Strategic Planning Process and Organizational Structure: Impacts, Confluence and Similarities

Neis, Dyogo Felype; Pereira, Maurício Fernandes; Maccari, Émerson Antônio

doi:10.15728/bbr.2017.14.5.2

Cited by 20 publications

(13 citation statements)

References 15 publications

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“…I had to do what was necessary to maintain my trucks, keep maintenance up, and keep everything going." Neis, Pereira, and Maccari (2017) posited that strategic planning is the way small firm owners balance the external environment and their business's internal capabilities. Business owners who design firm strategies search for profitable products, carefully monitor costs, avoid intense price wars, and witness growth, even in hostile markets (Bamiatzi & Kirchmaier, 2014).…”

Section: Theme 2: Maintain the Businessmentioning

confidence: 99%

“…Mashahadi, Ahmad, and Mohamad (2016) characterized SMEs with limited human capital (people, knowledge, and capability) as firms with limited resources. Neis et al (2017) posited that strategic planning is the way small firm owners balance the external environment and their business's internal capabilities. An effective best practice strategy can help business leaders to become more competitive, develop new markets, reduce costs, and become more efficient (Reynolds, 2019).…”

Section: Implications For Social Changementioning

confidence: 99%

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Overcoming Small to Medium Business Failure through Leadership Strategies

Jackson¹

2021

OJBM

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Grounded in the transformational leadership theory, the purpose of this qualitative multiple case study was to explore leadership strategies that have been successful for small to medium urban enterprise (SME) owners in urban areas to sustain their business for more than 5 years. The participants were 3 SME owners in urban areas of southeast Georgia, who have been in business for more than 5 years. Data were collected through semistructured interviews and an analysis of researcher notes along with a review of each SME owner's response to obtain information about successful leadership strategies. A thematic analysis process was used to analyze data; 3 themes emerged: focus on employees through training to improve performance, maintain the business by developing strategies for efficient operations and relate to the industry in which the business is operating. The result of the study indicated key recommendations for SME owners including implementing employee performance training and developing strategic planning. The implications for positive social change have the potential for community enhancement opportunities through sustained employment and the leveraging of goods and services financed by SMEs increased and sustained presence.

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Section: Theme 2: Maintain the Businessmentioning

confidence: 99%

Section: Implications For Social Changementioning

confidence: 99%

Overcoming Small to Medium Business Failure through Leadership Strategies

Jackson¹

2021

OJBM

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“…Based on that calculation of the identification, it will then be determined which strategy the organization obtained in implementing the planning. The implementation also impacts the decision-making regulation, especially from the moment the participation and delegation of employees increase, due to the implementation of strategic actions as previously formulated (Neis, Pereira, & Maccari, 2017).…”

Section: Malaysian Online Journal Of Educational Management (Mojem)mentioning

confidence: 99%

Enhancing Strategic Planning of School Program Through Swoc Analysis

Virgana¹,

Lapasau²

2019

MOJEM

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This study aims to draw up a work program and guidelines for the state vocational high schools. This research used a mixed method (quantitative and qualitative) with SWOC analysis. Qualitative methods were used to obtain components of strengths, weaknesses, opportunities, and challenges through group interviews, observation, and the previous year's program documents. The sample consisted of 150 personnel involving the head of departments, school supervisors, headmasters, teachers, administration staff, guardianship of student organizations, alumni representatives, and parent representatives. Quantitative data collection was conducted through instrument in the form of questionnaires using a model of Likert scale. The obtained data were then grouped into components of the strengths, weaknesses, opportunities, and challenge of the schools. All of those components are tested first on their validity and reliability with 100 personnel as a sample of quantitative analysis. These four components are then analysed by quantitative Factor Analysis method based on Internal Factor Analysis Summary (IFAS) and the External Factor Analysis Summary (EFAS) to get the resultant value. The resultant value was then filled into Cartesian diagrams resulting in the organization's position. The final result of the research is: The stages of strategic planning in the Indonesian vocational high schools, dominant factors of the schools at present conditions based on the resultant calculation, and the future strategic planning for vocational high schools in Indonesia. It is hoped that the result of this study can be beneficial for the policymaker, stake holder, school principals, and other researchers in related fields.

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“…O PE contemporâneo incorpora elementos da teoria de contingência para enfrentar o aumento da incerteza ambiental ocorrida ao longo do tempo (Grant, 2003;Wolf & Floyd, 2017). O processo de PE sofreu redução no seu intervalo temporal de planejamento, desenvolvendo flexibilidade para formular e implantar a estratégia (Neis, Pereira, & Maccari, 2017), com ênfase na inovação colaborativa e com efetivo envolvimento dos colaboradores para execução e acompanhamento da mesma (Hill, Jones, & Schilling, 2014;Kaplan & Norton, 2008;Whittington, Cailluet, & Yakis-Douglas, 2011 Em estudos recentes, investigou-se a evolução dos elementos do PE na abordagem da "estratégiacomo-prática" (Whittington, 2014, p. 87), que ocorre pela intensa participação dos colaboradores no processo dinâmico e complexo de analisar, formular, executar e acompanhar a estratégia de negócio, por meio das dimensões de "práticas", "práxis" e colaboradores "praticantes" (Wolf & Floyd, 2017, p. 1759. De acordo Jarzabkowski e Kaplan (2015, p. 538), a "estratégia-como-prática" na dimensão da "prática" é caracterizada pelos processos, atividades, tarefas e rotinas, que compõem o amplo sistema socialorganizacional da gestão da estratégia.…”

Section: Planejamento Estratégicounclassified

Sistemas de Informação Estratégicos Habilitando Estratégia-como-prática na Incerteza Ambiental

Yoshikuni

Albertin

2018

Rev. adm. contemp.

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Resumo Recentes pesquisas da nova era do planejamento estratégico (PE) destacam a sua capacidade ambivalente de racionalidade prescritiva como forma de orquestrar a criação de estratégias emergentes e flexíveis para enfrentar os desafios da turbulência ambiental. Contudo, há um número limitado de pesquisas sobre como essa capacidade pode ser desenvolvida e, ainda menos, sobre o papel das práticas do PE habilitadas pelo strategic information systems (SIS). Investigou-se sobre a lente da teoria da Contingência e da Prática, como o SIS habilita a efetividade do PE na dimensão da prática sobre a influência da incerteza ambiental. Utilizou-se da técnica estatística de PLS-PM com uma amostra de 139 empresas. O estudo confirmou que o SIS habilita a efetividade do PE em todas as suas fases sobre a influência dos diferentes níveis de contingência de dinamismo, heterogeneidade e hostilidade. Resultados a partir do estudo pós-análise: (a) o SIS demonstrou maior poder preditivo na formulação e no controle da estratégia e da menor ênfase para executá-la; (b) o SIS apresentou maior influência da efetividade do PE em ambientes de alta heterogeneidade; (c) as empresas mostraram maior ênfase para controlar e formular do que para executar a estratégia. O estudo contribuiu para compreensão da criação de valor do SIS na abordagem da estratégia-como-prática frente aos desafios da incerteza ambiental.

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Strategic Planning Process and Organizational Structure: Impacts, Confluence and Similarities

Cited by 20 publications

References 15 publications

Overcoming Small to Medium Business Failure through Leadership Strategies

Overcoming Small to Medium Business Failure through Leadership Strategies

Enhancing Strategic Planning of School Program Through Swoc Analysis

Sistemas de Informação Estratégicos Habilitando Estratégia-como-prática na Incerteza Ambiental

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