersonic advanced trainer introduced by Korea Aerospace Industries in 2005, to investigate the associations between system integration and components in development phases. Not only did we examine how the structures of technology dependence and operations in R&D phases manifest but also identified discrepancies between system integrators and suppliers. Finally, we provided strategic actions for latecomers to effectively acquire core technologies in accordance with both technology absorptive capability and the types of product architecture. This article helps firms to build both strategic technology planning and managerial capabilities in the complex product system industry. The proposed framework provides a detailed strategic planning process in the development phase and includes technology acquisition and R&D project plans between system integrators and suppliers for creating new products.

The influence of technological innovative capabilities on firm performance: Moderating effect of strategic agility

This study investigates the influence of technological innovative capabilities (TICs) on firm performance (FP) in the IT sector, with strategic agility as a moderator variable. This paper analyzes the TICs at the firm level in the service sector using the functional approach. An online structured questionnaire was adapted and refined to collect the required information on the influence of TICs dimensions on FP in the IT sector to achieve the objectives. The unit of analysis consists of top management staff and heads of departments from IT firms in Amman, Jordan. A sample of 67 IT firms was selected, and 300 questionnaires were distributed. A total number of returned responses was 223, producing a 74% response rate. Structural equation modeling was used to test the hypotheses. The revealed findings show that learning capability, marketing capability, organizational capability, and strategic planning capability had a significant influence on FP, whereas resource allocation capability was not significant. In addition, multiple hierarchical regression was used to test the moderating effect of strategic agility on the relationship between TICs and FP. Revealed results of the overall model to examine the moderating effect show that strategic agility is not significant in moderating the relationship between TICs dimensions and FP.

Leader’s capabilities in the industry 4.0: Are leaders geared up to take challenges?

Aim/Purpose: The aim of the study is to examine the relationship between technological change and the Leader's readiness to change in the context of the fourth industrial revolution in the developing country’s perspective. Design/Methodology/Approach: A quantitative design with a cross-sectional sample of 102 leaders leading various organizations was considered for this study. The responses are recorded through a closed-ended questionnaire. Structural equation modeling is used for analysis. Results: The results of the study show that the leader's desire to learn and strategically plan show a strong relationship with the leader's readiness to change whereas their resource allocation capability restricts establishing this linkage. Practical Implications: Besides Learning capability and Strategic planning capability the Resource allocation capabilities should be given top propriety for best technology adoption. This helps to enhance employees and organizational performance and makes a leader an ideal role model. Social Implications: The leaders having capabilities to adopt change motivate employees to work efficiently by considering their leaders as role models. Originality/Value: The leader's redness to change is the ever-interesting area for the adoption of change. This is examined for the first time in the fourth industrial revolution context. The developing country perspective is considered for examination.

The role of dynamic strategic planning capabilities in enhancing the innovation-based business model

سعى البحث الحالي إلى تحديد طبيعة علاقة الارتباط والأثر بين قدرات التخطيط الاستراتيجي الديناميكي ونموذج الأعمال القائم على الإبداع في عينــة مـن المصارف الأهـليـة في أقليم كُردستان العــراق. تم إعتماد المنطق الاستدلالي لإجراء هذا البحث؛ ولتحقيق هدفه، تم صياغة فرضيتين رئيستين مفادهما وجود عـلاقـة إرتبـاط معنـوية بين قدرات التخطيـط الاسـتراتيجي الديناميكي ونموذج الأعمال القائم على الإبداع؛ ووجود أثر معنوي لقدرات الخطيط الاستراتيجي الديناميكي في نموذج الأعمال القائم على الإبداع. وتم اختبار صحة الفرضيات من خلال إعداد استمـارة استبانة وزعَت على عينة عشوائية تمثلت بالقيادات الإدارية في الــمصارف الأهـلية العاملة في محافظات إقليم كُردستان العــراق. وقد تم الحصول على (51) استـبانة صـالحة للتحليــل، والتي تم تحليلها من خلال مجموعة من الأساليب الاحصائية بالإعتماد على بَرنامج (SPSS V26).

Defining Pathways towards African Ecological Futures

Africa has experienced unprecedented growth across a range of development indices for decades. However, this growth is often at the expense of Africa’s biodiversity and ecosystems, jeopardizing the livelihoods of millions of people depending on the goods and services provided by nature, with broader consequences for achieving the United Nations Sustainable Development Goals. Encouragingly, Africa can still take a more sustainable path. Here, we synthesize the key learnings from the African Ecological Futures project. We report results from a participatory scenario planning process around four collectively-owned scenarios and narratives for the evolution of Africa’s ecological resource base over the next 50 years. These scenarios provided a lens to review pressures on the natural environment, through the drivers, pressures, state, impacts, and responses (DPSIR) framework. Based on the outcomes from each of these steps, we discuss opportunities to reorient Africa’s development trajectories towards a sustainable path. These opportunities fall under the broad categories of “effective natural resource governance”, “strategic planning capabilities”, “investment safeguards and frameworks”, and “new partnership models”. Underpinning all these opportunities are “data, management information, and decision support frameworks”. This work can help inform collaborative action by a broad set of actors with an interest in ensuring a sustainable ecological future for Africa.

Digital transformation success under Industry 4.0: a strategic guideline for manufacturing SMEs

PurposeThe digital transformation under Industry 4.0 is complex and resource-intensive, making a strategic digitalization guideline vital to small and medium-sized enterprises' success in the Industry 4.0 transition. The present study aims to provide manufacturing small and medium-sized enterprises (SMEs) with a guideline for digital transformation success under Industry 4.0.Design/methodology/approachThe study first performed a content-centric literature review to identify digital transformation success determinants. The study further implemented interpretive structural modeling to extract the order at which the success determinants should be present to facilitate the SMEs’ digital transformation success optimally. The interpretive model and interpretive logic knowledge base matrix were also used for developing the digital transformation guideline.FindingsEleven success determinants are vital to SMEs’ digital transformation efforts. For example, results revealed that external support for digitalization is the first step in ensuring digital transformation success among SMEs, while operations technology readiness is the most inaccessible success determinant.Research limitations/implicationsThe study highlights the degree of importance of the 11 success determinants identified, which magnifies each determinant's strategic priority based on its driving power and dependence power. Theorizing the dependent variable of “digital transformation success” and quantitatively measuring the extent to which each success determinant contributes to explaining “digital transformation success” offers an exciting opportunity for future research.Practical implicationsDigital transformation success phenomenon within the Industry 4.0 context is significantly different from the digitalization success concept within the traditional literature. The digital transformation under Industry 4.0 is immensely resource-intensive and complex. Smaller manufacturers must have specific capabilities such as change management and digitalization strategic planning capability to reach a certain degree of information, digital, operations and cyber maturity.Originality/valueThe digital transformation success guide developed in the study describes each success determinants' functionality in relation to other determinants and explains how they might contribute to the digital transformation success within the manufacturing sector. This guide enables smaller manufacturers to better understand the concept of manufacturing digital transformation under Industry 4.0 and devise robust strategies to steer their digital transformation process effectively.

Knowledge management activities and strategic planning capability development

PurposeWhile the strategic management literature extols the virtues of engaging in strategic planning for superior performance, how a dynamic strategic planning capability can be developed remains underexplored; a knowledge void addressed by the paper through applying knowledge-based theory.Design/methodology/approachA mail survey was sent to high technology firms randomly sampled from the Kompass Directory of UK businesses. Firms were sampled at the SBU level, given the focus on strategic planning capability.FindingsAn organization’s strategic planning capability derives from extensive information distribution and organizational memory. While learning values is non-significant, symbolic information use degrades the development of a strategic planning capability.Research limitations/implicationsBy investigating the contributory activities that lead to strategic planning capability development, the findings establish how strategic planning materializes in organizations. Further, the differential effects found for knowledge management activities on strategic planning capability development extend empirical studies that suggest knowledge is always a central tenet of strategic planning.Practical implicationsA set of key knowledge activities is identified that managers must address for strategic planning capability development: strategic planning routines and values of search, analysis and assessment should be appropriately informed by investments in knowledge dissemination and memory on a continual basis. Meanwhile, information misuse compromises strategic planning capabilities, and managers must protect against out-of-context or manipulated information from infiltrating into organizational memory.Originality/valueDespite the advent of the knowledge-based theory and its core premise that capabilities derive from knowledge management activities, little research has been conducted into demonstrating the knowledge-based antecedents of a strategic planning capability.

Targeting Open Market with Strategic Business Innovations: A Case Study of Growth Dynamics in Essential Oil and Aromatherapy Industry

Essential oil and aromatherapy industry is increasingly gaining prominence in the global market. Previous studies have been carried out on the benefits of essential oils in healthcare and as part of the healing arts of many cultures, as a proven method of caring for our physical, spiritual and mental health. To enter an open market and promote the awareness of essential oils and aromatherapy, strategic planning capability is important to drive business growth. This paper utilizes a simulation-based strategic decision support system (SSDSS) to conduct a real-world case study with empirical data and examine the effectiveness of SSDSS applications in supporting market development and business growth with service innovations. Through iterative computer simulations and scenario analysis of healthcare promotion and business development for performance improvement, the effects of strategic business innovations could be systematically analyzed to identify different stages of adopters and effective approaches to achieve the established objectives with market value creation.

Performance implications of strategic planning and marketing capability in micro and small businesses in an emerging African economy: a contingent resource-based view

The study draws on the resource-based theory (RBT) and the contingency theory to propose why in the context of micro and small businesses (MSBs) in a developing economy, variances in strategic planning (SP) explain significant differences in firm performance and how this effect varies under varying conditions of marketing capability. Survey-based questionnaire data from one hundred and ninety-six Ghanaian MSBs were used to test the study’s hypotheses. Results from moderated regression analysis conducted revealed that SP has significant positive effects on MSBs’ responsive and financial performance and that the financial performance benefit of SP amplifies when marketing capability is high. The study contributes to the SP literature by strengthening and also clarifying the boundaries of the underdeveloped RBT perspective of SP in the context of small businesses. A key implication of the study’s results is that incorporating organizational resource-specific contingency variables could help disentangle the nuances characterizing the SP–performance link.

The more things change the more they stay the same: A replicated study of small retail firm resources

This research identifies the resources that predict performance in small, independent retail firms over a three-year period. Surveys were mailed to small business owners in 2013 and in 2016. Responses (2013, n = 384; 2016, n = 363) from each administration revealed consistent findings: informational (business information systems) resources and access to financial capital were positively related to firm performance, as measured by average annual sales turnover. On the other hand, informational (web) resources, including social media, were negatively related to performance. Strategic orientation and planning capability were examined as possible mediators of the resources-performance relationship. The results from this replicated study demonstrate, which firm resources do, and do not, relate to small, independent retail firm success.

Improving entrepreneurial knowledge and business innovations by simulation-based strategic decision support system

In the globally competitive environment, open business innovations have become one of the essential strategies for enterprises to develop competitiveness and market potential. However, the execution of innovative business model and dynamic management decision support requires a systematic development enabling the rationale of strategic decisions. Since knowledge assets are key value drivers for company’s competitiveness, the strategic management of entrepreneurial knowledge and business innovations would be critical for the success of business practices. To enhance strategic planning capability with entrepreneurial knowledge and innovations, this paper integrates the principles of innovations and System Dynamics methodology to develop a Simulation-based Strategic Decision Support System (SSDSS) for innovative business development. Two real world case studies with empirical data are benchmarked to examine the effectiveness of SSDSS applications in supporting strategic planning and innovation-driven business development. Iterative computer simulations and scenario analysis were adopted to demonstrate the utilisations of market-oriented and sustainability-oriented innovations to improve operating performance by creating market value and shared value to the customer and the society.