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Strategic planning is portrayed as a dynamic process by which companies tend to identify future opportunities and link that recognition with a concerted effort to grow or acquire the resources so that a business can take advantage of its strengths in the light of a changing situation. Although a great deal of research has been carried out on the subject, much of the work has focused on the substance of planning as a practice not subject to the laws of cultural adaptation. This article, however, attempts to assess the impact of culture.

Using a complexity-informed approach, we aim to understand why introduction of a mobile service delivery model for osteoporosis across diverse organisational and country contexts in the UK National Health Service (NHS) met with variable success.

Six comparative case studies; three prospectively in Scotland using an action research-informed approach; and three retrospectively in England with variable degrees of success. The Non-adoption, Abandonment, Scale-up, Spread and Sustainability framework explored interactions between multi-level contextual factors and their influence on efforts to introduce and sustain services.

Cross-boundary service development was a continuous process of adaptation and evolution in rapidly shifting healthcare context. Whilst the outer healthcare policy context differed significantly across cases, inner contextual features predominated in shaping the success or otherwise of service innovations. Technical and logistical issues, organisational resources, patient and staff actions combined in unpredictable ways to shape the lifecycle of service change. Patient and staff thoughts about place and access to services actively shaped service development. The use of tacit “soft intelligence” and a sense of “chronic unease” emerged as important in successfully navigating around awkward people and places.

“Chronic unease” and “soft intelligence” can be used to help individuals and organisations “tame” complexity, identify hidden threats and opportunities to achieving change in a particular context, and anticipate how these may change over time. Understanding how patients think and feel about where, when and how care is delivered provides unique insights into previously unseen aspects of context, and can usefully inform development and sustainability of patient-centred healthcare services.

This study has uniquely traced the fortunes of a single service innovation across diverse organisational and country contexts. Novel application of the NASSS framework enabled comparative analysis across real-time service change and historical failures. This study also adds to theories of context and complexity by surfacing the neglected role of patients in shaping healthcare context.

That the business of vote winning is essentially a marketing problem is illustrated, and how knowledge of consumer behaviour can be interrelated with the principles of persuasion and thus utilised in the formulation of political marketing strategies is highlighted.

This study was based on a face‐to‐face survey of 100 chief and senior executives of a sample of companies that were chosen to reflect the Scottish economy. The process of strategic decision taking was explored and the information leading to the identification of strategic issues was appraised. It is demonstrated by the findings that many companies appear to identify strategic issues and develop their strategies with only limited data. Yet strategic planning relies on the effective use of valid data, coupled with creative interpretation and judgement. However, it is shown by the study that companies are failing to utilise effectively the creative talents of key people in the harnessing of information. As a consequence they are failing to win valuable insights and omitting to obtain essential collective interpretations of critical issues and events.

Few companies derive the potential benefits from product management. This is because insufficient foundational work is devoted to integrate the product management system into an organisational framework where the functions may work effectively. Four companies are examined and steps to ease the difficulties frequently encountered are proposed.

Sets out to establish a method of evolving a marketing mix, which relates intelligently to the marketing objectives set during the development of the marketing plan. Attempts to harness the wisdom and expertise which exists at a subject level in almost any business and uses these to derive a set of actions which are capable of bringing about a predetermined collective effort. States that many companies fail because of their inability to assess the collective effect of their actions in their markets, andit will be of considerable benefit if this study can achieve a method of evolving and evaluating the marketing mix for a company, without recourse to complex model building. Spotlights the following: data analysis; product line; distribution; price; merchandising; advertising and promotion. Concludes that it may be sensible to concentrate resources on other markets until such time as it could have genuine faith in its ability to compete successfully.

APART FROM FRANCE, Great Britain is one of the most centralised states of the Western European democracies; all roads lead to Whitehall and Westminster, and the pattern is repeated in town halls at the lower tier of local government. However, as a contrast, and perhaps as compensation for this centralism, British society has completely contradictory and counter‐vailing tendencies. At the grass roots Britain is a nation of associations, clubs, fellowships, societies and local organisaitions of various kinds. For the purposes of this article I will call them all societies. We are all familiar with national societies through G P Henderson and S P A Henderson's book, Directory of British associations (edition 6, cbd Research Ltd, Beckenham, Kent, 1980), but almost nothing is heard of their local equivalents. It is this phenomenon, and its implication for libraries, that I want to discuss.

Hazel Kyrk’s recognised contributions include a shift in analytic focus from production to consumption, pioneering work to measure household production as part of family income, empirical studies of family behaviour, and contributions to policy. But her account of ‘wise’ consumption and its intersection with ‘high’ living standards is not well understood. The three aims of this chapter are to explain ‘wise’ consumption across Kyrk’s three major books, to consider its role in Kyrk’s empirical studies, and to explain why it fell into oblivion. Tackling what Wesley Mitchell described as the ‘most baffling of difficulties’, Kyrk explained what constitutes a family’s ‘good’ in a manner that was critical of mere emulation. Her 1923 book required that wise consumption include new and personal elements. Her 1929/1933 book detailed five qualitative criteria (balance between interests, full and varied experiences, originality, rational sources of satisfaction, and the use of scientific information). But her 1953 book weakened this normative language, reflecting Margaret Reid’s view that Kyrk’s account was too demanding. Although Kyrk felt wise consumption avoided paternalism, her peers disagreed (Hoyt, 1938/1945; Reid, 1938/1945). We close with some problems with Kyrk’s account and a brief consideration of its continuing relevance.

The objective of this research work is to study the artificial intelligence (AI)-based product benefits and problems of the agritech industry. The research variables were developed from the existing review of literature connecting to AI-based benefits and problems, and 90 samples of primary data from agritech industry managers were gathered using a survey of a well-structured research questionnaire. The statistical package of IBM-SPSS 21 was utilized to analyze the data using the statistical techniques of descriptive and inferential statistical analysis. Results show that better information for faster decision-making has been ranked as the topmost AI benefit. This implies that the executives of agritech units have a concern about the quality of decisions they make and resistance to change from employees and internal culture has been ranked as the topmost AI problem.

This study examines the criteria for evaluating the quality of servitization and the factors influencing the project–service system's success.

Evidence was collected through three rounds of Delphi consensus with 42 project managers.

The results indicate that the quality of servitization in project-oriented organizations is conceptualized as a cumulative construct driven by the product-service system's overall ability to offer more customer value. This value is defined by three interconnected dimensions: the service, the project and the integration system. The study also proposes a novel customer-oriented quality process with two connected levels comprising eight key factors influencing the quality of the project–service systems and nine key quality criteria that assist in evaluating the project–service systems.

Offering extra services is crucial for successful project-oriented organizations to deliver more customer value. The value of servitization is the combined value of products and services. The failure of one of these components to satisfy customers leads to the collapse of the whole system, which entails the need for a balanced-focus quality system toward projects and services.

This study contributes to the quality of servitization in project-oriented organizations, arguing that a balance between service orientation and project orientation is preferred to increase customer value and reduce the clash and ambiguity between project operations and service provision.