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Strategic Planning (strategic + planning)
Terms modified by Strategic Planning Selected AbstractsSTRATEGIC PLANNING AND PERFORMANCE: AN EXPLORATORY STUDY OF HOUSING ASSOCIATIONS IN NORTHERN IRELANDFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2009Roger Courtney Based on qualitative data this paper explores the resons for the non-profit housing sectors enthusiastic embrace of strategic planning practices. Evidence is presented on the use of specified techiniques by housing associations in Northeren Ireland and their impact on the performance of the assocaitions. Without dismissing rational goel seeking explanations for adoption, the study concludes the strategic planning is also a legimation seeking practice. Evidence suggest that the contested nature of performance in the non-profit sector makes it hard for chief executives to sustain a rational goal based argument for adopting strategic planing. [source] Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to PerformanceJOURNAL OF MANAGEMENT STUDIES, Issue 1 2008Kimberly A. Eddleston abstract We apply the resource-based view of the firm to the study of family firms by investigating how a family specific resource (reciprocal altruism) and a firm specific resource (innovative capacity) contribute to family firm performance. We then examine how the impact of these resources is moderated by strategic planning and technological opportunities. Our findings suggest that family firms can benefit from emphasizing the positive aspects of kinship and from developing innovative capacities. As such, we demonstrate that not only do firm specific resources contribute to family firm performance, but also that family relationships can be a source of competitive advantage for a family firm. In addition, we found a heightened importance of reciprocal altruism in environments rich in technological opportunities, and that strategic planning is more important for those family firms that lack innovative capacities. [source] Pain Medicine: A Contemporary Perspective on Environmental Analysis and Strategic PlanningPAIN MEDICINE, Issue 3 2003FACPM, MELVIN C. GITLIN MD No abstract is available for this article. [source] Directing Organizational Culture Change through Strategic Planning and LeadershipANNALS OF ANTHROPOLOGICAL PRACTICE, Issue 1 2001Dennis Wiedman First page of article [source] Strategic Planning for Municipalities: A Users' Guide By THOMAS E. PLANTCANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 2 2008Lionel D. Feldman No abstract is available for this article. [source] Verbund-Simulation , Strategic Planning and Optimization of Integrated Production NetworksCHEMICAL ENGINEERING & TECHNOLOGY (CET), Issue 4 2010T. Viere Abstract Strategic analysis and optimization of highly integrated production networks is an essential requirement for cost-effective and resource-efficient production. This paper presents a comprehensive software-based concept for modeling, simulation, optimization, and visualization of an integrated silicone production network of Wacker Chemie AG. A Verbund-Model was implemented in a step-by-step approach, starting with primary material streams in one business unit up to the modeling of all energy, waste, and cost streams in several business units. The system's flexibility enables different levels of detail for modeling processes and parts of the network: from simple input-output relations to complex, nonlinear equations and specifications. The proactive implementation of technical measures and projects based on the assessment of future scenarios is an important outcome of the Verbund-simulation. [source] Strategic planning for the impending labor shortageEMPLOYMENT RELATIONS TODAY, Issue 1 2004Roger E. Herman First page of article [source] Does it pay to plan?: Strategic planning and financial performanceAGRIBUSINESS : AN INTERNATIONAL JOURNAL, Issue 3 2001Gregory A. Baker Previous research on the effects of strategic planning on firm performance has yielded inconsistent and inconclusive findings. In this study, we use a recently validated measurement model of strategic planning to examine the planning-performance relationship in the California processing tomato industry. Results indicate a strong correlation between the degree of emphasis firms place on strategic planning and financial performance. Moreover, several specific strategic planning tools, specifically, the use of a mission statement, long-term goals, and ongoing evaluation, were also more heavily emphasized by high-performing firms. These results suggest that strategic planning does pay off in terms of improved financial performance and that some planning tools may have a significant impact. [Econ-Lit citations: L100, L660] © 2001 John Wiley & Sons, Inc. [source] As the PMI Turns: A Tool for Supply Chain ManagersJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2005Matthew D. Lindsey SUMMARY Supply chain managers use the PMI, an index of business activity and proxy for the general business cycle, to obtain valuable information important to strategic managerial planning. This research explores a methodology to provide managerial insight into the general business cycle by tracking and forecasting cycle turns in the PMI. A regression model is developed based on inherent cycles in the PMI between 12 and 65 months to forecast turning points for the index and anticipate changes in the business cycle, which is superior to the more commonly used Box-Jenkins forecasting technique. Strategic planning using this knowledge allows management to optimally adjust long-term levels of production, inventory, employment and orders as necessary. [source] Strategic planning via Baldrige: Lessons learnedNEW DIRECTIONS FOR INSTITUTIONAL RESEARCH, Issue 123 2004John Jasinski This chapter extends the discussion of the Baldrige framework in the preceding chapter by highlighting the eleven lessons learned from Baldrige best-practice organizations. [source] A Strategic Planning Process for a Small Nonprofit Organization: A Hospice ExampleNONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2000Cynthia Massie Mara Strategic planning is an essential part of management. However, planning processes can consume great amounts of time and resources that small, nonprofit organizations may lack. Moreover, the process that is used can be tedious and may result in plans that are discarded before or during their implementation. In this article, a strategic planning process is presented that incorporates a Policy Delphi group technique and Situation Structuring, a computer program that assists participants in structuring or defining the problems to be addressed in the plan. The organization to which the process is applied is a small, nonprofit hospice. Both the planning process and an evaluation of the implementation of the resultant strategic plan are examined. [source] Strategic planning for municipalities: Ensuring progress and relevancePERFORMANCE IMPROVEMENT, Issue 5 2009Thomas Plant This article focuses on developing critical mechanisms to ensure the progress and relevance of a strategic plan. These mechanisms include the establishment of business planning processes, performance management and measurement, and reporting of strategic success. Although the focus here is on the public sector, these ideas can also be applied to and have relevance for strategic planning in any organizational context. [source] Strategic planning: valuing and managing portfolios of real optionsR & D MANAGEMENT, Issue 4 2006Han T. J. Smit This article presents a value-based strategic planning framework suitable for valuing and managing portfolios of corporate real options. The proposed framework combines insights from strategic management theory with novel quantitative valuation tools from finance. Strategic planning is viewed as a process of actively developing and managing portfolios of corporate real options in the context of competitive interactions. As such, the expanded valuation framework recognizes that future growth opportunity value deriving from the firm's resources and capabilities must explicitly account for uncertainty, adaptability, and competitive responsiveness. The resulting expanded valuation framework is able to capture the value of the adaptive resources and capabilities that enable a firm to adapt and re-deploy assets, develop and exploit synergies, and gain competitive advantage via time-to-market and first- or second-mover advantages. We show how two basic metrics in this value-based framework, current profitability of assets in place and future growth option value, can be obtained from financial market data and how they can be used in active portfolio planning. [source] Strategic planning for captive populations: projecting changes in genetic diversityANIMAL CONSERVATION, Issue 1 2004Joanne M. Earnhardt Maintenance of genetic diversity is critical for the preservation of small populations. Most captive populations are small and managers focus their efforts on reducing extinction risks by minimising loss of genetic diversity. To project changes in genetic diversity, managers use a genetic drift model. We used data from 40 managed captive populations to test whether this drift model is a good predictor of change in genetic diversity by comparing projected 10-year trajectories of annual loss in expected heterozygosity with the changes estimated from pedigree analysis. We found that the drift model frequently overestimated the rate at which genetic diversity would be lost and could not predict increases, which we observed in 22 species. We suggest that the drift model does not adequately reflect the potential for management strategies, such as prioritised breeding recommendations and recruitment of potential founders, to slow the loss of genetic diversity. In many cases, the drift model may be overly pessimistic, leading managers to seek solutions such as importation, increased population size or the abandonment of a captive population, that may be unnecessary or premature. Managers should be cautious when interpreting results from genetic drift models, taking care to assess how management actions might lead to more optimistic prognoses. [source] Corporate Governance and Business Ethics: insights from the strategic planning experience*CORPORATE GOVERNANCE, Issue 6 2005Ingrid Bonn In this paper we develop an integrated approach towards corporate governance and business ethics. Our central argument is that organisations can learn from the development of strategic planning in the 1970s and 1980s. We identify three weaknesses , a bureaucratic and formalised approach, lack of implementation and lack of integration throughout the organisation , which were prevalent in strategic planning in the past and which are potentially just as problematic for an integrated corporate governance approach to business ethics. We suggest ways these weaknesses might be avoided and provide questions for boards of directors to consider when integrating ethical concerns into their organisations' corporate governance structures. [source] Interdisciplinary Heterogeneity as a Catalyst for Product Innovativeness of Entrepreneurial TeamsCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2007Daniel Henneke Although more and more ventures are successfully founded by entrepreneurial teams, the specific benefits of the team-based founding approach have received little attention in extant empirical studies. This study explores the relationship between the level of interdisciplinary heterogeneity in entrepreneurial teams and the level of product innovativeness in high-tech ventures. It is proposed that an interdisciplinary new venture team composition impacts the quality of the strategic planning process (scanning activities, planning openness) and thereby indirectly shapes product innovativeness. The hypotheses are investigated using data from a sample of Canadian high-tech ventures. The findings provide support for the proposed relationship between team heterogeneity, strategic planning and product innovativeness. Venture capitalists, university faculty and incubator institutions are therefore well advised to direct their attention towards fostering a heterogeneous composition of founding teams. [source] The Future of Zoos: A New Model for Cultural InstitutionsCURATOR THE MUSEUM JOURNAL, Issue 1 2007John Fraser World-class zoos have invested substantially in species conservation and animal research as part of their involvement in wildlife conservation. However, zoo exhibit interpretation, policy development, and strategic planning are yet to be organized around a well-developed agenda with a clear set of conservation objectives. As museums increasingly redefine their role in society to speak about alternative futures for living with nature, zoos have the potential to become much more focused cultural change agents, potentially crafting a new vision for how society can live in a productive relationship with the world's remaining biodiversity. This article argues for an activist approach in which institutions with living collections would take on unique conservation tasks including scientifically grounded promotion of conservation values. [source] 5.3 Global challenges in research and strategic planningEUROPEAN JOURNAL OF DENTAL EDUCATION, Issue 2002Bruce J. Baum Health sciences research is experiencing dramatic progress. How can dental schools throughout the world best make these research advances relevant for dental students, as well as providing them with the means to assess and utilize the research advances that will occur in the future? This complex question presents a critical challenge to the dental educational community. Research is clearly integral to the mission of dental education. By providing dental students with active learning strategies, dental educators can inculcate the ability for independent scientific thinking and thereby develop reflective as well as technically competent practitioners. However, there is a shortage of well-trained individuals to fill faculty and research positions in certain parts of the world. Global networks for mutual information exchange are imperative to overcome resource limitations in individual institutions, as is dedicated funding for research in the dental educational setting. [source] STRATEGIC PLANNING AND PERFORMANCE: AN EXPLORATORY STUDY OF HOUSING ASSOCIATIONS IN NORTHERN IRELANDFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 1 2009Roger Courtney Based on qualitative data this paper explores the resons for the non-profit housing sectors enthusiastic embrace of strategic planning practices. Evidence is presented on the use of specified techiniques by housing associations in Northeren Ireland and their impact on the performance of the assocaitions. Without dismissing rational goel seeking explanations for adoption, the study concludes the strategic planning is also a legimation seeking practice. Evidence suggest that the contested nature of performance in the non-profit sector makes it hard for chief executives to sustain a rational goal based argument for adopting strategic planing. [source] Occupational Sex Segregation and Part-time Work in Modern BritainGENDER, WORK & ORGANISATION, Issue 2 2001Louisa Blackwell It is often argued that women's full-time work is becoming less gender segregated, while their part-time work becomes more so. This article looks cross-sectionally and longitudinally at the relationship between occupational sex segregation and part-time work. An innovative application of segregation curves and the Gini index measures segregation between women full-timers and men and between women part-timers and men. Both fell between 1971 and 1991, as did overall occupational sex segregation. These results were used to contextualize a longitudinal analysis showing how shifts between full-time and part-time hours affected women's experiences of occupational sex segregation and vertical mobility. Human capital explanations see full-time and part-time workers as distinct groups whose occupational choices reflect anticipated family roles. The plausibility of this emphasis on long-term strategic planning is challenged by substantial and characteristic patterns of occupational mobility when women switch between full-time and part-time hours. The segmented nature of part-time work meant that women who switched to part-time hours, usually over child rearing, were often thrown off their occupational path into low-skilled, feminized work. There was some ,occupational recovery' when they resumed full-time work. [source] A Methodological Overview of Network Vulnerability AnalysisGROWTH AND CHANGE, Issue 4 2008ALAN T. MURRAY ABSTRACT Evaluating network infrastructures for potential vulnerabilities is an important component of strategic planning, particularly in the context of managing and mitigating service disruptions. Many methods have been proposed to facilitate such analysis, providing different interpretations of infrastructure vulnerability. The primary approaches that have been employed for network vulnerability analysis can be broadly classified as scenario-specific, strategy-specific, simulation, and mathematical modeling methodologies. Research on network vulnerability assessment has traditionally focused on one of these methodologies without consideration of the others. This article highlights the important implications of methodology for both infrastructure planning and policy development. To better understand the theoretical and practical trade-offs associated with methodology selection, this article provides a review of these categories of analysis, examining benefits and shortcomings with regard to practical planning issues and policy interpretation. [source] The information needs of doctors-in-training: case study from the Cairns Library, University of OxfordHEALTH INFORMATION & LIBRARIES JOURNAL, Issue 3 2000Maureen Forrest The objective of this study was to find out more about the information needs of doctors-in-training and to identify their preferred sources of information. The methodology included interviews with consultants and administrators, a focus group discussion with library staff and a postal questionnaire sent to 347 doctors-in-training (there was a 43% return). The shortcomings of a questionnaire primarily composed of closed questions were addressed by the inclusion of one-to-one interviews which offered the opportunity for more in-depth commentary on specific issues highlighted in the questionnaire. Results indicated the frequency with which various types of information sources were consulted and how this related to the ,ease of access' of each information source. There was also the opportunity to comment on future information needs. It was clear from the interviews as well as comments made on the questionnaire that the two most important requirements for doctors-in-training were ,more time to find and obtain information' and ,better access to information sources when and where they are needed'. The results, although not surprising, included specific suggestions that have been used for the strategic planning of the library service to deliver the best possible support to users within the current framework of evidence-based medicine. [source] Developing competency models to promote integrated human resource practicesHUMAN RESOURCE MANAGEMENT, Issue 3 2002Donna Rodriguez Today, competencies are used in many facets of human resource management, ranging from individual selection, development, and performance management to organizational strategic planning. By incorporating competencies into job analysis methodologies, the Office of Personnel Management (OPM) has developed robust competency models that can form the foundation for each of these initiatives. OPM has placed these models into automated systems to ensure access for employees, human resources professionals, and managers. Shared access to the data creates a shared frame of reference and a common language of competencies that have provided the basis for competency applications in public sector agencies. © 2002 Wiley Periodicals, Inc. [source] Modelling the benefits of American Mink Mustela vison management options for terns in west ScotlandIBIS, Issue 2008NORMAN RATCLIFFE American Mink Mustela vison is a semi-aquatic predator that has invaded the west coast of Scotland and many of its associated islands. We developed a GIS model of their potential range based on their dispersal abilities and habitat use, which revealed that most islands in west Scotland are accessible to Mink, and that these host a large proportion of the region's Common Sterna hirundo and Arctic Terns S. paradisaea. Mink are predators on tern eggs and chicks, and statistical modelling of long-term productivity data demonstrated that unprotected sites within their range have an average productivity of 0.33 chicks per pair, whereas that at sites where Mink were trapped was 253% higher. We assessed the benefits of current Mink control projects for terns in the Western Isles and the remainder of west Scotland using a population modelling approach. This showed that both projects delivered considerable benefits for Common Terns, because a large proportion of their numbers were within the area of the control programmes and in sites that would be accessible to Mink if no control were in operation. For Arctic Terns, the benefits were less clear, as a larger proportion of their numbers were outside the control areas, and many of these were in sites isolated from, or unsuitable for, Mink. We discuss the implications of these findings for future strategic planning of Mink management in west Scotland. [source] Are reproductive health NGOs in Uganda able to engage in the health SWAp?INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 3 2005Frank Mugisha Abstract This paper explores the ability for reproductive health (RH) non-governmental organizations (NGO) in Uganda to survive in the context of SWAp and decentralization. The authors argue that, contrary to the perceptions that this context may increase NGO's financial vulnerability, a SWAp and a decentralized system may provide an opportunity that should be embraced by NGOs to enhance their sustainability and effectiveness by reducing their current dependency on donor funding. The paper discusses the systemic weaknesses of many NGOs that currently make them vulnerable, and observes that unless these weaknesses are addressed, such NGOs will lose their space in the SWAp and decentralization arena. The authors suggest that NGOs need to recognize the opportunities that participating in public-private partnerships through a SWAp can offer them for long-term and significant funding. They need also to develop their capacity to pro-actively participate in a SWAp and decentralized context by becoming more entrepreneurial in nature, through re-orienting their organizational philosophies and strategic planning and budgeting so as to be able to partner effectively with the public sector in accessing funds made available through health sector reform. Copyright © 2005 John Wiley & Sons, Ltd. [source] Performance measurement systems in SMEs: A review for a research agendaINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2005Patrizia Garengo In recent years, literature has identified the increasing complexity of small and medium-sized enterprises (SMEs) and highlighted their sensitivity to differences in managerial culture and management systems. Research has shown that performance measurement systems (PMSs) could play an important role in supporting managerial development in these companies. In this paper, the literature on performance measurement in manufacturing SMEs is reviewed and the diffusion, characteristics and determinants of performance measurement in SMEs are analysed. Shortcomings in the performance measurement systems are highlighted and the many factors that seem to constrain PMSs in manufacturing SMEs are defined, e.g. lack of financial and human resources, wrong perception of the benefits of PMS implementation, short-term strategic planning. Moreover, using dimensions defined according to the information found in the literature, two PMS models specifically developed for SMEs are compared with generic PMS models. The comparison points out an evolution in PMS models over time; in particular, the models developed in the last 20 years are more horizontal, process-oriented and focus on stakeholder needs. However, it is not clear whether these changes are due to the evolution of the generic models or an attempt to introduce models suited to the needs of SMEs. To clarify this matter and better to understand PMSs in SMEs, further theoretical and empirical studies are necessary. The main issues still requiring investigation are listed in a research agenda at the end of the paper. [source] Heritage attractions and tourism development in Asia: a comparative study of Hong Kong and SingaporeINTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 5 2002Joan C. Henderson Abstract The paper compares the principal Asian city destinations of Hong Kong and Singapore with specific reference to heritage attractions and their contribution to tourism development, revealing contrasts and similarities that offer an insight into more general practices and processes. Authorities are actively pursuing tourism marketing and development initiatives incorporating the promotion of selected forms of heritage in order to stimulate visitor arrivals, but also employing heritage to define and articulate national and cultural identity. Heritage is thus shown to have a political and socio-cultural significance in addition to its economic value as a generator of revenue, foreign exchange and employment. These functions help to explain the higher priority allocated to it in strategic planning and its increasing use to attract visitors throughout much of Asia. Contexts may be very different, yet approaches correspond, as demonstrated by the circumstances of Hong Kong and Singapore. Copyright © 2002 John Wiley & Sons, Ltd. [source] MIT Roundtable on Corporate Risk ManagementJOURNAL OF APPLIED CORPORATE FINANCE, Issue 4 2008Article first published online: 16 DEC 200 Against the backdrop of financial crisis, a distinguished group of academics and practitioners discusses the contribution of financial management and innovation to corporate growth and value, along with the pitfalls and unintended consequences of such innovation. The main focus of most panelists is the importance of a capital structure and risk management approach that complement the strategy and operations of the business. Instructive examples are provided by Judy Lewent, former CFO and head of strategic planning at Merck, and Lakshmi Shyam-Sunder, director of finance and risk management at the International Finance Corporation. But if these represent successful applications of finance theory, what about the large number of cases where the use of derivatives and other innovations has led to high leverage and apparent risk management failures? Part of the current trouble, as pointed out by Andrew Lo, can be attributed to the failure of risk managers and their models to account for highly improbable events,the so-called fat tails of the distribution. But, as Robert Merton suggests in closing, there is a more comprehensive explanation for today's problems: the tendency of market participants to respond to potentially risk-reducing financial innovation by increasing their risk-taking in other areas. "What we have here," says Merton, ,are two partly offsetting effects of innovation,one that is reducing the risk of companies and their investors, and another that is encouraging greater risk-taking. From a social or regulatory standpoint, the goal is to find the right balance between these two effects or forces. [source] Realizing the Potential of Real Options: Does Theory Meet Practice?JOURNAL OF APPLIED CORPORATE FINANCE, Issue 2 2005Alexander Triantis The idea of viewing corporate investment opportunities as "real options" has been around for over 25 years. Real options concepts and techniques now routinely appear in academic research in finance and economics, and have begun to influence scholarly work in virtually every business discipline, including strategy, organizations, management science, operations management, information systems, accounting, and marketing. Real options concepts have also made considerable headway in practice. Corporate managers are more likely to recognize options in their strategic planning process, and have become more proactive in designing flexibility into projects and contracts, frequently using real options vocabulary in their discussions. Thanks in part to the spread of real options thinking, today's strategic planners are more likely than their predecessors to recognize the "option" value of actions like the following: , dividing up large projects into a number of stages; , investing in the acquisition or production of information; , introducing "modularity" in manufacturing and design; , developing competing prototypes for new products; and , investing in overseas markets. But if real options has clearly succeeded as a way of thinking, the application of real options valuation methods has been limited to companies in relatively few industries and has thus failed to live up to expectations created in the mid- to late-1990s. Increased corporate acceptance and implementations of real options valuation techniques will require several changes coming together. On the theory side, we need more realistic models that better reflect differences between financial and real options, simple heuristic methods that can be more easily implemented (but that have been carefully benchmarked against more precise models), and better guidance on implementation issues such as the estimation of discount rates for the "optionless" underlying projects. On the practitioner side, we need user-friendly real options software, more senior-level buy-in, more deliberate diffusion of real options knowledge throughout organizations, better alignment of managerial incentives with long-term shareholder value, and better-designed contracts to correct the misalignment of incentives across the value chain. If these challenges can be met, there will continue to be a steady if gradual diffusion of real options analysis throughout organizations over the next few decades, with real options eventually becoming not only a standard part of corporate strategic planning, but also the primary valuation tool for assessing the expected shareholder effect of large capital investment projects. [source] Does it pay to plan?: Strategic planning and financial performanceAGRIBUSINESS : AN INTERNATIONAL JOURNAL, Issue 3 2001Gregory A. Baker Previous research on the effects of strategic planning on firm performance has yielded inconsistent and inconclusive findings. In this study, we use a recently validated measurement model of strategic planning to examine the planning-performance relationship in the California processing tomato industry. Results indicate a strong correlation between the degree of emphasis firms place on strategic planning and financial performance. Moreover, several specific strategic planning tools, specifically, the use of a mission statement, long-term goals, and ongoing evaluation, were also more heavily emphasized by high-performing firms. These results suggest that strategic planning does pay off in terms of improved financial performance and that some planning tools may have a significant impact. [Econ-Lit citations: L100, L660] © 2001 John Wiley & Sons, Inc. [source] | ||||||||||||||||||||||||||||||||||||||||