• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.479-486
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• 2021

This study aims to explore the relationships between strategic planning, strategic maneuverability, and firm performance in the current dynamic business environment. It employs a quantitative research method and reports on a survey, using a questionnaire, of service companies in Indonesia's oil and gas industry. Of the 337 companies selected by simple random sampling from a vendor database, responses were received from 70 companies. The analysis was performed using Partial Least Square Structural Equation Modeling and SmartPLS software. The analysis consisted of descriptive statistics, evaluation of the measurement model, evaluation of the structural model, and hypotheses testing. The results show that both strategic planning and strategic maneuverability have a positive relationship with firm performance. In addition, there is a positive relationship between strategic planning and firm performance through the mediating role of strategic maneuverability. The findings suggest that the organizational agility, organizational flexibility, and organizational responsiveness that constitute strategic maneuverability have a positive direct and indirect effect on firm performance, namely financial performance, customer performance, internal process performance, and learning and growth. This study contributes to the strategic management literature and the theory of maneuvers by providing empirical evidence on the relationship between strategic planning, strategic maneuverability, and firm performance.

• Journal of Korea Port Economic Association
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• v.22 no.1
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• pp.151-173
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• 2006

This paper aims to explore the strategic roles of information and strategic planning capabilities for firms' performance, and to examine the direct and indirect relationships between information capability, strategic planning capability, logistics performance and competitive advantage. The present research adopts resource based theory (RBT) to explore the relationships between a firm's specific capability and its performance and employs structural equation modelling (SEM) in order to test the validation of the measurement models and examine the relationships between construct variables. The current empirical test was conducted using the data collected from logistics managers of 101 Korean electronics companies. The empirical research presents positive influential relationships between (1) information/planning formality capability and strategic planning capability; (2) strategic planning capability and logistics performance; (3) logistics performance and competitive advantage; and (4) competitive advantage and competitive position in the market.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• Journal of Preventive Medicine and Public Health
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• v.20 no.1 s.21
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• pp.40-48
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• 1987

In this paper strategic planning is applied for effective management to improve hospital income. Though community hospital has been set up for improving the health status of community, it must be trying to increase income for continuing with referral hospital in the community. The most useful tool of management to do this purpose is thought of strategic planning. Therefore this paper developed strategic planning a typical community hospital, which for it presenting the strategic planning process and developing the simulation model for evaluation of strategic alternatives. In the result it is represented that admission rate is the most sensitive to hospital operating income among the important variables in the model. And simulation by changing the parameter could estimate the yearly hospital income in the response of alternatives. This strategic planning simulation model has had constraints as number of date but also significance such as evaluating the alternatives by quantitative model and at first applying the hospital in our country.

• Journal of Science and Technology Studies
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• v.4 no.2 s.8
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• pp.103-127
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• 2004

This paper analyzes the strategic planning process of NASA (National Aeronautics and Space Administration) including its center, GSFC (Goddard Space Flight Center) in the framework of strategic planning in publicly funded R&D organizations. To construct this framework, theories have been considered mainly focused on strategic management and planning, its application on public sector, and characteristics of R&D activities. As a result, the framework could be set up in accordance with the process of strategic planning. Also, as a case study, we explored the practice of strategic planning process and organizational implementation of NASA and GSFC. During the analysis on the strategic process of NASA and GSFC, we could draw some lessons out as follows: First, we should consider the differences between private and public sectors when we establish strategic planning in public sector. Second, the stakeholder analysis should be involved in setting the mission, goals, and strategies of an organization. Third, it is necessary to identify and assess the socio-economic effects or public benefits by R&D programs of the organization and use the feedback on its goal. Fourth, to implement strategic planning effectively, planning process should be closely integrated with the management process such as setting goals, securing budgets, and evaluating the organization. Conclusively, the analysis on NASA and GSFC contribute to implementing strategic planning in publicly funded R&D organizations by providing the appropriately modified framework. As an extension of this study, more deliberate analysis on various practices of strategic planning and performance indicators should be followed.

• Journal of Korean Society of Rural Planning
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• v.14 no.2
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• pp.99-110
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• 2008

The purposes of this paper are first, to develop and adapt auditing methodology of rural amenity resource investigation and second, to propose strategic planning of amenity web data base system. Relating with auditing methodology, we make the life cycle of rural amenity resource investigation based on value chain method. we make 8 stage of auditing process and 105 auditing items in details. We adapt these guidelines in real world and then improve developed methodology. Therefore we expect to promote the quality and accuracy of investigation project using these guidelines. Relating with blue print of strategic planning, we first analyse external environment about Competitors, Suppliers, New entrants, Buyers, Substitutes with 5 force model for amenity information system. We second make the blue print of strategic planning of amenity web data base system project. Then we propose the FIRST, BEST, MOST strategy of amenity web data base system and the web hub system.

• Journal of Technology Innovation
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• v.14 no.3
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• pp.237-261
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• 2006

Under circumstances with increasing uncertainty, strategic flexibility has become an essential point on which my R&D management system should be based. Unfortunately the present R&D management system for government sponsored R&D programs cannot be said to be so flexible to adapt appropriately to various threatens such as technological failure, a severe change in competition environment, and so on. In this paper a new scheme for R&D planning and economic assessment with strategic flexibility is suggested and applied to a real R&D program. In the newly suggested R&D management system, economic valuation based on real option theory is performed for various alternative scenarios which have different strategic scheme for R&D process each and the result of the assessment is fed back to R&D planning to choose more superior strategic scheme. Introducing strategic flexibility into R&D planning and economic assessment, the value of R&D project could be remarkably enhanced.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.381-389
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• 2021

This study aims to examine the effect of strategic planning, human resource management, and asset management on increasing the productivity of the rural economy. This research is a quantitative approach. The research sample was carried out by simple random sampling and data collection using a questionnaire so that 129 respondents were determined. The research test was conducted using multiple linear regression with the OLS (Ordinary Least Square model. The results obtained were that strategic planning, human resource management, and asset management had a significant positive effect on increasing the productivity of the rural economy. This shows that strategic planning is the most important thing in industry, companies, or organizations as a guideline to achieve optimal performance. In addition, human resource management and asset management are positive supports for increasing the economic productivity of rural communities to achieve welfare goals. This research proves that strategic planning must be carried out by considering the existing potential, both sources. natural resources, human resources, and economic resources Meanwhile, human resource management and asset management are mandatory to support the sustainability of an organization or company so that the benefits of the study as study material in strategic decision making, both in business and public policy.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.161-170
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• 2021

The study aims to investigate the mediating effect of strategic planning on the relationship between managerial skills and the performance of small- and medium-sized enterprises (SMEs) in Punjab, Pakistan. Stratified proportionate probability sample method was used to select the 265 SMEs. The study applied a structural equation model (SEM) to analyze the proposed research hypotheses by using PLS-SEM. This research examines the direct and indirect effects of strategic planning on the performance of SMEs using the SEM test. The results indicate the positive effect of managerial skills on SMEs' performance and also suggested that strategic planning mediates the relationship between managerial skills and SMEs' performance. In addition, the role of managerial skills on the usage of the company's resources is highly influential through strategic planning. Strategic planning has been found to impact significantly and positively on the relationship between managerial skills and performance of SMEs in Punjab, Pakistan. The findings suggested that, in devising appropriate strategies for SMEs, the effect of managerial skills on the utilization of the firm's resources can be more effective to the firm's performance. In short, the utilization of a firm's resources through a proper planning is more essential for the sustainability of SMEs.

• Journal of Korean Medical classics
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• v.33 no.1
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• pp.159-178
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• 2020

Objectives : The purpose of this paper is to study the metaphor that the liver is the admiral from which strategic planning is derived in 『Suwen Linglanmidianlun』 in relation to Liver function. Methods : Annotations to the verse along with descriptions of strategic planning in classical texts and their relation were examined. Results : Previous annotators described the Admiral organ and Strategic Planning separately, in which it is difficult to fully explain the totality the two. They cannot be separated from each other, and only when they are in dependence of each other can they become complete. Liver function as described in classical texts and contemporary text books such as detoxification and sterilization all embody this meaning of strategic planning of an admiral. Conclusions : Reinterpretation of the Liver function based on an integrated understanding of the Liver as described in 『Suwen Linglanmidianlun』 is required. This will allow for better understanding of what the metaphor means, and to better connect this description to Liver physiology for an integrated understanding of the Liver itself in Korean Medicine.