Planning Practices of SMEs in North-Western Region of ROMANIA – An Empirical Investigation

Gică, Oana Adriana; Balint, Cristina

doi:10.1016/s2212-5671(12)00247-x

Cited by 9 publications

(11 citation statements)

References 8 publications

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“…It has been found that 14 of 19 SMTT used by over 50 % of sampled organizations. Even here SWOT analysis resulted as most used tool in Czech enterprises, similar to the results in British enterprises (Gunn & Williams, 2007), Australian enterprises (Frost, 2003), Finnish enterprises (Stenfors et al, 2007;Pasanen, 2011), Lithuanian enterprises (Vaitkevičiu, 2007), Romanian enterprises (Gică & Balint, 2012) and Turkish enterprises (Dincer et al, 2006).…”

Section: Empirical Research By Country Level Development and Enterprisupporting

confidence: 77%

“…• SMTTs' researches as part of strategic planning process (Glaister and Falshaw, 1999;Stonehouse and Pemberton, 2002;Tapinos, 2005;Dincer, Tatoglu and Glaister, 2006;Elbanna, 2007;Kume and Leskaj, 2009;O'Brien, 2009;Glaister, Dincer, Tatoglu and Demirbag, 2009;Gică and Balint, 2012;Šuklev and Debarliev, 2012). …”

Section: Resultsmentioning

confidence: 99%

“…Their study shows that the most commonly used tools are SWOT analysis 49.5 % and pessimistic and optimistic scenarios 43.5 %. Unlike the Czech enterprises that used on average 14 SMTTs (Afonina, 2015), the Romanian enterprises used one or two (1 -2) SMTTs (Gică & Balint, 2012).…”

Section: Empirical Research By Country Level Development and Enterprimentioning

confidence: 99%

“…According to Gică & Balint (2012), a percentage of 55.5 % of the 200 surveyed SME, said they did not develop strategic plans in writing. Most companies that elaborate written strategic plans are medium sized, having 10 to 49 employees, active for no more than five years.…”

Section: Empirical Research By Country Level Development and Enterprimentioning

confidence: 99%

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Strategic Management Tools and Techniques Usage: a Qualitative Review

Qehaja¹,

Kutllovci²,

Pula³

2017

Acta Univ. Agric. Silvic. Mendelianae Brun.

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This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice-based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990-2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, "what if" analysis, vision and mission statements, Porter's five forces analysis, business financial analysis, key success factors analysis, cost-benefit analysis and customer satisfaction.

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Section: Empirical Research By Country Level Development and Enterprisupporting

confidence: 77%

Section: Resultsmentioning

confidence: 99%

Section: Empirical Research By Country Level Development and Enterprimentioning

confidence: 99%

Section: Empirical Research By Country Level Development and Enterprimentioning

confidence: 99%

See 2 more Smart Citations

Strategic Management Tools and Techniques Usage: a Qualitative Review

Qehaja¹,

Kutllovci²,

Pula³

2017

Acta Univ. Agric. Silvic. Mendelianae Brun.

View full text Add to dashboard Cite

show abstract

“…The ten most used SMTTs according to the results of several studies conducted in developed countries (Clark, 1997;Glaister and Falshaw, 1999;Stonehouse and Pemberton, 2002;Gunn and Williams, 2007;Vaitkevičiu, 2007;Stenfors et al, 2007;Pasanen, 2011;Afonina and Chalupský, 2013;Gică and Balint, 2012;Nedelko, Potocan and Dabic, 2015;Afonina, 2015) are: SWOT analysis, benchmarking, key competencies, customer satisfaction, key success factors analysis, price analysis, cost-benefit analysis, Porter's five forces analysis, PEST…”

Section: Developed Countriesmentioning

confidence: 99%

Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies

Qehaja

Kutllovci

Pula

2017

CES

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There is no doubt that strategic management tools and techniques are important parts of the strategic management process. Their use in organizations should be observed in a practice-based context. This paper analyzes the empirical studies on the usage of strategic management tools and techniques. Hence, the main aim of this study is to investigate and analyze which enterprises, according to their country development level, use more strategic management tools and techniques and which of these are used the most. Also, this paper investigates which strategic management tools and techniques are used globally according to the results of empirical studies. The study presents a summary of empirical studies for the period 1990-2015. The research results indicate that more strategic tools and techniques are used in developed countries, followed by developing countries and fewest in countries in transition. This study is likely to contribute to the field : Vol. 19 : No. 1 : June 2017 : pp. 67-99 of strategic management because it summarizes the most used strategic tools and techniques at the global level according to varying stages of countries' economic development. Also, the findings from this study may be utilized to maximize the full potential of enterprises and reduce the cases of entrepreneurship failures, through creating awareness of the importance of using strategic management tools and techniques. Albana Berisha QehajaAlbana Berisha Qehaja, Enver Kutllovci and Justina Shiroka Pula Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies Croatian Economic Survey

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The Moderating Role of Stakeholder Involvement in the Relationship Between Strategic Planning And Service Delivery

Keranga

Ogutu

Awino

et al. 2021

int.jour.sci.res.mana.

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In keeping with the New Public Management dispensation, state corporations in Kenya have taken up strategic planning with a view to effect reforms for improved service delivery. New Public Management particularly advances a customer-centric approach to public administration for improved service delivery, with the public, who are the recipients of public service, as key stakeholders in public administration. Despite this, service delivery in the Agribusiness sub-sector in the country is riddled with inadequacies highlighted by among other complaints, unpaid produce supplies, dwindling finances, slumped agricultural extension services and low produce prices. Against this backdrop, the study set out to establish the effect of strategic planning on service delivery and assess how stakeholder involvement influences the relationship between strategic planning and service delivery among agribusiness state corporations in Kenya. Grounded on the New Public Management and Stakeholder theories, the study adopted the positivism paradigm and the descriptive cross-sectional research design. Targeting 73 state corporations pertinent to agribusiness in the country, primary data was collected by use of a structured questionnaire with institutional heads as the units of observation. Both descriptive and inferential statistics were then employed in data analysis. It was established that strategic planning has a significant positive influence on service delivery. Stakeholder involvement was however found to not have a significant moderating effect on the relationship between strategic planning and service delivery. This was attributed to the technocratic approach in the formulation of the strategic plans among state corporations and the numerically limited nature of most stakeholders in state corporations represented in the boards of directors. Following a significant direct effect of stakeholder involvement on service delivery among Agribusiness state corporations in the country, state corporations are implored to involve stakeholders in strategic planning and observe meaningful participation, communication and dispute resolution in the engagement.

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Planning Practices of SMEs in North-Western Region of ROMANIA – An Empirical Investigation

Cited by 9 publications

References 8 publications

Strategic Management Tools and Techniques Usage: a Qualitative Review

Strategic Management Tools and Techniques Usage: a Qualitative Review

Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies

The Moderating Role of Stakeholder Involvement in the Relationship Between Strategic Planning And Service Delivery

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