This study investigated the effect of strategic planning and total quality management practices on organisational productivity. This study employed a quantitative approach using Jamovi software. Sample data were collected from 167 respondents who are in Tanzania Zambia Railway Authority (TAZARA) management using a structured-questionnaire. Model fit and construct validity were checked using confirmatory factor analysis and correlation matrix while mediation analysis was carried out using GLM procedure. The results of study present that strategic planning has a significant effect on productivity. The results also indicate that customer focus and important innovation foster organizational productivity and partially mediate the relationship between strategic planning and productivity. The study also shows that education and training has no significant effect on productivity and does not mediate strategic planning and productivity association.

Strategy is a way to be able to find effective and efficient ways to achieve goals. There are three important strategies carried out by companies, namely strategic planning, strategic role, and strategic maneuvering. The interesting thing is that relatively not much research has been conducted regarding the measurement of financial performance which is studied from the perspective of corporate strategy that influences financial performance. This is also supported by technological developments that affect companies, so companies must have the right strategy so that the company's financial performance can improve. This study examines the effect of strategic planning, strategic roles, and strategic maneuvers on financial performance. This study uses resource-based view theory as a study in testing the influence model of strategic planning, strategic role, and strategic maneuvering on financial performance. The study is conducted in Indonesia with a sample consisting of owners, directors and managers who use big data analytics in the companies they run. The sampling technique used is convenient sampling. The analysis technique used in this study is multiple linear regression analysis with the independent variables namely strategic planning, strategic role, and strategic maneuvering and the dependent variable namely financial performance. The results of this study indicate that strategic planning had no significant effect on financial performance, but strategic role had a significant effect on financial performance. Furthermore, strategic maneuvering has a significant effect on financial performance.

This study aims to understand the link between strategic planning, perceived ease of use and strategy management and the organizational performance in Jordanian public higher education institutions, and to examine the moderating role between PEU and top management support in regards to digital transformation. A quantitative research design was used, and the structured questionnaire was given to a sample of 384 employees in public universities of Jordan. Descriptive data analysis was performed by SPSS 26 and partial least squares structural equation modeling was performed by SmartPLS 4. It employed a two-stage analysis: (1) assessment of the measurement model for reliability and validity and (2) evaluation of the structural model for testing the proposed hypotheses and moderating effects. The results show that perceived ease of use and strategy management significantly positively influenced the performance and that perceived ease of use is the strongest predictor. Strategic planning, on the other hand, does not directly affect performance to a significant extent. The moderating role of top management support is significant and negative to the relationship between strategic planning and performance, but not significant to the relationship between perceived ease of use and performance as well as to the relationship between strategy management and performance. The findings highlight the need to enhance the usability and accessibility of information on the websites, the clarity of information, and the user experience of university digital platforms. The study adds to the literature by bringing together the Resource-Based View, Dynamic Capabilities Theory, Public Value Theory and Upper Echelons Theory, and by presenting empirical evidence from a context in a developing country in which the use of digital usability and the management of a digital strategy are more powerful drivers of performance than traditional strategic planning.

While some organizations realize the important role of strategic planning (SP) and leadership in influencing their business performance, it is unknown what SP dimensions and leadership style are required to improve the performance of banking institutions. The purpose of this study is to investigate the effects of transformational leadership (TL) style and SP dimensions (strategic planning level, implementation and barriers) on organizational performance. To this end, a self-administered questionnaire is distributed to a sample of 246 managerial employees from private banks in Yemen. The analysis with structural equation modelling using partial least squares indicates that TL style and SP dimensions significantly influence the performance of Yemeni banks. The results reveal that TL and SP dimensions are profoundly needed to enable Yemeni banks to propel to improved bank performance. The results draw several pertinent implications for decision makers that will help enhance the performance of the banking sector. Limitations from the findings and recommendations for further research are put forward.

This research starts from a phenomenon that indicates that the competitive advantage of Small and Medium Enterprises (SMEs) in increasingly fierce business competition has not yet achieved in Sukabumi, Indonesia. This is indicated by the inefficiency of production costs felt by SMEs which are not capable of creating competitive prices and the difficulty of making unique products. The purpose of this study is to determine the magnitude of the influence of dimensional strategic plan-ning on the competitive advantage of SMEs. The results of the analysis and discussion are expected to find a concept regarding SME strategic planning. This study uses a quantitative approach, with an explanatory survey design that explains and describes the level of influence of strategic planning on the competitive advantage of SMEs in Sukabumi Regency, Indonesia. By using data analysis of Structural Equation Modeling (SEM), the results of the study indicate that there is a significant in-fluence of strategic planning on the competitive advantage of SMEs in Sukabumi, Indonesia. Strate-gic planning which consists of three dimensions, namely: the desires of external stakeholder, the company's internal encouragement, and the company's database, significantly influences the compet-itive advantage of SMEs. Of the three dimensions of strategic planning, the dimensions of external stakeholder have the highest influence, while the company's database have the lowest effect. These results practically imply for SMEs to increase the consideration of company database in preparing the SME strategic planning.

Total quality management (TQM) is a method of managing a bank. TQM, which is considered as a critical instrument, directs the strategy of developing work and increasing performance in order to generate profits through quality services and products. Therefore, this study aimed to examine the function of TQM in improving customer relations in Jordanian Islamic banks. Primary data was gathered by surveying 163 workers of Jordanian Islamic banks. A questionnaire was employed as the data-gathering technique. To do the descriptive statistical analysis, SPSS version 25 was employed. The findings show that there is a statistical association between Jordanian Islamic banks' TQM, which includes customer satisfaction, strategic planning, continuous improvement, and relationships with customers.

The purpose of this research is to investigate a compilation model of employee individual characteristics towards plan commitment in public organizations. To achieve this, we propose a novel conceptual model that explains the relationship between cognitive style and commit-ment to strategic planning on Jordan ministry of interior. We then investigate the mediation role of the user acceptance model for both perceived ease of use and usefulness of the strategic planning process among the study variables. Data were collected from 365 employees and sen-ior management at the ministry of interior of Jordan. Data analysis was performed using structural equation modeling (SEM). Our results show that there was a significant relationship between cognitive style and user acceptance model alongside a commitment to strategic planning. In addition, our results show that the perceived usefulness of the strategic planning process mediated the positive relationship between cognitive style and plan commitment.

The purpose of this research is to investigate the relationship between strategic planning as busi-ness management dimensions and financial management (FM) practices. To achieve this objective, employees from various firms working in Kuwait are under observation. A survey questionnaire is developed, considering fifteen items of strategic planning and five for financial management practices. A final sample of 276 respondents is considered for investigating the empirical relationship between the selected variables. Both descriptive and traditional linear regression modelling techniques are applied. However, the study findings are pretested through model specification for all five items of FM. It is found that various strategic planning items are significantly associated with financial management proxies including staff turnover, safeguarding physical and financial assets, and development of financial budgets in selected firms. Significance of the study can be viewed as emerging contribution in the present literature while assimilation strategic planning with financial management too. Besides, the study findings are useful for both strategic planning and finance departments in the business organizations for their better future development. Limitations of the study cover limited sample size and application of traditional method of analysis. Future studies should be in direction while addressing these boundaries.

The global competition in the manufacturing industry has obliged the companies to adopt an efficient and effective business process and adaptability of the company's competitive strategy following the external uncertainty conditions. The competitive strategy should enhance the competitiveness of the company, which is formulated during the strategic planning process. This paper investigates the impact of strategic planning, purchasing strategy, strategic partnership, on operational performance. The research has surveyed, using a questionnaire with a five-point Likert scale, 135 manufacturing companies domiciled in the region of East Java, Indonesia. Data analysis used the PLS technique. The objective of the analysis is to assess the measurement model for validity and reliability. Besides, the analysis also examines six hypotheses developed. The result reveals that all six hypotheses were empirically supported. The manufacturing company's strategic planning influences the purchasing strategy and strategic partnership. The result also shows that purchasing strategy through periodic evaluation of supplier capability, influences the strategic partnership in terms of involvement of suppliers in the business process of the company. Overall, strategic planning, purchasing strategy, and strategic partnership affect operational performance. It was also found that purchasing strategy and strategic partnerships mediate the influence of strategic planning on the performance. The results presented here may facilitate improvements in operational performance in the context of supply chain management. This paper also contributes to the ongoing research in the supply chain management theory.

This quantitative study investigates the relationships between Management Information Systems (MIS), Business Intelligence (BI), and Strategic Planning (SP) within Jordanian Public Listed Companies, with a focus on the mediating role of BI. The target population comprises employees from the 108 public shareholding companies listed on the Amman Stock Exchange, totaling an estimated 1,080 senior managers involved in strategic planning. A random sample of 285 employees was surveyed to achieve a 95% confidence level with a 5% margin of error. Data were collected using a structured questionnaire with multi-item scales adapted from prior studies. Structural equation modeling (SEM) was employed to test the conceptual framework and hypothesized relationships, utilizing the two-step SEM approach with AMOS software. The results reveal significant positive relationships among MIS, BI, and SP. Specifically, MIS exhibits a statistically significant positive effect on SP, supporting previous research indicating MIS provides comprehensive data for informed planning. Furthermore, MIS significantly influences BI capabilities, underscoring the importance of robust MIS infrastructure for advanced BI analytics. BI, in turn, positively impacts SP, aligning with literature suggesting BI tools enhance planning agility and effectiveness through data-driven insights. Bootstrapping analysis demonstrates that BI partially mediates the relationship between MIS and SP. While BI acted as a significant mediating variable, MIS had a significant direct impact on SP, implying that though MIS has a direct impact on SP, it has an indirect impact, through BI, as well. Further analysis revealed that the constructs are interconnected, and that the mediation of BI is a necessary part of the process in Jordanian Public Listed Companies. As such, acknowledging the relevance of MIS, BI, and SP and the mediating role of BI, organizations can adapt their decision-making to achieve sustained competitive advantage within the dynamic business environment in Jordan.