LONG RANGE PLANNING

Scope & Guideline

Shaping the future through cutting-edge discourse.

Introduction

Immerse yourself in the scholarly insights of LONG RANGE PLANNING with our comprehensive guidelines detailing its aims and scope. This page is your resource for understanding the journal's thematic priorities. Stay abreast of trending topics currently drawing significant attention and explore declining topics for a full picture of evolving interests. Our selection of highly cited topics and recent high-impact papers is curated within these guidelines to enhance your research impact.
LanguageEnglish
ISSN0024-6301
PublisherELSEVIER SCI LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1968 to 2024
AbbreviationLONG RANGE PLANN / Long Range Plan.
Frequency6 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address125 London Wall, London EC2Y 5AS, ENGLAND

Aims and Scopes

LONG RANGE PLANNING focuses on strategic management and planning practices, emphasizing the intersection of theory and practice in addressing complex organizational challenges. The journal aims to provide insights into strategic decision-making processes, governance structures, and the implications of digital transformation in various contexts.
  1. Strategic Decision-Making:
    The journal explores how organizations make strategic decisions, including factors influencing these processes such as cognitive biases, group dynamics, and external pressures.
  2. Digital Transformation and Innovation:
    A core focus on how firms adapt to digital disruptions, leveraging technology for innovation and strategic renewal, while navigating the complexities of digital ecosystems.
  3. Corporate Governance and Leadership:
    Research on the roles and impacts of leadership structures, board dynamics, and governance mechanisms in shaping firm strategies and performance.
  4. International Business and Global Strategy:
    Investigations into how firms operate across borders, including the effects of cultural, institutional, and market factors on internationalization strategies.
  5. Sustainability and Corporate Social Responsibility:
    The journal emphasizes the integration of sustainability into strategic planning, exploring how firms can align their objectives with social and environmental responsibilities.
  6. Mergers and Acquisitions:
    A significant area of interest, analyzing the strategic implications, integration processes, and performance outcomes of mergers and acquisitions.
Recent publications in LONG RANGE PLANNING indicate a significant shift towards emerging themes that reflect contemporary challenges and innovations in strategic management. These trends illustrate the journal's responsiveness to current research needs and the evolving landscape of business strategy.
  1. Agility and Strategic Adaptation:
    There is an increasing emphasis on how organizations can develop agility in their strategic processes, allowing them to respond swiftly to market changes and disruptions.
  2. Digital Ecosystems and Platform Strategies:
    Research on digital platforms and their role in shaping business strategies is on the rise, highlighting the importance of technology in modern organizational frameworks.
  3. Sustainability and Responsible Leadership:
    Emerging themes focus on sustainability as a critical component of strategic planning, with an emphasis on responsible leadership and corporate social responsibility.
  4. Cross-Industry Collaboration and Innovation:
    There is a growing interest in how firms engage in cross-industry collaborations to foster innovation and competitive advantage, reflecting a shift towards collective approaches in strategy.
  5. Data-Driven Decision Making:
    The integration of big data and analytics into strategic decision-making processes is increasingly prevalent, showcasing the importance of data in guiding strategic choices.

Declining or Waning

While LONG RANGE PLANNING has consistently covered a wide array of strategic management topics, certain themes appear to be declining in prominence over recent years. This shift reflects changing priorities in research focus and the evolving nature of strategic challenges faced by organizations.
  1. Traditional Strategic Planning Models:
    There is a noticeable decrease in research focused on conventional strategic planning frameworks, as organizations increasingly adopt more dynamic and flexible approaches to strategy.
  2. Family Business Dynamics:
    Themes specifically surrounding family business management and governance appear to be waning, possibly overshadowed by broader discussions on corporate governance and innovation.
  3. Static Competitive Analysis:
    Research that emphasizes static models of competitive analysis is becoming less common, with a shift towards more dynamic and adaptive strategies in response to rapid market changes.

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