The Relationship between Firms’ Strategic Orientations and Strategic Planning Process

Hassan, Hasnanywati

doi:10.5539/ijbm.v5n11p35

Cited by 7 publications

(8 citation statements)

References 30 publications

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“…As Miles and Snow conclude, they rely on centralized decision making and tend to have relatively simple coordination mechanisms (Saba and Sharma, 2012;Snow, Miles and Miles, 2005 Tomasz Ingram, Teresa Kraśnicka, Martyna Wronka-Pośpiech, Grzegorz Głód, Wojciech Głód than Prospectors, and they are less committed to stability and efficiency than Defenders (Pleshko and Nickerson, 2008;Wang, 2008). Depending on the environment, they may emphasize production and strive for improved efficiency when product-market domains are stable, or, in more turbulent product markets, they may closely monitor key competitors and adopt only those innovations that appear to have strong market potential (Hassan, 2010).…”

Section: Theoretical Background Miles and Snow Typology: 40 Years Of mentioning

confidence: 99%

Relationships Between Miles and Snow Strategic Types and Organizational Performance in Polish Production Companies

Ingram

Kraśnicka

Wronka-Pośpiech

et al. 2016

JMBA.CE

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Purpose: Miles and Snow's conception of strategic types is the most popular and extensively studied typology of strategic choices. Consequently, in recent years it has been related to organizational performance measures. Despite numerous studies conducted in different environmental and organizational settings, the research results of relationships between strategic types and organizational performance are ambiguous. In this paper, we seek to advance the knowledge regarding how a chosen strategic type affects organizational performance measures in the transition economy of Poland.Methodology: Using quantitative research results, on the basis of data from 96 organizations we statistically test four research hypotheses. Findings:Research results reveal the existence of "clear" strategic types in majority of companies but highlight moderately strong relationships between declared strategic type and organizational performance. In turn, they suggest that Prospector and Analyzer strategic types promise slightly higher performance than Reactor and Defender types.Originality: This research project on strategic types in SMEs in a transition economy is one of few dealing with this topic that have been conducted in Eastern European countries to date.

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Section: Theoretical Background Miles and Snow Typology: 40 Years Of mentioning

confidence: 99%

Relationships Between Miles and Snow Strategic Types and Organizational Performance in Polish Production Companies

Ingram

Kraśnicka

Wronka-Pośpiech

et al. 2016

JMBA.CE

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“…Helping organizational members develop a common view of organizational goals (Ketokivi & Castaner, 2004). In addition, the strategic planning process deals with long-term goals, something that requires the participation of top management (Hassan, 2010). Which may be psychological (the office space of the planning staff), intangible (the time spent by the CEO and other managers in the planning process) and financial (the invested capital) (Raman jam et al, 1986).…”

Section: Functional Coveragementioning

confidence: 99%

“…The strategic planning process is uniquely designed to meet the unique and specific needs of the organization (Berry, 2007). Therefore, strategic planning requires an allocation of resources (Hassan, 2010). These resources may be psychological, intangible, and financial (Ramanjam et al, 1986).…”

Section: Resources Providedmentioning

confidence: 99%

The Impact of Strategic Planning in the University’s Competitiveness According to NIAS

Hussein¹,

Ahmed

Khudari

2021

Acad. J. Interdiscip. Stud.

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Competition is one of the realities of the business environment, and despite this, the awareness of organizations (especially in developing countries) of the importance of dealing with it has not yet developed until in recent years. Developing countries are unable to follow these methods so that these competitive situations will be deeper and more powerful due to the clear interaction between not following the scientific method and adhering to random and improvisational methods, which is reflected in the capabilities of these organizations. The research deals with the impact of strategic planning (external orientation, internal orientation, functional coverage, and resources provided for strategic planning) in the university's competitiveness (the strategy of the educational institution, Governance and management, Financial and material resources, Faculty members, Students, Scientific research, Community service, Curricula), as an expression of a vision of the role of strategic planning in achieving effective adaptation to competitive situations and improving the university's competitiveness, to establish a reality in the minds of the leaders responsible for the planning process that working in traditional contexts in light of the changes and accumulating problems of the Iraqi environment leads to results that are not effective concerning the size of the problems. Hence, the research problem arises by raising a major question which is: What is the impact of strategic planning on the competitiveness of Iraqi universities according to the national institutional accreditation standards of the Iraqi Ministry of Higher Education and Scientific Research? To achieve the goal of the research and answer its questions, the research applied to a sample of (158) individuals at the University of Technology and the research adopted the questionnaire to collect the data that were processed and analyzed using several statistical methods. The research reached several results, including the researched university has employed strategic planning with all its indicators to improve its competitiveness. the most important recommendations were the necessity for the university to employ more strategic planning to improve the university's competitiveness. Received: 2 March 2021 / Accepted: 3 August 2021 / Published: 5 September 2021

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“…Building on the Risk IT framework (2009a), Vincent et al (2017) develop a scale to measure ITRM practices. We rely on the items developed by Vincent et al and organizational strategy formulation and implementation theory (Hassan and Minden, 2010), to explore different dimensionalities of ITRM practices. We identify four types of ITRM practices common across firms, namely, ITG; communications; operations; and monitoring.…”

Section: Introductionmentioning

confidence: 99%

IT risk management: interrelationships based on strategy implementation

Vincent

Pinsker

2020

IJAIM

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Purpose Risk management is an under-explored topic in information systems (IS) research that involves complex and interrelated activities. Consequently, the authors explore the importance of interrelated activities by examining how the maturity of one type of information technology risk management (ITRM) practice is influenced by the maturity of other types of ITRM practices. The purpose of this paper is to explore these relationships, the authors develop a model based on organizational strategy implementation theory and the COBIT framework. The model identifies four types of ITRM practices, namely, IT governance (ITG); communications; operations; and monitoring. Design/methodology/approach The authors use a survey methodology to collect data on senior information technology (IT) executives' perceptions on ITRM practices. The authors use an exploratory factor analysis (EFA) to identify four dimensions of ITR M practices and conduct a structural equation model to observe the associations. Findings The survey of senior IT executives' perceptions suggests that the maturity of ITRM practices related to ITG, communications and monitoring positively influence the maturity of operations-related ITRM practices. Further, the maturity of communications-related ITRM practices mediates the relationship between ITG and operations-related ITRM practices. The aggregate results demonstrate the inter-relatedness of ITRM practices and highlight the importance of taking a holistic view of ITRM. Research limitations/implications Given the content and complexity of the study, it is difficult to obtain senior executives’ responses in large firms. Therefore, this study did not use a separate sample to conduct the EFA to obtain the underlying four constructs. Also, the ITRM practices identified are perceptions. Even though the authors consider this to be a limitation, it also communicates the pressing areas that senior IT professionals are expected to focus given various external and internal pressures. This study focuses on large firms, hence, small to midsize firms are not well represented. Practical implications Given the demanding regulatory and financial reporting requirements and the complexity of IT, there is an increasing possibility that the accounting profession will require IT professionals to focus on operations-related ITRM practices, such as security, availability and confidentially of data and IS are closely related to internal controls. However, as this study demonstrates, the maturity of operations-related ITRM practices cannot be achieved by focusing solely on operations-related IT risks. Therefore, IT practitioners can use this study to raise awareness of the complex interrelationships among ITRM practices among managers to improve the overall ITRM practices in a firm. Social implications The study also shows the importance of establishing proper communication channels among various business functions with regard to ITRM. Extant IT research identifies the importance of the firm’s communication structure on various firm performance measures. For example, Krotov (2015) mentions the importance of communication in improving trust between the Chief Executive Officer and Chief Financial Officer. Firms with established communication channels have the necessary medium to educate and involve other departments with regard to the security of data. Thus, such firms are more likely to have mature risk management practices because of increased awareness of risks and preventive techniques. Originality/value The study contributes to ITG and risk management literature by identifying the role of monitoring-related ITRM practices on improving other areas of risk management. The study also extends the existing ITRM literature by providing an organizational strategy perspective to ITRM practices and showing how ITRM practices follow organizational strategy implementation. Further, the authors identify four underlying ITRM categories. Consequently, researchers could choose between two factors (Vincent et al., 2017) or four factors based on the level of detail required for the particular study.

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The Relationship between Firms’ Strategic Orientations and Strategic Planning Process

Cited by 7 publications

References 30 publications

Relationships Between Miles and Snow Strategic Types and Organizational Performance in Polish Production Companies

Relationships Between Miles and Snow Strategic Types and Organizational Performance in Polish Production Companies

The Impact of Strategic Planning in the University’s Competitiveness According to NIAS

IT risk management: interrelationships based on strategy implementation

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