The use of strategic planning tools and techniques by hotels in Jordan

Aldehayyat, Jehad S.; Khattab, Adel Al; Anchor, J.R

doi:10.1108/01409171111117898

Cited by 43 publications

(47 citation statements)

References 32 publications

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“…The most mentioned and commonly used tools according to these studies were SWOT analysis, Porter's 5 forces, PEST analysis, Benchmarking, Balanced scorecard (Haapalina et al, 2004;Gunn and Williams, 2007;Elbanna, 2007;Aldehayyat and Anchor, 2008;Aldehayyat et al, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

Investigation of strategic management tools and techniques

Afonina¹,

Chalupský²

2013

Acta Univ. Agric. Silvic. Mendelianae Brun.

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AFONINA ANNA, CHALUPSKÝ VLADIMÍR: Investigation of strategic management tools and techniques. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, 2013, LXI, No. 4, pp. 833-840 The paper is focused on investigation of strategic managmene tools and techniques used by Czech companies. The quantitative approach was used for the analysis of strategic management tools and techniques. The aim of the quantitative approach was to collect and analyse data about the awareness, satisfaction and utilization of strategic management tools and techniques. The empirical research was conducted via a questionnaire survey of Czech companies. Empirical data were collected from 74 companies in Czech Republic. For the data entry and processing data were used the Statictical package for the Social Science (SPSS). The study presents four groups of tools and techniques based on the perceived results of manager's utilization and satisfaction. The most of the examined tools and techniques concentrated on the two groups: (1) power tools, this group include the tools and techniques with high level of utilization and high level of satisfaction; (2) rudimentary tools, which includes the tools and techniques with low satisfaction and low utilization. The Spearman rank order correlation coeffi cient was used to identify the relationship between utilization of strategic management tools and techniques and managerial awareness. The results provide essential information on the application of strategic management tools and techniques, and indicate the level of managerial awareness of strategic management tools and techniques. In addition the fi ndings indicate a positive relationship between the utilization of strategic management tools and techniques and managerial awareness.

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Section: Literature Reviewmentioning

confidence: 99%

Investigation of strategic management tools and techniques

Afonina¹,

Chalupský²

2013

Acta Univ. Agric. Silvic. Mendelianae Brun.

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“…[38] argued that planning techniques could integrate strategic planning into the core management process. Similarly, [40] noted that planning techniques enable managers to transform data into valuable decisions and suitable actions. To this end, [41] posited that the benefits of using strategic planning techniques include increasing environmental awareness, risk reduction and priority establishment.…”

Section: Planning Tools and Performancementioning

confidence: 99%

Strategic Planning Systems and Firm Performance in the Export Processing Zones

Namada¹,

Bagire²,

Aosa³

et al. 2017

AJIBM

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This study focused on strategic planning systems as predictors of performance in a developing country context. These concepts have not been adequately investigated in extant strategy literature. We contended that strategic planning systems should be emphasized as a configuration and not by its domains. The influence of resources, management participation and planning techniques on performance showed positive and significant results. In support of our conceptualization, the results were that strategic planning systems as an aggregate factor has a stronger influence on performance than its domains. We conclude that the configuration of planning systems with its theoretical underpinning in the dynamic capabilities and resource based view, explains performance variations among firms.

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“…Many scholars agree that a strategic plan needs to be simple, realistic and neither too ambitious nor insufficiently demanding (Leggate and Thomas, 1977;Aldehyyat et al, 2011). It should allow some degree of flexibility to fit with the changing environment.…”

Section: Literature Reviewmentioning

confidence: 99%