DMFT-8717 v1

Bryson, J. M., Barberg, B., Carroll, A., Eden, C., George, B., Gonzalez, J. J., & Zaki, B. (2023). Addressing complex and Cross-Boundary Challenges in Government: The Value of Strategy Mapping. Business of Government (pp. 10-15).
This report describes strategy management-at-scale, an approach to enable planning that addresses the major challenges facing governments at all levels. Integral to this approach is the use of collaborative strategy mapping—an invaluable leadership and management method to foster direction, alignment, and commitment.

Henderson, A. E., & Hines, R. D. (2019). Using concepts from strategic planning. (pp. 37-52). Routledge.
Chapter 3 In Data Strategy in Colleges and Universities
This chapter describes that the lack of a strategic planning structure and data-driven decision-making processes exacerbates resistance to organizational change. The mission defines the primary purpose of the institution and serves as the foundation for the strategic plan; clear communication establishes a culture that is receptive to developing a data strategy; and an environmental scan and SWOT analyses are some of the most commonly used planning tools.

Kabeyi, M. (2019). Organizational strategic planning, implementation and evaluation with analysis of challenges and benefits. International Journal of Applied Research and Studies, 5(6), 27-32.
This article discusses that strategic planning and management is the way to go for organizations to prepare themselves to sustain and overcome competition in market places. It is important to all organizations in the private sector, private sector, and nonprofit organizations. It is a process that begins with self-assessment and realization and then reorganization to compete in a business environment.

Agyapong, A., Essuman, D., & Love Afia, K. Y. (2021). Performance implications of strategic planning and marketing capability in micro and small businesses in an emerging African economy: A contingent resource-based view. Journal of Small Business and Entrepreneurship, 33(1), 29-48.
The article draws on the resource-based theory and the contingency theory to discuss why variances in strategic planning explain significant differences in firm performance and how this effect varies under varying conditions. A key implication of the study’s results is that incorporating organizational resource-specific contingency variables could help disentangle the nuances characterizing the strategic planning-performance link.

Craig, S. (Speaker). (2019). Small business in action: Strategic planning Sage Knowledge.
This video discusses the benefits of strategic planning on business planning and stability.