He holds a Doctorate in Management from Universidade Europeia (European University), Portugal.
Master’s in Management & Strategy (Gestão e Estratégia Empresarial) at Universidade Europeia.
Undergraduate degree is in Business Management (Gestão de Empresas) from Universidade Aberta
RESEARCH, TEACHING, or OTHER INTERESTS
Social Sciences, Business, Management and Accounting
8
Scopus Publications
168
Scholar Citations
5
Scholar h-index
4
Scholar i10-index
Scopus Publications
AI Integration and Strategic Planning: Fostering Inclusivity and Strategic Evolution in the Workplace Daniel Mandel Gandrita, David Pascoal Rosado, Ana Gandrita Thunderbird International Business Review, 2026 This research explores the symbiotic relationship between effective strategic planning (SP), management relationships (MR), and the integration of artificial intelligence (AI). We collected data from n = 360 participants using a structural equation modeling approach in a quantitative research methodology. Additionally, we conducted a bibliometric analysis focused on AI and the strategic planning process to collect data for our literature review. The resulting framework highlights the evolution and adoption of AI for strategic planning, facilitating the connection between new strategies, particularly in contexts of resistance to change. Our study explores potential disruptions affecting talent retention and loyalty. Findings show that effective integration of AI, supported by strong management practices, reduces employee turnover risks and enhances employee commitment. Employees who actively contribute and believe in this technology tend to embrace a culture of innovation more readily. Moreover, they become more resilient, playing a crucial role in supporting strategic planning efforts, thereby providing benefits for navigating crises and uncovering sustainable strategies. Lastly, theoretical findings suggest that future studies on strategic areas, such as sustainability, HR, performance, and innovation reveal the need to develop a diverse and collaborative workplace culture.
Remote Work and Employee Attitudes: The Role of Reward Allocation in European SMEs Daniel Mandel Gandrita, Ana Gandrita, David Pascoal Rosado Administrative Sciences, 2025 Digital transformation and remote work continue to reshape the nature of work, yet the implications for salaries and promotions in SMEs continue to be poorly understood. This study investigates how reward allocation mediates the relationship between remote work and employee attitudes, addressing the organizational challenges of aligning human resource practices with digitalization work models in the European context based on the social exchange theory and data collected from n = 615 participants, primarily from SMEs, which were analyzed using PLS-SEM software and WarpPLS 7.0. The findings reveal that remote work not only strengthens workers’ engagement and satisfaction but also channels their efforts toward achieving outcomes and reward allocation, reducing the reliance on physical presence and visibility. Digital transformation enables SMEs to adopt more flexible and fairer HR practices, with remote work also contributing to organizational resilience, employee agility, and competitiveness. This research advances the theoretical understanding of HRM in the context of digital transformation, offering SMEs a guide to building a suitable reward system that promotes both individual well-being and sustainability.
Challenges and strategies of gamification in family businesses: the moderating effects of supervision and engagement Daniel Mandel Gandrita, Ana Gandrita, David Pascoal Rosado European Business Review, 2025 Purpose This paper aims to unravel how family businesses can harness the power of gamification and to illuminate the hurdles that obstruct this path to success. The research identifies these challenges providing valuable insights into the application of gamification in family businesses and the role of supervision and engagement as moderator variables in this relationship. Design/methodology/approach Using a structural modeling approach in a qualitative research methodology, the authors collected responses from n = 200 participants. The results were analyzed using Spearman’s test and multiple linear regression. Findings The research findings reveal that family businesses need to carefully redefine costs when introducing gamification, considering both fixed and variable expenses. The moderating effects of supervision are crucial for user evolution and the correlation, while user engagement influences user and useability experience. Additionally, a positive attitude enhances engagement. Finally, the five key challenges lead to difficulties when implementing gamification strategies. Practical implications This research provides valuable insights for the literature on gamification and family business and offers practical guidance for family business owners seeking to introduce a tailored value proposition adapted to their unique organizational needs and challenges. Originality/value A novel approach is proposed which, through the integration of gamification strategies with family business dynamics, explores the unique challenges and opportunities that arise within this context. By focusing specifically on family businesses, this study highlights how generational differences, ownership structures and cultural resistance can impact the successful implementation of gamification.
Technology and family business: from conceptualization to implementation in strategic planning – a perspective article Daniel Mandel Gandrita Journal of Family Business Management, 2024 PurposeThis 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/approachThe author employed a LR to synthesize all the information and to identify the authors/articles related to the object of study.FindingsThe 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/valueThis 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.
Bridging Hierarchy Levels For Strategic Planning: A Top-Management Perspective New Research on Leadership Styles and Performance, 2024
Improving Strategic Planning: The Crucial Role of Enhancing Relationships between Management Levels Daniel Mandel Gandrita Administrative Sciences, 2023 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.
SCENARIO PLANNING FOR A POST-PANDEMIC ERA IN SMALL BUSINESSES: A DYNAMIC CAPABILITY PERSPECTIVE Daniel Grandita, Ana Grandita, Diana Costa E3 Journal of Economics Business and Entrepreneurship in the Community of Portuguese Speaking Countries, 2023 The COVID-19 crisis has fundamentally transformed the way we live our lives and how organizations work. The business sector needed to understand what is the better approach to continue their activity, this leads to formulating and forecasting different scenarios associated with the impact of the pandemic on its suppliers, customers, and employees. This paper aims to investigate possible scenarios in small businesses in a post- pandemic era and how small businesses are preparing for the return of their activity maintenance. In addition, a theoretical contribution throughout dynamic capabilities perspective. An exploratory study with in-depth inquiries based on a quantitative methodology with small business owners as a sample identifying possible scenarios and what is the future direction of small businesses. Also, a bibliometric analysis was applied and focused on scenario planning, strategy, post-pandemic, and dynamic capabilities. Indexed journals were used to validate the study and VOSviewer software to perform a keyword analysis on co-occurrence and counting. A scenario planning framework for small businesses gives an understanding of what could be the possible outlines for the organization and acquire a better comprehension of what strategies can be used as a supplement to surpass the recent crisis. For last, the conceptualization of the theme relates to dynamic capabilities, scenarios, and the behaviour of small businesses.
Environmental Sustainability for Strategic Planning Effectiveness and Organizational Improvement Daniel Mandel Gandrita, Ana Gandrita, David Pascoal Rosado, Manuel do Carmo Sustainability Switzerland, 2023 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.
RECENT SCHOLAR PUBLICATIONS
Innovation constraints in AI regulation: perceptions of financial sector professionals and strategic reorientation DM Gandrita, DP Rosado, A Gandrita Journal of Financial Reporting and Accounting, 1-22 , 2026 2026
AI integration and strategic planning: Fostering inclusivity and strategic evolution in the workplace DM Gandrita, DP Rosado, A Gandrita Thunderbird International Business Review 68 (2), 251-265 , 2026 2026 Citations: 3
Remote Work and Employee Attitudes: The Role of Reward Allocation in European SMEs DM Gandrita, A Gandrita, DP Rosado Administrative Sciences 15 (12), 467 , 2025 2025 Citations: 2
Challenges and strategies of gamification in family businesses: the moderating effects of supervision and engagement DM Gandrita, A Gandrita, DP Rosado European Business Review 37 (3), 397-416 , 2025 2025 Citations: 4
Bridging Hierarchy Levels For Strategic Planning: A Top-Management Perspective DM Gandrita New Research on Leadership Styles and Performance, 67–87 , 2024 2024
Technology and family business: from conceptualization to implementation in strategic planning–a perspective article DM Gandrita Journal of Family Business Management 14 (2), 332-336 , 2024 2024 Citations: 12
Improving strategic planning: The crucial role of enhancing relationships between management levels DM Gandrita Administrative Sciences 13 (10), 211 , 2023 2023 Citations: 90
Scenario Planning for a Post-Pandemic ERA in Small Businesses: A Dynamic Capability Perspective DM Gandrita, A Gandrita, D Costa e3—Revista de Economia, Empresas e Empreendedores na CPLP 9 (1), 07-22 , 2023 2023
Environmental sustainability for strategic planning effectiveness and organizational improvement DM Gandrita, A Gandrita, DP Rosado, M Carmo Sustainability 15 (8), 6774 , 2023 2023 Citations: 18
Improving Strategic Planning: The Crucial Role of Enhancing Relation-ships between Management Levels. Administrative Sciences 13, 211 DM Gandrita doi. org/10.3390/https://www. mdpi. com/2076-3387/13/10/211 , 2023 2023 Citations: 3
Digitalization through pandemic crisis: Effects on technology, processes & human capital A Gandrita, B Bastos, DM Gandrita, D Costa Journal of Management and Business: Research and Practice 14 (2) , 2022 2022 Citations: 4
Overcoming remote leadership challenges: Lessons learned from Covid-19 D Gandrita, A Gandrita, DP Rosado Journal of Business and Management studies 4 (4), 170-183 , 2022 2022 Citations: 25
Strategic planning pitfalls in society 5.0: a systematic literature review DM Gandrita, DP Rosado Mediterr. J. Soc. Sci 13, 93 , 2022 2022 Citations: 7
Strategic Planning Constraints within a Fast Pace Changing Organizational Context DRP Mandel 2020
MOST CITED SCHOLAR PUBLICATIONS
Improving strategic planning: The crucial role of enhancing relationships between management levels DM Gandrita Administrative Sciences 13 (10), 211 , 2023 2023 Citations: 90
Overcoming remote leadership challenges: Lessons learned from Covid-19 D Gandrita, A Gandrita, DP Rosado Journal of Business and Management studies 4 (4), 170-183 , 2022 2022 Citations: 25
Environmental sustainability for strategic planning effectiveness and organizational improvement DM Gandrita, A Gandrita, DP Rosado, M Carmo Sustainability 15 (8), 6774 , 2023 2023 Citations: 18
Technology and family business: from conceptualization to implementation in strategic planning–a perspective article DM Gandrita Journal of Family Business Management 14 (2), 332-336 , 2024 2024 Citations: 12
Strategic planning pitfalls in society 5.0: a systematic literature review DM Gandrita, DP Rosado Mediterr. J. Soc. Sci 13, 93 , 2022 2022 Citations: 7
Challenges and strategies of gamification in family businesses: the moderating effects of supervision and engagement DM Gandrita, A Gandrita, DP Rosado European Business Review 37 (3), 397-416 , 2025 2025 Citations: 4
Digitalization through pandemic crisis: Effects on technology, processes & human capital A Gandrita, B Bastos, DM Gandrita, D Costa Journal of Management and Business: Research and Practice 14 (2) , 2022 2022 Citations: 4
AI integration and strategic planning: Fostering inclusivity and strategic evolution in the workplace DM Gandrita, DP Rosado, A Gandrita Thunderbird International Business Review 68 (2), 251-265 , 2026 2026 Citations: 3
Improving Strategic Planning: The Crucial Role of Enhancing Relation-ships between Management Levels. Administrative Sciences 13, 211 DM Gandrita doi. org/10.3390/https://www. mdpi. com/2076-3387/13/10/211 , 2023 2023 Citations: 3
Remote Work and Employee Attitudes: The Role of Reward Allocation in European SMEs DM Gandrita, A Gandrita, DP Rosado Administrative Sciences 15 (12), 467 , 2025 2025 Citations: 2
Innovation constraints in AI regulation: perceptions of financial sector professionals and strategic reorientation DM Gandrita, DP Rosado, A Gandrita Journal of Financial Reporting and Accounting, 1-22 , 2026 2026
Bridging Hierarchy Levels For Strategic Planning: A Top-Management Perspective DM Gandrita New Research on Leadership Styles and Performance, 67–87 , 2024 2024
Scenario Planning for a Post-Pandemic ERA in Small Businesses: A Dynamic Capability Perspective DM Gandrita, A Gandrita, D Costa e3—Revista de Economia, Empresas e Empreendedores na CPLP 9 (1), 07-22 , 2023 2023
Strategic Planning Constraints within a Fast Pace Changing Organizational Context DRP Mandel 2020
