The first is the effectiveness of strategic planning and its impact on organizational performance. In other words, what is the value of strategic planning as a factor in organizational performance? The problem is indeterminacy in the efficacy of strategic planning in the context of organizational performance. This problem is also an opportunity: it can give managers a means of enhancing that performance. Knowing what works serves as a tool to maximizing that tool. In the literature, strategic management, of which strategic planning is a part, “consists of formulation, implementation and assessment steps,” all of which must succeed for ultimate success (Pella, Sumarwan, Daryanto, & Kirbrandoko, 2013, p. 184). Knowing what factors contribute to performance can help counter those which result in failures (Pella et al., 2013).
The second topic is critical success factors of customer relationships management. Much like the previous topic, this topic’s problem is also its opportunity: not knowing the factors which contribute to successful of customer relationships management means that managers cannot capitalize on those factors, but identifying them allows managers to capitalize on them. One factor that has been identified is innovation, a concept which has a lot of potential (Toma, Mihoreanu, & Ionescu, 2014). But only knowing one factor does not offer many opportunities, so identifying more factors offers more potential.
The third topic is change management within the charter school sector. In other words, how does change management (CM) perform or function (or is it even present) in the charter school sector? The problem is that there is a dearth of information with regard to CM in the charter school sector. However, this topic would afford the researcher the opportunity to study CM in a particular and contribute to the literature. There are a lot of questions about the sector in terms of management and goal which demand study (Wrigley, 2013).
- Pella, M. D. A., Sumarwan, U., Daryanto, A., & Kirbrandoko. (2013). Factors affecting poor strategy implementation. Gadjah Mada International Journal of Business, 15(2), 183-204.
- Toma, M., Mihoreanu, L., & Ionescu, A. (2014). Innovation capability and customer relationship
management: a review. Economics, Management, and Financial Markets, (4), 323-331. - Wrigley, T. (2013). Rethinking school effectiveness and improvement: A question of paradigms.
Discourse: Studies in the Cultural Politics of Education, 34(1), 31-47.
