Walker, Andrews, Boyne, Meier, and O’Toole (2010), for example, argued that strategic management is

composed of two central constructs—namely, the strategy process (i.e., strategy formulation), which
requires formulating actual strategies, objectives and subsequent actions (e.g., in a strategic plan), and
the results of these processes (i.e., strategy content or stance), which determine how an organization
adapts to new circumstances (e.g., continually prospecting for environmental opportunities, focusing
more on internal processes or simply awaiting directions from governing bodies).

Bryson (2010) conceptualizes strategic management as a process that integrates strategic planning and
strategy implementation (also consisting of strategy evaluation) on an ongoing basis in order to achieve
the organization’s mission and mandates and, subsequently, generate public value

Stoney (2001) indicates that strategic planning is a key element of strategic management as it involves
determining long-term goals and objectives of existential importance to the organization and constantly
adapting the organization to its changing environment

Strategic management, especially when done well, is important for a business' long-term
success. 

environmental determinants such as the diversity and size of the customer base or technological
volatility can be expected to impact the adoption, characteristics and outcomes of public strategic-
management processes (Poister, Pitts, and Edwards 2010; Roberts and Wargo 1994; Walker and Boyne
2006).

Strategic management focus on taking full advantage of employees’ skills and abilities in the
organisation (Emile Chidiac, 2018)

In the last several decades, the economy, internal and external environment of organizations, the
competition, the demography of people, technologies, and among others have changed tremendously
(Hansen and Ferlie, 2016). Organization's leaders are already looking for solutions to these new,
upcoming strategic changes. Joyce (2004) theorized that budgetary systems must be responsive to
strategic changes to gain benefits from strategic planning and management in the public sector.

Joyce (2004) defined strategic leadership as a key element in effective strategic management. He also
emphasized that leaders' focal point is a strategic track and construct a program for strategic change
and retain the organization continuing toward its strategic vision

Organizations can practice strategic management and train leaders to become strategic leaders. Finally,
they must put strategic leaders into action. According to Nutt and Backoff (1993; 320), the strategic
leaders’ goal is to transform the organization by involving all of the shareholders in the process.

Team members have specific and unique roles, where the performance of
each role contributes to collective success (S. J. Zaccaro, A. L. Rittman and M. A. Marks,
Leadership Quarterly)

Team management encompasses the process which aids in the smooth running of organizations and
can boost the success rate in any organization (C.M.Beckman, P. Merage and M.D. Burton. Bringing
Organizational Demography Back In: Time, Change, and Structure in Top Management Team Research.
(2010))

The goal of and strategic planning ensure that the different departments within an overarching
organization can operate together efficiently and ensure that the goals of the different departments
and employees align to a common objective (Nadikattu, Rahul Reddy, Effective Innovation Management
in Strategic Planning (May 14, 2020).)

Aldehayyat and Twaissi (2011) who contend that strategic management to be the primary factor behind
organizational success

80% strategic leaders think that strategic planning plays an important role in developing