EDITORS IJSRM EDITORS Professor Mirko Palić, Ph.D. – Editor in Chief Marketing Department, Faculty of Economics and Business, University of Zagreb, Croatia [email protected] Professor Claudio Vignali, Ph.D. – Editor for the UK Professor of Retail Marketing Management Leeds Metropolitan University, UK [email protected] Professor Bernd Hallier, Ph.D. – Editor for Western Europe Managing Director of EHI Retail Institute President of The European Retail Academy [email protected] Professor John L. Stanton, Ph.D. – Editor for the USA Professor and Chairman of the Food Marketing Department, St. Joseph’s University, Philadelphia [email protected] Prof. Dr. Laetitia Radder, D.Comm – Editor for Africa & Asia Professor of Marketing, Nelson Mandela Metropolitan University, South Africa, [email protected] www.ijsrm.com International Journal of Sales, Retailing and Marketing is published by: ISSN 2045-810X Access Press UK 1 Hilllside Gardens Darwen, Lancashire, BB3 2NJ United Kingdom Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    EDITORIAL BOARD IJSRM EDITORIAL BOARD Darko Tipuric Zagreb University Croatia M a n a gement [email protected] G.Orange Circle UK Information systems [email protected] Gianpaolo Vignali Manchester University UK F a s h i on Marketing [email protected] Daniela Ryding Manchester University UK F a s h i on [email protected] Bernd Britzelmaier Pforzheim University, D Finance [email protected] Tomasz Wisniewski Szczecin University Poland A c c o u nting and Finance [email protected] Enrico Bonetti the University 2 Naples Italy S e r v i c es management [email protected] George Lodorfos Leeds Met University UK S t r a t egic management [email protected] Alberto Mattiacci La Sapienza Rome Italy M a r k eting and Business [email protected] Leo Dana The University of Montpelier France E n t r e preneurship [email protected] Hans Rudiger Kaufmann University of Nicosia SME [email protected] Carmen.R. Santos University Leon Spain E u r o p ean consumerism Carmen [email protected] Dolores Sanchez Bengoa Uni Vilnius C r o s s Culture management [email protected] Michael Fass Uni of Glos. Uk A c t i o n Research [email protected] Tomasz Bernat Uni of Szczecin Poland M i c r o economics [email protected] Mitsunori Hirogaki Kushimo University Japan J a p a n ese management [email protected] Madalena Pereira Uni Beira Interior Portugal E u r o p ean fashion [email protected] Iga Rrudawska University of Szczecin Poland H e a l t h marketing [email protected] Carsten Barsch HDBW Germany E u r o p ean Business [email protected] Edyta Rudawska Szczecin University Poland M a r k eting development [email protected] Kreiso Znidar Prizma Zagreb Croatia M a r k eting Research [email protected] Martin Samy Leeds Met University UK C S R [email protected] Katarzyna Byrka-Kita Szczecin University, Pl Finance in marketing [email protected] S.Henderson Leeds Met University UK E v e n t s marketing [email protected] Aftab Dean Leeds Met UK S t a t i s tics [email protected] Dominique Gerber Chur University Switzerland L e i s u re and tourism [email protected] Gianpaolo Basile University of Salerno Italy L i t e r a ture development g [email protected] Antonio Feraco Nan yang University Singapore D e v e lopment A [email protected] Barry Davies University of Gloucestershire UK R e s e a rch methods [email protected] Vitor Ambrosio ESHTE Portugal R e l i g i ous Tourism v [email protected] Razaq Raj Leeds Met University UK E v e n t s and tourism man. [email protected] Tahir Rashid Salford University UK I s l a m ic marketing [email protected] Juergen Polke Gloucestershire University Project development [email protected] Marija Tomašević Lišanin, Univ. of Zagreb Sales [email protected] Charbel M. El Khoury, Holy Spirit Univ of Kaslik R e t a i l i n g [email protected] Ravi Kandhadai Marketing [email protected] Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    Subscription Fees IJSRM Subscription Fees 2015 subscriptions are available in a number of major currencies. Exchange rates and prices will be held throughout 2015. 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Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    Contents 1 Contents Editorial ................................................................................................................................................... 4 A SYSTEMATIC ANALYSIS OF STRATEGIC PLANNING KEY SUCCESS FACTORS AND ITS REQUIRED PROFESSIONAL SKILLS - CASE STUDY OF ABU DHABI POLICE GHQ ......................................................... 5 Background of Study ............................................................................................................................... 5 Problem Statement ................................................................................................................................. 6 Professional Skills Evaluation and Strategic Planning ......................................................................... 6 Strategic Planning and Organisational Performance .......................................................................... 9 Performance Management in Public Sector ..................................................................................... 10 Information Technology (IT) and Strategic Planning ......................................................................... 12 Aims and Objectives of the Study ......................................................................................................... 12 Objectives of the Thesis .................................................................................................................... 13 Research Questions ........................................................................................................................... 13 Research Hypothesis ............................................................................................................................. 13 Significance of Thesis............................................................................................................................. 13 Conclusion ............................................................................................................................................. 14 A SYSTEMATIC ANALYSIS OF STRATEGIC PLANNING KEY SUCCESS FACTORS AND ITS REQUIRED PROFESSIONAL SKILLS - CASE STUDY OF ABU DHABI POLICE GHQ ....................................................... 17 Strategy and Conceptual Framework: Defined ..................................................................................... 17 Strategy in Practice ............................................................................................................................ 21 Strategic Planning and Innovation .................................................................................................... 23 Enterprise Resource Planning (ERP) .................................................................................................. 25 Strategic Planning and Performance ................................................................................................. 28 Strategic Planning its Implementation in Different Countries .......................................................... 32 Significant Effect of Implementing Strategic Planning in AD Police GHQ ............................................. 35 The Implementation of Strategic Planning and its benefits to AD Police GHQ ................................. 38 The Required Professional Skills Influencing Strategic Planning in AD Police GHQ .......................... 41 Critical Success Factor (CSF) and the Relationship between Strategic Planning and Professional Skills in Abu Dhabi Police GHQ ....................................................................................................................... 44 The Link between Strategic Planning and Professional Skills in Abu Dhabi Police GHQ ................... 45 Impacts of Strategic Planning and Professional Skills in Abu Dhabi Police GHQ Performance ......... 49 Strategic Planning and Practices in Organisations ................................................................................ 50 Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    Contents 2 Strategic Planning and its Significance .............................................................................................. 51 Strategic Perspective, Necessity of Good Information System in the Organisation and Critical Success Factors (CSF) .......................................................................................................................................... 53 Requirements of Systems and Informational Needs in Context of Business Strategies ................... 53 Technical Skills and Organisational Skills: An Overview .................................................................... 54 Linking Intelligence Strategy with Policing Practices ........................................................................ 55 Culture as an Important Element for Development of Professional Skills in Police HQ ....................... 56 Legality versus Effectiveness in the Public Sector ............................................................................. 57 The Deficiency of Skills in Police Department ....................................................................................... 58 Professional Skills and Police ............................................................................................................. 59 The Student Officer as a Resource Perspective ................................................................................ 60 Linkage between Professional Skills, Performance and Strategic Planning .......................................... 62 Gaps in Previous Research ................................................................................................................ 69 The Practical Applicability of the Model from a Managerial Perspective ......................................... 69 Standing Up to the Executive Stress Test .......................................................................................... 76 Conclusion ............................................................................................................................................. 77 A SYSTEMATIC ANALYSIS OF STRATEGIC PLANNING KEY SUCCESS FACTORS AND ITS REQUIRED PROFESSIONAL SKILLS - CASE STUDY OF ABU DHABI POLICE GHQ ....................................................... 85 Research Philosophy ............................................................................................................................. 86 Major Philosophical Paradigms in Social Research ........................................................................... 87 Positivism .......................................................................................................................................... 87 Interpretivism / Constructivism ........................................................................................................ 87 Realism .............................................................................................................................................. 88 Justification of Positivist Research Approach .................................................................................... 88 Research Approach ............................................................................................................................... 89 Strategy of Research ............................................................................................................................. 89 Survey ................................................................................................................................................ 90 Case Study ......................................................................................................................................... 90 Descriptive Research ......................................................................................................................... 90 Choice of Methods ................................................................................................................................ 91 Quantitative Data .............................................................................................................................. 91 Qualitative Data................................................................................................................................. 93 Using Quantitative Data and its Rationale ........................................................................................ 93 Research Design ................................................................................................................................ 93 Dependent Variables ..................................................................................................................... 93 Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    Contents 3 Independent Variables .................................................................................................................. 94 Moderating Variables .................................................................................................................... 94 Research Questions and Hypotheses ................................................................................................ 94 Time Horizon ......................................................................................................................................... 95 Techniques and Procedures .................................................................................................................. 95 Sample Size and Sampling Techniques .............................................................................................. 95 Data Collection .................................................................................................................................. 97 Design of a Questionnaire ............................................................................................................. 97 Operationalising the Variables .......................................................................................................... 98 Developing Scales .......................................................................................................................... 99 Conclusion ............................................................................................................................................. 99 Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    Editorial 4 Editorial The current issue of Abu Dhabi Police GHQ. It is a doctoral research the International topic of Ph.D. Scholar Al Abdulla Rashed Darmaki Journal of Sales, Retail from the Leeds Becket University who presents and Marketing is once his research in this special issue. more dedicated to the Thank you for taking interest in special issue relating to publishing and reading The International Journal the Systematic analysis of Sales, Retailing and Marketing. We hope it will of strategic planning be a valuable help in your professional and key success factors and academic advancement. its required personal skills on a case study of the Editor, Professor Mirko Palić, Ph.D. Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    A systematic analysis of strategic planning key success factors and its required professional skills – Case study of Abu Dhabi Police GHQ 5 A SYSTEMATIC ANALYSIS OF STRATEGIC PLANNING KEY SUCCESS FACTORS AND ITS REQUIRED PROFESSIONAL SKILLS - CASE STUDY OF ABU DHABI POLICE GHQ Abdulla Rashed Al Darmaki Abstract The main aim of the study is to improve the understanding of key success factors related to the strategic planning implementation and the professional skills required and analyze the impact of professional skills on improving the performance of Abu Dhabi Police GHQ, UAE in strategic planning practices. This chapter is organised into 5 sections such as the background; problem statement; aims and objectives of the study; along with the research questions that is relevant to the title of the study, and finally, the significance and the contribution of the current study as well as the gaps in the previous research. It is noteworthy to point that this chapter will introduce the overall thesis and the main study aspects of the current research. Key words: Strategic planning; Key success factor; Abu Dhabi Police; Professional skills. Paper Category: Introduction & background of study Background of Study The UAE’s development in the Gulf region is not Over the past two decades, the economic attributed to oil and gas reserves alone, but to conditions of the UAE have changed and the open and forward-thinking government, and country has seen a tremendous growth and willingness to experiment with innovative transformation from a sleepy desert to the management practices and development models commanding, awe-inspiring futuristic regional resulting in an effective diversification of its hub of business and culture that we know today. economy. With the influx of multinational This huge transformation was possible due to companies, there is a growing competition strategic planning and implementation of the between domestic and foreign companies in a strategies in addition to the huge amount of relatively small UAE market. Such instance has investment (Publications, 2009: 32). Since its made companies intensely productivity formation in 1971, the UAE has enjoyed political conscious, states Siddique (2004). Another stability and economic growth. In 2010, the reason why diversification is the need of the UAE’s economic growth was approximately 3.2 hour in UAE as well as other Gulf countries is %, with an inflation rate of 1.56 % in 2009. UAE’s finite oil resources. Moreover, the demand for oil and gas reserves were reported to be oil has fluctuated over the years causing approximately 10% and 4%, respectively, and fluctuations in oil prices as well. Therefore, low they are estimated to last for more than 122 revenues from oil have made diversification a years, states Rushdi and Kamal (2011). political priority. Due to too much of reliance on oil revenues, it was necessary to create political Abdulla Rashed Al Darmaki is a Ph.D. Scholar at strategies for economic diversification (Hvidt, Leeds Beckett University, City Campus, Leeds, LS1 2013: 5). However, organisations today are 3HE, United Kingdom. Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015    A systematic analysis of strategic planning key success factors and its required professional skills – Case study of Abu Dhabi Police GHQ 6 facing the challenge. More often than not, the performed deliberatively, strategic planning can organisations whether they are public sector or achieve three primary objectives, says Mazdeha private sector fail to translate their mission into et al., (2011: 158). First, organisational goals goals that are achievable and they remain concerning what an organisation wants to superficial in their translation, and thus, the achieve can be clearly defined during the goals which are not set properly are never planning process; second, a well-developed plan achieved. Therefore, it is important to plan the usually entails the formation of a detailed strategies and translate the grand vision into process for achieving important goals; and third, short term and long term objectives. Moreover, a fixture of many publicly administered every now and then, the leadership fails to organisations including those affiliated with law recognise the importance of having a simple, enforcement agencies such as police department clear, concise strategy statement that everyone (Abadžić et al., 2012). Not surprisingly, law can internalise and use as a reference for making enforcement agencies across the different difficult decisions. In public sector, organisations nations claim that they have adopted a variety of with regulatory environment, strategy statement strategic planning processes. is all the more important to achieve a unified In the police service, strategy implementation is and aligned sense of purpose, direction, and more important because failure to carry out accomplishment along with a platform for strategy can cause lost opportunities and discussion, debate, and decision making. Thus, it reluctance among police officers for strategic is important for leaders in public sector planning. Lack of implementation also creates organisations to have a clear understanding of problems in maintaining priorities and reaching the operating environment, defining goals and organisational goals. Yet, strategy objectives, knowing the high-priority tasks, implementation suffers from a general lack of assessing priorities and key challenges, and academic attention (Gottschalk & Gudmundsen, identifying metrics and action plans for future 2008). In order to be successful in (Greg Pulaski, 2013). implementation, the focus should be on the core skills because they link the strategic thinking Problem Statement with the execution of the strategy. When it comes to UAE and Abu Dhabi, the jobs created in Strategy involves planning for the future taking service sectors demand significant knowledge into consideration the pattern from the past. content and this underscores the need for high Strategic planning enables an organisation to level of education which is most important to match its internal resources and competencies inculcate the core skills (Hvidt, 2013). When it or skills with the opportunities and risks created comes to the core skills of the police by its external environment. Strategy is the long- department, it is important to understand the term direction of an organisation within a types of professional skills needed by the officers changing environment. The extent to which to perform their job well and meet the changing decision-makers look into the future and change demands of the citizens. their plans is represented by strategic planning and formulation. However, the most important Professional Skills Evaluation and Strategic step is the strategy execution task, which is the Planning most complicated and time-consuming part of Most of the organisations do not evaluate the strategic management. Strategy execution or skills of their employees and thus fail to take any implementation is hands-on operation and calls action to improve any deficiencies in the skills as for executive leadership and key managerial well as the job behaviour. Thus, it is important to skills (Gottschalk & Gudmundsen, 2008). Almost regularly conduct job evaluation in order to have all the successful organisations use strategic a better knowledge about employees’ strengths planning as a tool to achieve success, states and limitations. Regular job analysis can help Mansor and Tayib (2012: 20). It is difficult to organisations in creating a proper infrastructure imagine an organisation that can thrive or even by defining the tasks to be performed as well as survive without carefully creating and then the timelines for performing them. This gives an implementing a long-term plan. When idea to employees about their own contribution Copyright ©2015 by International Journal of Sales, Retailing and Marketing Vol. 4 No. 7 2015   