Having a fruitful relationship with all levels of management can increase the likelihood of better opportunities within and outside the organization. In some environments, it is known that participation in strategic planning creates better overall conditions for all partners, better conditions for retention, and above all, loyalty to talent. The very acceptance of contributions to this desideratum entails knowledge sharing and knowledge management. Our study examines how the relationship between management levels can disrupt strategic planning, particularly in contexts of resistance to change, situations that can affect talent retention and loyalty. Gathering the essential data to enhance the recommendations and contributions, the organization’s overall robustness takes shape through a combination of participant and nonparticipant observation, alongside interviews and questionnaires administered within the company. Initially, a qualitative approach was employed, involving interviews with a cohort of n = 14 top management executives. Subsequently, a qualitative method was employed, involving questionnaires distributed to a group of n = 204 individuals encompassing middle and lower management levels. Our conclusions, therefore, reflect the continuation of a research study. This paper contributes to the literature of work pursued by exploring how social actors and different stakeholders can make a difference in participating in strategic planning and how they can overcome, in counterpoint, the limitations of possibly not being able to participate in such strategic planning. Our contribution will also result in a critical understanding of the need for talent retention and loyalty, highlighting how retention efforts, especially the small nudges that are absolutely significant in terms of employee participation and even emotional pay purposes, are differentiators and can overcome, very concretely, resistance to change.

Purpose: This article offers a perspective on the evolution of strategic planning and strategic planning's implementation, particularly within the context of family business. This paper is structured into three sections: Introduction, literature review (LR), conclusion and practical and theoretical implications. The LR critically examines traditional planning tools and highlights the need for adopting new digital concepts to enhance effectiveness and resource management in family business.Design/methodology/approach: The author employed a LR to synthesize all the information and to identify the authors/articles related to the object of study.Findings: The use of technology to overcome strategic planning pitfalls and leverage emerging technologies while making data-driven decisions is a key factor for family businesses to stay ahead of the curve and achieve sustainable growth.Originality/value: This study explores the historical development of strategic planning tools and discusses the transformative impact of technology on the traditional landscape, with a specific focus on strategic planning's reflection in family businesses.

Organizations are continuously pushed to be more competitive, with a broader strategic planning framework that deals with sustainable dilemmas and creates new demands for inclusion. This study aims to investigate the relationship between environmental responsibility and workforce retention, as well as the role of environmental responsibility in strategic planning. The findings of this research will contribute to a greater understanding of how social responsibility can improve employee retention and lead to a more efficient and effective outcome. Using a quantitative method, we surveyed n = 311 respondents and conducted a bibliometric analysis using the Web of Science and ScienceDirect databases to gather relevant information on the topic. The findings of this study will provide insights into how social responsibility can improve employee retention and enhance organizational efficiency and effectiveness. The results address the value of implementing environmental guidelines in strategic planning, the contribution of top management, and pro-environmental policies with the intention to apply them, and encourage the sharing of knowledge and best practices.

Although strategic planning relevance has its ups and downs, it has shown that it can always be a reference point to guide managers and management. This paper aims to clarify if the strategic planning pitfalls identified in the mid-90s still apply to today's reality. Also, to validate strategic planning's importance in society 5.0 while exploring its barriers from a dynamic capability’s perspective. A bibliometric analysis focused on strategic planning pitfalls and the use of indexed journals/citations to validate the study relevance. To achieve this purpose, this study performs a systematic literature review and content analysis of 68 articles from 37 journals. The main results of strategic planning research revealed: (1) The relevance of strategic planning in society 5.0, (2) the appliance of dynamic capabilities creating a defensive business model, and (3) the two essential dimensions which can impact most strategic planning, and (4) the new pitfalls in today’s context. Guided by dynamic capabilities theory, this paper seeks to promote insights related to the importance of strategic planning, adds value to the body of knowledge, and identifies contingency considerations that help explain the results on the relationship between strategic planning and the present context. Received: 1 July 2022 / Accepted: 29 August 2022 / Published: 2 September 2022

The purpose of this study is to determine how leaders are overcoming remote work and team management challenges while navigating the pandemic context that we are now facing. The relevance of this research is based on the approach to leadership theory, articulating them with the remote work and teams management theories. To formulate the research problem, we considered two analytical dimensions, remote leadership and the competencies anchored, which help to understand how nowadays leaders adapt to remote-work throughout the Covid-19 pandemic. A qualitative method was applied, and interviews by questionnaire were conducted to obtain 40 responses. As teams suddenly were pushed into remote work settings, valuable opportunities have arisen to learn more about: (1) which are the most used and intuitive digital tools, (2) which are the main challenges faced by leaders, (3) what their teams expect from them when facing a crisis. The results show that remote leadership is crucial while moving forward to Society 5.0 as technology becomes more and more present in our lives (Fukuda, 2020), the existence of three dimensions that need work while promoting work-life balance, and developing the right soft skills to help teams. The main goal of this study is centered on the research of relevant leadership competencies, practices, and techniques that can contribute to overcoming the challenges that may arise in remote team settings and contribute to the body of knowledge on the subject of Covid-19. The findings point out the belief or disbelieve of remote work efficacy, the new role of managers and the continuous use of technology for the development of their daily work, and the renovation of skills to have better performance.

Background: Managers worldwide are dealing with an organisational paradigm never seen before due to the coronavirus pandemic, which motivated them to seek more solutions for their business operations continuity. Considering this scenario, one of the solutions was to transform analogue processes into digital to reduce the pressure organisations are going through and surpass a pandemic stage with a beginning that does not have an end in sight. These constraints have led stakeholders to rethink operations continuity processes, the physical distance and emotional distress in their workers, and the look for technology that meets the organisation's needs. Aims: Throughout this article, we aim to investigate how the pandemic crisis-affected digital transformation in organisations on three main pillars: Technology, processes, and human capital. Methods: As a methodology, we proceeded with systemic literature review principles with an approach to bibliometric analysis to study how the pandemic crisis has affected digital transformation in organisations. Implications: Our study contributes to the body of knowledge about the pandemic effects of digital transformation in organisations and practices by giving companies insights on how to surpass digitalisation obstacles and keep prospering both during and after the crisis. Results: Abandoning old strategies and rebuilding the organisation, the remote work inclusion, and managers leaving old strategies.