achieving strategic stability: Topics by WorldWideScience.org

Sample records for achieving strategic stability

The role of opacity and transparency in achieving strategic stability in South Asia.

Energy Technology Data Exchange (ETDEWEB)

Rajain, Arpit (New Delhi, India); Ashraf, Tariq Mahmud (Islamabad, Pakistan)

2005-08-01

According to international relations theory, deterrence can be used as a tool to achieve stability between potentially hostile nations. India and Pakistan's long history of periodic crises raises the question of how they can achieve deterrence stability. 'Transparency' describes the flow of information between parties and plays a key role in establishing a deterrence relationship. This paper studies the balance needed between opacity and transparency in nuclear topics for the maintenance of deterrence stability between India and Pakistan. States with nuclear weapons are postulated to implement transparency in four categories: potential, capability, intent, and resolve. The study applies these categories to the nuclear components of the ongoing India-Pakistan Composite Dialogue Working Group for Peace and Security including CBMs. To focus our efforts, we defined four scenarios to characterize representative strategic/military/political conditions. The scenarios are combinations of these two sets of opposite poles: competition - cooperation; extremism - moderation (to be understood primarily in a religious/nationalistic sense). We describe each scenario in terms of select focal areas (nuclear doctrine, nuclear command and control, nuclear stockpile, nuclear delivery/defensive systems, and conventional force posture). The scenarios help frame the realm of possibilities, and have been described in terms of expected conditions for the focal areas. We then use the conditions in each scenario to prescribe a range of information-sharing actions that the two countries could take to increase stability. We also highlight the information that should not be shared. These actions can be political (e.g., declarations), procedural (e.g., advance notice of certain military activities), or technologically based (e.g., seismic monitoring of the nuclear test moratorium).
Strengthening Strategic Stability with Russia

Science.gov (United States)

2017-01-01

political stabil - ity. From the current Russian perspective, both of these compo- nents were thrown out of balance in the 1990s, creating instability ...part of the United States in the early 2000s, stra- tegic stability was replaced with instability and military- political defeats for Russia.27...overall strategic balance of the world political system.8 (As discussed later, the official Russian definition of strategic stability is broadening in
Strategic delegation improves cartel stability

NARCIS (Netherlands)

Han, M.A.

2010-01-01

Fershtman and Judd (1987) and Sklivas (1987) show how strategic delegation in the one-shot Cournot game reduces firm profits. However, with infinitely repeated interaction, strategic delegation allows for an improvement in cartel stability compared to the infinitely repeated standard Cournot game,
Sino-U.S. Strategic Mutual Trust

Institute of Scientific and Technical Information of China (English)

Yuan Peng; Zhang Yimeng

2008-01-01

Relations between China and the U.S. have been relatively stable for nearly seven years, for the first time since the end of the Cold War. Strategic mutual trust, however, is not enough and there is a long way to go before both countries can achieve a permanent strategic stability. Four problems have prevented stability in bilateral relations, namely structural, internal, accidental, and cognitive issues. The goal of building strategic mutual trust still remains distant, and developing a good understanding between each other is the thorniest problem for both countries. Better mutual understanding can lead to an expansion of bilateral relations. China and the U.S. need to increase mutual trust and work towards achieving strategic stability.
Strategic planning as a tool for achieving alignment in academic health centers.

Science.gov (United States)

Higginbotham, Eve J; Church, Kathryn C

2012-01-01

After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare.
Strategic Planning as a Tool for Achieving Alignment in Academic Health Centers

Science.gov (United States)

Higginbotham, Eve J.; Church, Kathryn C.

2012-01-01

After the passage of the Patient Protection and Affordable Care Act in March 2010, there is an urgent need for medical schools, teaching hospitals, and practice plans to work together seamlessly across a common mission. Although there is agreement that there should be greater coordination of initiatives and resources, there is little guidance in the literature to address the method to achieve the necessary transformation. Traditional approaches to strategic planning often engage a few leaders and produce a set of immeasurable initiatives. A nontraditional approach, consisting of a Whole-Scale (Dannemiller Tyson Associates, Ann Arbor, MI) engagement, appreciative inquiry, and a balanced scorecard can, more rapidly transform an academic health center. Using this nontraditional approach to strategic planning, increased organizational awareness was achieved in a single academic health center. Strategic planning can be an effective tool to achieve alignment, enhance accountability, and a first step in meeting the demands of the new landscape of healthcare. PMID:23303997
Strategic stability in the Cold War. Lessons for continuing challenges

International Nuclear Information System (INIS)

Yost, D.S.

2011-01-01

Extending from roughly the end of the Second World War to the collapse of the Soviet empire in 1989-1991, the Cold War period witnessed - among other upheavals - significant conflicts in East Asia and the Middle East, the end of European colonial empires in Africa and Asia, and a remarkable competition between the United States and the Soviet Union across virtually every aspect of endeavor, from economic and cultural activities to military, nuclear, and space capabilities. In this era of great instability scores of new states gained their independence, some great powers lost stature and influence in comparative terms, and millions of people perished in civil and interstate wars and at the hands of repressive governments. Yet it was during this period that the phrase 'strategic stability' gained currency both as an objective and as an apt way of describing four dominant features of the period. First, the United States and the Soviet Union never went to war, although there were several occasions when some observers saw war as a genuine possibility, including the Berlin and Cuban crises, the 1973 Arab-Israeli war, and the 'war scare' of the early 1980's. Second, neither these powers nor any others detonated nuclear weapons to inflict damage on an enemy, though they relied on them for deterrence, alliance cohesion, and other purposes. Third, the configuration of political alignments in Europe and Northeast Asia was remarkably stable from the mid-1950's to the end of the Cold War in 1989-1991. Fourth, the proliferation of nuclear-weapon states was contained to a much lower level than feared by some observers in the 1950's and 1960's. This paper concentrates on the first of the four elements of strategic stability in the Cold War listed above - the fact that the two superpowers did not engage in a direct 'hot war' with each other. It raises the question, to what extent did U.S. analytical models concerning 'crisis stability', 'first-strike stability', and 'arms race
Strategic stability in the Cold War. Lessons for continuing challenges

Energy Technology Data Exchange (ETDEWEB)

Yost, D.S.

2011-10-26

Extending from roughly the end of the Second World War to the collapse of the Soviet empire in 1989-1991, the Cold War period witnessed - among other upheavals - significant conflicts in East Asia and the Middle East, the end of European colonial empires in Africa and Asia, and a remarkable competition between the United States and the Soviet Union across virtually every aspect of endeavor, from economic and cultural activities to military, nuclear, and space capabilities. In this era of great instability scores of new states gained their independence, some great powers lost stature and influence in comparative terms, and millions of people perished in civil and interstate wars and at the hands of repressive governments. Yet it was during this period that the phrase 'strategic stability' gained currency both as an objective and as an apt way of describing four dominant features of the period. First, the United States and the Soviet Union never went to war, although there were several occasions when some observers saw war as a genuine possibility, including the Berlin and Cuban crises, the 1973 Arab-Israeli war, and the 'war scare' of the early 1980's. Second, neither these powers nor any others detonated nuclear weapons to inflict damage on an enemy, though they relied on them for deterrence, alliance cohesion, and other purposes. Third, the configuration of political alignments in Europe and Northeast Asia was remarkably stable from the mid-1950's to the end of the Cold War in 1989-1991. Fourth, the proliferation of nuclear-weapon states was contained to a much lower level than feared by some observers in the 1950's and 1960's. This paper concentrates on the first of the four elements of strategic stability in the Cold War listed above - the fact that the two superpowers did not engage in a direct 'hot war' with each other. It raises the question, to what extent did U.S. analytical models concerning &apos
ENSURING STRATEGIC STABILITY OF INDUSTRIAL ENTERPRISES IN RUSSIA BASED ON PRODUCTION EFFICIENCY

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N. V. Lyasnikov

2010-01-01

Full Text Available World economic crisis conditions demand that strategic stability of real sector industry enterprises be provided for. Basic approaches to determination of economic essence of such concepts as stability and competitiveness are discussed. On the basis of the author’s approach, the above economic categories are treated as two equivalent concepts active for short time periods, the approach testifying that stability of an enterprise is the time-spread competitiveness.
Medical Diplomacy in Achieving U.S. Global Strategic Objectives

Science.gov (United States)

2014-01-01

Upshur, “Global Health Ethics for Students,” Develop- ing World Bioethics 9, no. 1 (April 2009), 1–10. 6 Stephen Bezruchka, “ Medical Tourism as Medical ...124 Features / Medical Diplomacy JFQ 74, 3rd Quarter 2014 Medical Diplomacy in Achieving U.S. Global Strategic Objectives By Aizen J. Marrogi and...health care through thousands of hospitals and other facilities and provides research and development for manufacturing pharmaceuticals, medical
THE BSC METHOD USED IN ACHIEVING ORGANISATIONAL STRATEGIC OBJECTIVES

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Marian SOCOLIUC

2015-04-01

Full Text Available The main objective of this paper is the examination of the concept of Balance Scorecard method and its possibilities in achieving process of the strategic objectives of the entity. The author has developed a Strategy map for an entity that transports goods by lorry. The Strategy map it is an important device used to communicate the strategy, focus organization efforts and implement the strategy developed by the management of the entity. The authors recommended, as well, the form of an internal report „Indicator’s sheet”, used for reporting the mode of achievement of each measure set out in the Strategy map.
Shaping Columbia’s Stability through Strategic Communication: Evaluating U.S. Effectiveness

Science.gov (United States)

2009-05-21

marketing principles to earning popular support in theaters of operations.62 The report suggests use of social marketing as a method for achieving these...113-114. The authors have adapted the 10 Step framework for military applicability from Philip Kotler , Ned Roberto, and Nancy Lee, Social Marketing ... Principles of Strategic Communication. U.S. Department of Defense, Principles of Strategic Communication, by Robert T. Hastings, Principal Deputy
Environment factors to achieve strategic objectives in companies

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Guga, L.

2010-12-01

Full Text Available Strategic management begins with an evaluation of the organization’s mission, goals, and strategy. This is followed by situation analysis (sometimes called SWOT analysis which examines opportunities and threats in the external environment as well as strengths and weaknesses within the organization. Situation analysis leads to the formulation of explicit strategic plans, which then must be implemented.This planning usually takes place in for-profit business organizations and pertains to competitive actions on the market. Although some companies hire strategic planning experts, the responsibility for strategic planning rests with line managers. Seniors executives of companies want middle and lower-level line managers to think strategically. Strategic thinking means to take the long-term view and to see the big picture, including the organization and the competitive environment and consider how they fit together. Understanding the strategy concept, the levels of strategy, and strategy formulations versus implementation is an important start towards strategic thinking.
SOARing Into Strategic Planning: Engaging Nurses to Achieve Significant Outcomes.

Science.gov (United States)

Wadsworth, Barbara; Felton, Fiona; Linus, Rita

2016-01-01

In 2013, a new system chief nursing officer engaged the nursing leaders and staff in an Appreciative Inquiry process utilizing strengths, opportunities, aspirations, and results (SOAR), and a Journey of Excellence to assess and understand the current environment. The ultimate goal was to engage all nurses in strategic planning and goal setting to connect their patient care to the system strategic initiatives. This work led to the creation of a nursing vision, a revised professional practice model and greater council alignment, resulting in significant positive change and ongoing advancement throughout the system. The shared decision-making structure was key to the process with a direct connection of each council's goals, leading to the successful achievement of 34 of the 36 goals in 2 years. This article outlines the process, tools, and staff engagement strategies used to achieve system-wide success. This methodology has improved the outcomes across the organization in both small and system-wide work groups. This work can easily be replicated and adapted to help disparate staffs brought together through mergers or acquisitions to become aligned as a new team. This process, model, and framework, provides structure and results in significant outcomes that recognizes and celebrates the work of individual entities while aligning future strategies and goals.
Achieving competitive advantage through strategic human resource management.

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Fottler, M D; Phillips, R L; Blair, J D; Duran, C A

1990-01-01

The framework presented here challenges health care executives to manage human resources strategically as an integral part of the strategic planning process. Health care executives should consciously formulate human resource strategies and practices that are linked to and reinforce the broader strategic posture of the organization. This article provides a framework for (1) determining and focusing on desired strategic outcomes, (2) identifying and implementing essential human resource management actions, and (3) maintaining or enhancing competitive advantage. The strategic approach to human resource management includes assessing the organization's environment and mission; formulating the organization's business strategy; assessing the human resources requirements based on the intended strategy; comparing the current inventory of human resources in terms of numbers, characteristics, and human resource management practices with respect to the strategic requirements of the organization and its services or product lines; formulating the human resource strategy based on the differences between the assessed requirements and the current inventory; and implementing the appropriate human resource practices to reinforce the strategy and attain competitive advantage.
Achieving universal health coverage goals in Thailand: the vital role of strategic purchasing.

Science.gov (United States)

Tangcharoensathien, Viroj; Limwattananon, Supon; Patcharanarumol, Walaiporn; Thammatacharee, Jadej; Jongudomsuk, Pongpisut; Sirilak, Supakit

2015-11-01

Strategic purchasing is one of the key policy instruments to achieve the universal health coverage (UHC) goals of improved and equitable access and financial risk protection. Given favourable outcomes of Universal Coverage Scheme (UCS), this study synthesized strategic purchasing experiences in the National Health Security Office (NHSO) responsible for the UCS in contributing to achieving UHC goals. The UCS applied the purchaser-provider split concept where NHSO, as a purchaser, is in a good position to enforce accountability by public and private providers to the UCS beneficiaries, through active purchasing. A comprehensive benefit package resulted in high level of financial risk protection as reflected by low incidence of catastrophic health spending and impoverished households. The NHSO contracted the District Health System (DHS) network, to provide outpatient, health promotion and disease prevention services to the whole district population, based on an annual age-adjusted capitation payment. In most cases, the DHS was the only provider in a district without competitors. Geographical monopoly hampered the NHSO to introduce a competitive contractual agreement, but a durable, mutually dependent relationship based on trust was gradually evolved, while accreditation is an important channel for quality improvement. Strategic purchasing services from DHS achieved a pro-poor utilization due to geographical proximity, where travel time and costs were minimal. Inpatient services paid by Diagnostic Related Group within a global budget ceiling, which is estimated based on unit costs, admission rates and admission profiles, contained cost effectively. To prevent potential under-provisions of the services, some high cost interventions were unbundled from closed end payment and paid on an agreed fee schedule. Executing monopsonistic purchasing power by NHSO brought down price of services given assured quality. Cost saving resulted in more patients served within a finite
Strategic Human Resources Management

Directory of Open Access Journals (Sweden)

Marta Muqaj

2016-07-01

Full Text Available Strategic Human Resources Management (SHRM represents an important and sensitive aspect of the functioning and development of a company, business, institution, state, public or private agency of a country. SHRM is based on a point of view of the psychological practices, especially by investing on empowerment, broad training and teamwork. This way it remains the primary resource to maintain stability and competitiveness. SHRM has lately evolved on fast and secure steps, and the transformation from Management of Human Resources to SHRM is becoming popular, but it still remains impossible to exactly estimate how much SHRM has taken place in updating the practices of HRM in organizations and institutions in general. This manuscript aims to make a reflection on strategic management, influence factors in its practices on some organizations. Researchers aim to identify influential factors that play key roles in SHRM, to determine its challenges and priorities which lay ahead, in order to select the most appropriate model for achieving a desirable performance. SHRM is a key factor in the achievement of the objectives of the organization, based on HR through continuous performance growth, it’s a complex process, unpredictable and influenced by many outside and inside factors, which aims to find the shortest way to achieve strategic competitive advantages, by creating structure planning, organizing, thinking values, culture, communication, perspectives and image of the organization. While traditional management of HR is focused on the individual performance of employees, the scientific one is based on the organizational performance, the role of the HRM system as main factor on solving business issues and achievement of competitive advantage within its kind.
The New Triad, Disarmament and Strategic Stability

International Nuclear Information System (INIS)

Gruselle, Bruno

2008-01-01

After a comment of the evolution contained by the Nuclear Posture Review (NPR) published in 2001 by the US government and which proposed a new definition of the fundamentals of the US defence strategy, the author gives an overview of options, progress and perspectives of the new Triad. He discusses the progress status of American systems belonging to this new Triad (a global antimissile defence, development of a conventional strategic component, possible international cooperation and deployments), and the influence of arms control mechanisms on this new Triad (legal constraints, ambiguity of strategic missile conversion and alarm capacities, definition of a new framework for the conventional strategic strike programme). In the second part, the author analyses the consequences of the existence of this new Triad on strategic situations. He discusses the emergence of a new competition with Russia, the impact of Chinese modernisation, the impact on proliferating countries and on terrorist actions, and the perspective of a new paradigm for arms control
11. Strategic planning.

Science.gov (United States)

2014-05-01

There are several types of planning processes and plans, including strategic, operational, tactical, and contingency. For this document, operational planning includes tactical planning. This chapter examines the strategic planning process and includes an introduction into disaster response plans. "A strategic plan is an outline of steps designed with the goals of the entire organisation as a whole in mind, rather than with the goals of specific divisions or departments". Strategic planning includes all measures taken to provide a broad picture of what must be achieved and in which order, including how to organise a system capable of achieving the overall goals. Strategic planning often is done pre-event, based on previous experience and expertise. The strategic planning for disasters converts needs into a strategic plan of action. Strategic plans detail the goals that must be achieved. The process of converting needs into plans has been deconstructed into its components and includes consideration of: (1) disaster response plans; (2) interventions underway or planned; (3) available resources; (4) current status vs. pre-event status; (5) history and experience of the planners; and (6) access to the affected population. These factors are tempered by the local: (a) geography; (b) climate; (c) culture; (d) safety; and (e) practicality. The planning process consumes resources (costs). All plans must be adapted to the actual conditions--things never happen exactly as planned.
企业战略联盟的稳定性分析%Analysis of the Stability of an Enterprise＇s Strategic Alliances

Institute of Scientific and Technical Information of China (English)

蒋志恒; 夏忠超

2012-01-01

Stability is very important to the development of an enterprise＇s strategic alliances,and it＇s a very important problem to be paid attention to in the construction of an enterprise＇s strategic alliances.According to the characteristics of an enterprise＇s strategic alliance partnership,the paper analyzes the main factors of affecting the stability of an enterprise＇s strategic alliances from the perspective of cooperation relationship,and puts forward that the reputation mechanism,the free-exiting mechanism and the complementary capability mechanism are the three stability mechanisms of an enterprise strategy alliances.%稳定性对企业战略联盟的发展非常重要,是企业战略联盟构建中必须要重视的问题.根据企业战略联盟合作伙伴关系的特点,从合作关系角度出发,分析了影响企业战略联盟稳定性的主要因素,提出声誉机制、自由退出机制和能力互补机制是企业战略联盟的三大稳定性机制.

Strategic arms limitation

Science.gov (United States)

Allen Greb, G.; Johnson, Gerald W.

1983-10-01

Following World War II, American scientists and politicians proposed in the Baruch plan a radical solution to the problem of nuclear weapons: to eliminate them forever under the auspices of an international nuclear development authority. The Soviets, who as yet did not possess the bomb, rejected this plan. Another approach suggested by Secretary of War Henry Stimson to negotiate directly with the Soviet Union was not accepted by the American leadership. These initial arms limitation failures both reflected and exacerbated the hostile political relationship of the superpowers in the 1950s and 1960s. Since 1969, the more modest focus of the Soviet-American arms control process has been on limiting the numbers and sizes of both defensive and offensive strategic systems. The format for this effort has been the Strategic Arms Limitatins Talks (Salt) and more recently the Strategic Arms Reduction Talks (START). Both sides came to these negotiations convinced that nuclear arsenals had grown so large that some for of mutual restraint was needed. Although the SALT/START process has been slow and ponderous, it has produced several concrete the agreements and collateral benefits. The 1972 ABM Treaty restricts the deployment of ballistic missile defense systems, the 1972 Interim Agreement places a quantitative freeze on each side's land based and sea based strategic launchers, and the as yet unratified 1979 SALT II Treaty sets numerical limits on all offensive strategic systems and sublimits on MIRVed systems. Collateral benefits include improved verification procedures, working definitions and counting rules, and permanent bureaucratic apparatus which enhance stability and increase the chances for achieving additional agreements.
The Effect of Collaborative Strategic Reading on Grade Six Students’ Reading Achievement

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Siti Tamah

2016-01-01

Full Text Available One of the language skills to master by Indonesian EFL learners is reading. In order to assist learners comprehend reading texts, teachers are challenged to apply various teaching strategies. As this paper focuses on teaching reading, two teaching strategies dealing with reading instruction are compared. To be specific, in this paper the writers conduct a study to find the difference between Collaborative Strategic Reading (CSR and teacher-centered teaching strategy (by applying skimming and scanning. This study was a quasi experimental, which was conducted upon the sixth graders of an elementary school. The finding showed that reading achievements of the students who are taught using CSR and teacher-centered teaching strategy are not significantly different. Nevertheless, this study using Cohen’s d formula finds that CSR gave a small effect on students’ reading achievement.
Departure Queue Prediction for Strategic and Tactical Surface Scheduler Integration

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Zelinski, Shannon; Windhorst, Robert

2016-01-01

A departure metering concept to be demonstrated at Charlotte Douglas International Airport (CLT) will integrate strategic and tactical surface scheduling components to enable the respective collaborative decision making and improved efficiency benefits these two methods of scheduling provide. This study analyzes the effect of tactical scheduling on strategic scheduler predictability. Strategic queue predictions and target gate pushback times to achieve a desired queue length are compared between fast time simulations of CLT surface operations with and without tactical scheduling. The use of variable departure rates as a strategic scheduler input was shown to substantially improve queue predictions over static departure rates. With target queue length calibration, the strategic scheduler can be tuned to produce average delays within one minute of the tactical scheduler. However, root mean square differences between strategic and tactical delays were between 12 and 15 minutes due to the different methods the strategic and tactical schedulers use to predict takeoff times and generate gate pushback clearances. This demonstrates how difficult it is for the strategic scheduler to predict tactical scheduler assigned gate delays on an individual flight basis as the tactical scheduler adjusts departure sequence to accommodate arrival interactions. Strategic/tactical scheduler compatibility may be improved by providing more arrival information to the strategic scheduler and stabilizing tactical scheduler changes to runway sequence in response to arrivals.
Chemical stabilization of subgrade soil for the strategic expeditionary landing field

Science.gov (United States)

Conaway, M. H.

1983-06-01

The Strategic Expeditionary Landing Field (SELF) is a military expeditionary-type airfield with an aluminum matted surface that is designed for sustained tactical and cargo airlift operations in an amphibious objective area. Because of the operational traffic parameters such as loads of the various types of aircraft, tire pressures and volume of traffic, a base layer must be constructed over subgrade soil support conditions which may be only marginal. The base layer could be constructed with conventional soil construction techniques (compaction) and yield the required strength. It would be difficult, however, to maintain this strength for the required one-year service life under many climatic conditions due to the degrading effects of water on the support capacity of many soils. Chemical soil stabilization with lime, portland cement and asphalt stabilizing agents could be used to treat the soil. These additives, when properly mixed with certain types of soils, initiate reactions which will increase soil support strength and enhance durability (resistance to the degrading effects of water). Technically, this procedure is quite viable but logistically, it may not be feasible.
“Change is constant in today’s business for competitive advantage. Strategic leadership is vital for effective strategic change management - roles & responsibilities and strategic capability of strategic leadership.”

OpenAIRE

Chia, Grace Hui Yen

2009-01-01

The aim of this paper is to seek to understand the reachange is constant in today’s business for competitive advantage. And to make the strategic change happen in order to achieve the desired outcome, what will be the right strategic process flow. What are the key challenges that will be encountered throughout the process of strategic change management? This paper will also learn whether strategic leadership is vital to make the strategic change happen in the effective way since many literatu...
The 1993 Canadian Association of Gastroenterology Strategic Plan: Excellence in Achievement

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Richard Fedorak

2003-01-01

Full Text Available By the summer of 1990, the Canadian Association of Gastroenterology (CAG had been in existence as Canada’s premier gastroenterology society for nearly thirty years. The specialty of gastroenterology was in an exponential growth phase and many changes were on the horizon, including discussions as to whether the CAG should continue to conduct its annual meeting in conjunction with the Royal College meeting. In 1990, the CAG Governing Board and then president Dr Eldon Shaffer initiated a membership needs analysis (with technical assistance provided through the Strategic Planning Group at Searle Canada Inc to provide a foundation for a strategic planning process that was to carry forward over the next several years and ultimately produce the CAG’s first strategic planning document. After substantial review and assessment, the 1991/1992 and 1992/1993 CAG Governing Boards approved the 1993 CAG Strategic Plan. This strategic plan served the organization well over the past decade and has provided the cornerstone upon which the CAG advanced many progressive initiatives.
How Strategic are Strategic Information Systems?

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Alan Eardley

1996-11-01

Full Text Available There are many examples of information systems which are claimed to have created and sustained competitive advantage, allowed beneficial collaboration or simply ensured the continued survival of the organisations which used them These systems are often referred to as being 'strategic'. This paper argues that many of the examples of strategic information systems as reported in the literature are not sufficiently critical in determining whether the systems meet the generally accepted definition of the term 'strategic' - that of achieving sustainable competitive advantage. Eight of the information systems considered to be strategic are examined here from the standpoint of one widely-accepted 'competition' framework- Porter's model of industry competition . The framework is then used to question the linkage between the information systems and the mechanisms which are required for the enactment of strategic business objectives based on competition. Conclusions indicate that the systems are compatible with Porter's framework. Finally, some limitations of the framework are discussed and aspects of the systems which extend beyond the framework are highlighted
Distributed Secure Coordinated Control for Multiagent Systems Under Strategic Attacks.

Science.gov (United States)

Feng, Zhi; Wen, Guanghui; Hu, Guoqiang

2017-05-01

This paper studies a distributed secure consensus tracking control problem for multiagent systems subject to strategic cyber attacks modeled by a random Markov process. A hybrid stochastic secure control framework is established for designing a distributed secure control law such that mean-square exponential consensus tracking is achieved. A connectivity restoration mechanism is considered and the properties on attack frequency and attack length rate are investigated, respectively. Based on the solutions of an algebraic Riccati equation and an algebraic Riccati inequality, a procedure to select the control gains is provided and stability analysis is studied by using Lyapunov's method.. The effect of strategic attacks on discrete-time systems is also investigated. Finally, numerical examples are provided to illustrate the effectiveness of theoretical analysis.
Effects of the Self-Regulation Empowerment Program (SREP) on middle school students' strategic skills, self-efficacy, and mathematics achievement.

Science.gov (United States)

Cleary, Timothy J; Velardi, Brittany; Schnaidman, Bracha

2017-10-01

The current study examined the effectiveness of an applied self-regulated learning intervention (Self-Regulation Empowerment Program (SREP)) relative to an existing, school-based remedial mathematics intervention for improving the motivation, strategic skills, and mathematics achievement of academically at-risk middle school students. Although significant group differences in student self-regulated learning (SRL) were not observed when using self-report questionnaires, medium to large and statistically significant group differences were observed across several contextualized, situation-specific measures of strategic and regulatory thinking. The SREP group also exhibited a statistically significant and more positive trend in achievement scores over two years in middle school relative to the comparison condition. Finally, SREP students and coaches reported SREP to be a socially-valid intervention, in terms of acceptability and importance. The importance of this study and critical areas for future research are highlighted and discussed. Copyright © 2017 Society for the Study of School Psychology. Published by Elsevier Ltd. All rights reserved.
The Relationship between Strategic Reading Instruction, Student Learning of L2-Based Reading Strategies and L2 Reading Achievement

Science.gov (United States)

Akkakoson, Songyut

2013-01-01

This study investigates the relationship between strategic reading instruction, the process of learning second language-based reading strategies and English reading achievement for Thai university students of science and technology. In a course in reading general English texts for 16?weeks, 82 students were taught using a strategies-based approach…
Cognitive Bridging: Using Strategic Communication To Connect Abstract Goals With The Means To Achieve Them.

Science.gov (United States)

Katz, Sherri Jean; Byrne, Sahara

2018-01-29

Three studies test several mechanisms of cognitive bridging, or how a strategic communication message functions to connect the abstract goal of an individual with the specific means to achieve the goal. Across all of the experiments (n = 276, n = 209, n = 145), it was demonstrated that participants who received an induced bridging mechanism were more likely to produce cognitive bridging outputs and report more abstract responses than participants who did not receive a bridging technique. We do not find the same pattern of results among participants who received an integrated bridging technique. Taken together, these studies provide evidence that how abstractly or concretely an individual is thinking can be influenced by abstraction cues planted within a strategic message, providing promise for messaging efforts at the moment of decision. In other words, the level of abstract thinking an individual is carrying into an exposure situation is possible to change using cues within the message itself. This is the first article to juxtapose the induced and integrated mechanisms of cognitive bridging.
A mediation analysis of achievement motives, goals, learning strategies, and academic achievement.

Science.gov (United States)

Diseth, Age; Kobbeltvedt, Therese

2010-12-01

Previous research is inconclusive regarding antecedents and consequences of achievement goals, and there is a need for more research in order to examine the joint effects of different types of motives and learning strategies as predictors of academic achievement. To investigate the relationship between achievement motives, achievement goals, learning strategies (deep, surface, and strategic), and academic achievement in a hierarchical model. Participants were 229 undergraduate students (mean age: 21.2 years) of psychology and economics at the University of Bergen, Norway. Variables were measured by means of items from the Achievement Motives Scale (AMS), the Approaches and Study Skills Inventory for Students, and an achievement goal scale. Correlation analysis showed that academic achievement (examination grade) was positively correlated with performance-approach goal, mastery goal, and strategic learning strategies, and negatively correlated with performance-avoidance goal and surface learning strategy. A path analysis (structural equation model) showed that achievement goals were mediators between achievement motives and learning strategies, and that strategic learning strategies mediated the relationship between achievement goals and academic achievement. This study integrated previous findings from several studies and provided new evidence on the direct and indirect effects of different types of motives and learning strategies as predictors of academic achievement.
STRATEGIC ENVIRONMENTAL ASSESSMENT FOR SUSTAINABLE DEVELOPMENT IN URBANIZATION PROCESS IN CHINA

Institute of Scientific and Technical Information of China (English)

CHE Xiu-zhen; SHANG Jin-cheng

2004-01-01

This paper reviewed the development of Strategic Environmental Assessment (SEA) in China, expounded its functions and regional characteristics, and discussed the targets of SEA in the process of urbanization,and the main assessment indicators, procedures, techniques and methodologies of SEA. It concluded that SEA could be improved by the following recommendations: incorporating SEA in decision-making process, selecting experimental units for SEA trial run, and developing strategic evaluation tools and techniques. SEA can provide appropriate and up-to-date information on the impact of human activity on environment in the process of urbanization, and develop a plan of action targeting implementation of intervention for the rehabilitation and preservation of the ecological stability of a city. Therefore, SEA can be a supporting tool for decision-making toward achieving sustainable development.
Achieving strategic surety for high consequence software

Energy Technology Data Exchange (ETDEWEB)

Pollock, G.M.

1996-09-01

A strategic surety roadmap for high consequence software systems under the High Integrity Software (HIS) Program at Sandia National Laboratories guides research in identifying methodologies to improve software surety. Selected research tracks within this roadmap are identified and described detailing current technology and outlining advancements to be pursued over the coming decade to reach HIS goals. The tracks discussed herein focus on Correctness by Design, and System Immunology{trademark}. Specific projects are discussed with greater detail given on projects involving Correct Specification via Visualization, Synthesis, & Analysis; Visualization of Abstract Objects; and Correct Implementation of Components.
Strategic Groups and Banks’ Performance

Directory of Open Access Journals (Sweden)

Gregorz Halaj

2009-06-01

Full Text Available The theory of strategic groups predicts the existence of stable groups of companies that adopt similar business strategies. The theory also predicts that groups will differ in performance and in their reaction to external shocks. We use cluster analysis to identify strategic groups in the Polish banking sector. We find stable groups in the Polish banking sector constituted after the year 2000 following the major privatisation and ownership changes connected with transition to the mostly-privately-owned banking sector in the late 90s. Using panel regression methods we show that the allocation of banks to groups is statistically significant in explaining the profitability of banks. Thus, breaking down the banks into strategic groups and allowing for the different reaction of the groups to external shocks helps in a more accurate explanation of profits of the banking sector as a whole.Therefore, a more precise ex ante assessment of the loss absorption capabilities of banks is possible, which is crucial for an analysis of banking sector stability. However, we did not find evidence of the usefulness of strategic groups in explaining the quality of bank portfolios as measured by irregular loans over total loans, which is a more direct way to assess risks to financial stability.
Strategic management for university hospitals

Directory of Open Access Journals (Sweden)

Martha Isabel Riaño-Casallas

2016-10-01

Full Text Available Introduction: There are several approaches and schools that support strategic management processes. University hospitals require the implementation of a strategic approach to their management, since they are a particular type of organization with the triple mission of providing health care, education and research. Objective: To propose a strategic profile for a university hospital. Materials and methods: The theoretical framework of strategic management was analyzed and some particular components of hospital management were studied; based on these criteria, the strategic management process in three high complexity hospitals of Bogotá, D.C. was examined and a profile of both the objectives and the functional strategies for the hospital was proposed. Results: The main strategic thinking schools are presented; the processes and components of strategic management are described, and a strategic management profile for a university hospital is proposed. Conclusion: The strategic orientation of management for an institution with the characteristics of a university hospital facilitates achieving organizational objectives.
THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS

OpenAIRE

M. A. Lyashenko

2015-01-01

Consideration subject in this article are models of strategic management of large transnational information and communication business. The purpose of the presented work consists in formation of ideas of model of strategic management on the example of infocommunication business. For achievement of a goal the author of article carries out the analysis and synthesis of the existing practice of strategic management in infocommunication business. For achievement of a goal, as methodological base,...
Strategic Planning for Higher Education.

Science.gov (United States)

Kotler, Philip; Murphy, Patrick E.

1981-01-01

The framework necessary for achieving a strategic planning posture in higher education is outlined. The most important benefit of strategic planning for higher education decision makers is that it forces them to undertake a more market-oriented and systematic approach to long- range planning. (Author/MLW)
Rethinking Approaches to Strategic Stability in the 21st Century

Energy Technology Data Exchange (ETDEWEB)

Rose, Brian [Lawrence Livermore National Lab. (LLNL), Livermore, CA (United States)

2017-02-01

Lawrence Livermore National Laboratory (LLNL) hosted a two-day conference on rethinking approaches to strategic stability in the 21st century on October 20-21, 2016 in Livermore, CA. The conference was jointly convened by Lawrence Livermore, Los Alamos, and Sandia National Laboratories, and was held in partnership with the United States Department of State’s Bureau of Arms Control, Verification and Compliance. The conference took place at LLNL’s Center for Global Security Research (CGSR) and included a range of representatives from U.S. government, academic, and private institutions, as well as representatives from U.S. allies in Europe and Asia.The following summary covers topics and discussions from each of the panels. It is not intended to capture every point in detail, but seeks to outline the range of views on these complex and inter-related issues while providing a general overview of the panel topics and discussions that took place. The conference was held under the Chatham House rule and does not attribute any remarks to any specific individual or institution. The views reflected in this report do not represent the United States Government, Department of State, or the national laboratories.
Fuzzy Quantitive Strategic Planning Matrix dalam Perencanaan Strategi Perguruan Tinggi

Directory of Open Access Journals (Sweden)

Fera Tri Wulandari

2016-01-01

Full Text Available The strategic plan helps the college in determining the direction of the college to achieve a desired future and provides a framework for achieving competitive advantage. In the strategic planning process, the selection of strategies is essential if universities do not have the resources to implement all the strategies. FQSPM designed to determine the relative attractiveness of each alternative strategy using triangular fuzzy numbers. Merger FQSPM and FTOPSIS used in the decision-making process on strategic planning by a college to conduct the election strategy based on the results of internal and external analysis. The results of the strategic planning helps colleges determine the direction to achieve the desired future so that colleges can anticipate environmental changes and predict the risk while continuing to adjust the action with the aim to be achieved college. Keywords: Strategic Planning; SWOT; Fuzzy QSPM; Fuzzy TOPSIS

Making a Commitment to Strategic-Reader Training

Institute of Scientific and Technical Information of China (English)

FREDRICKA L. STOLLER; REIKO KOMIYAMA

2013-01-01

Skilled readers by definition are strategic; they are able to use a repertoire of reading strategies , flexibly and in meaningful combinations , to achieve their reading comprehension goals . Thus , one of the aims of foreign and second language (L2) reading curricula should be to move students toward becoming more strategic readers . This curricular orientation can be best achieved when a strong commitment is made to strategic-reader training as a regular and consistent component of instruction across the curriculum . To explore this stance , we examine the reading strategies used by skilled readers , contrast teaching strategies with training strategic readers ( i .e . , strategic-reader training) , and examine five strategic-reader training approaches from first language contexts that can be adapted by L2 professionals to enhance the reading instruction offered in their L 2 classes . The five approaches targeted for exploration include Directed Reading-Thinking Activity , Reciprocal Teaching , Transactional Strategies Instruction , Questioning the Author , and Concept-Oriented Reading Instruction . Though distinct from one another , they all acknowledge the importance of explicit explanations about strategies (or reminders about the use of select strategies) , teacher modeling , scaffolded tasks , active student engagement , student practice , classroom discussions of strategy use , and the gradual release of responsibility to students who eventually decide for themselves (and/or with peers) when , where , and why to use which strategies to achieve their comprehension goals . We conclude with a discussion of the challenges , and suggestions for overcoming them , that L 2 teachers and students often face in making a commitment to strategic-reader training .
NASA strategic plan

Science.gov (United States)

1994-01-01

The NASA Strategic Plan is a living document. It provides far-reaching goals and objectives to create stability for NASA's efforts. The Plan presents NASA's top-level strategy: it articulates what NASA does and for whom; it differentiates between ends and means; it states where NASA is going and what NASA intends to do to get there. This Plan is not a budget document, nor does it present priorities for current or future programs. Rather, it establishes a framework for shaping NASA's activities and developing a balanced set of priorities across the Agency. Such priorities will then be reflected in the NASA budget. The document includes vision, mission, and goals; external environment; conceptual framework; strategic enterprises (Mission to Planet Earth, aeronautics, human exploration and development of space, scientific research, space technology, and synergy); strategic functions (transportation to space, space communications, human resources, and physical resources); values and operating principles; implementing strategy; and senior management team concurrence.
Analysis on stability of strategic alliance: A game theory perspective

Institute of Scientific and Technical Information of China (English)

CHEN Fei-qiong; FAN Liang-cong

2006-01-01

Strategic alliance has suffered much instabilities since its first implementation. Scholars have carried out many embedded, precise and comprehensive researches from both theory and empiricism. Here we try to find certain stable solutions by employing game theory, in an attempt to construct theoretical bases for strategic alliance, which people called "one of the most important organizational innovation in the end of the 20th century" (Shi, 2001), to exploit its advantages in the process of globalization. Finally, this article puts forward some advices for its success.
U.S. Department of Transportation strategic plan

Science.gov (United States)

2010-01-01

This Strategic Plan describes the Department of Transportations new ideas through : goals, strategies and the results we will achieve to improve the United States : transportation sector. We have set policy goals in five strategic areas: Safety, R...
The War in Afghanistan: A Strategic Analysis

National Research Council Canada - National Science Library

Herring, G

2003-01-01

This paper is a strategic analysis of the war in Afghanistan. It begins by articulating the United States' strategic objectives for the war, the approaches taken to achieve those objectives, and the resources employed in each approach...
Strategic environmental assessment

DEFF Research Database (Denmark)

Kørnøv, Lone

1997-01-01

The integration of environmental considerations into strategic decision making is recognized as a key to achieving sustainability. In the European Union a draft directive on Strategic Environmental Assessment (SEA) is currently being reviewed by the member states. The nature of the proposed SEA...... that the SEA directive will influence the decision-making process positively and will help to promote improved environmental decisions. However, the guidelines for public participation are not sufficient and the democratic element is strongly limited. On the basis of these findings, recommendations relating...
Political Market Orientation and Strategic Party Postures in Danish Political Parties

DEFF Research Database (Denmark)

Ormrod, Robert P.; Henneberg, Stephan

2011-01-01

Purpose – This paper investigates the relationship between the strategic postures and political market orientation profile of two Danish parties. Profile stability at the organisational level is used as a control variable. Design/methodology/approach – The strategic political postures of two Danish...... are used to control for organisational stability. Findings – The self-typing study revealed that Party A was perceived to follow a Relationship Builder posture, and Party B a Convinced Ideologist posture. However, both market orientation profiles resembled the organisational structures of a Convinced...... in the political sphere. More specifically it empirically links political market orientation as an issue of political marketing implementation on the one hand, and strategic postures of parties as a strategic issue on the other, following a configuration theory logic. Research limitations...
Strategic Aspects of Cost Management

Directory of Open Access Journals (Sweden)

Angelika I. Petrova

2013-01-01

Full Text Available This report is a summary of a research done on the area of Strategic Cost Management (SCM. This report includes a detailed discussion and application of Life Cycle Costing (LCC which a company can use to achieve its strategic objects in today's dynamic business environment. Hence, the main focus of this report is on LCC as mentioned
STRATEGIC ALLIANCES AS A COMPETITIVE ADVANTAGE IN THE GLOBALIZED LOGISTICS SCENARIO

Directory of Open Access Journals (Sweden)

Marcos Antônio Maia de Oliveira

2012-01-01

Full Text Available This paper considers strategic alliances as a means of obtaining advantage in the globalized logistics scenario. Through a particular case study of partnership and strategic alliance between national companies (Rapidão Cometa, Expresso Araçatuba and Transportadora Americana and an international one (FedEx Express, one may comprehend the impact on Rapidão Cometa, in as much as the increase in market share within the logistics market, as well as the subsequent consolidation before major national logistics operators, is concerned.Logistics - a field that holds a strategic function - supports the efficient management of the flow of materials / products, information and resources, both within the company and between the different organizations that participate in the entire value creation cycle.In Brazil, the perception of logistics as an integrating process and as a strategic tool came to light as of the 90´s, a decade mile stoned by rampant growth of international trade, by economic stabilization and by the privatization of infrastructure (Fleury, 2000.The environment in which companies currently operate is very complex and highly competitive. Therefore, they are seeking differentiation and the setting of competitive advantages over competitors. To achieve these goals, each tries to find its own path, however, amongst many a point in common might be perceived: the choice to apply logistics. (Ferraes Neto, 2001.
Value oriented strategic marketing

Directory of Open Access Journals (Sweden)

Milisavljević Momčilo

2013-01-01

Full Text Available Changes in today's business environment require companies to orient to strategic marketing. The company accepting strategic marketing has a proactive approach and focus on continuous review and reappraisal of existing and seeking new strategic business areas. Difficulties in achieving target profit and growth require turning marketing from the dominant viewpoint of the tangible product to creating superior value and developing relationships with customers. Value orientation implies gaining competitive advantage through continuous research and understanding of what value represents to the consumers and discovering new ways to meet their required values. Strategic marketing investment requires that the investment in the creation of values should be regularly reviewed in order to ensure a focus on customers with high profit potential and environmental value. This increases customer satisfaction and retention and long-term return on investment of companies.
An exploratory study of healthcare strategic planning in two metropolitan areas.

Science.gov (United States)

Begun, James W; Kaissi, Amer A

2005-01-01

Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning.
The importance and role of strategic tool of balanced scorecard in diversified enterprises management

Directory of Open Access Journals (Sweden)

Rosić Mladen

2014-01-01

Full Text Available Justification of the diversification strategy is derived from the success of the corporate management of diversified companies in adding value to a portfolio of strategic business units in its composition to a greater amount than they could achieve alone or under someone else's control. Such a level of added value can be achieved by identifying and using strategic fit between strategic business units themselves or between strategic business units and corporate management. Since the strategic fits, which represent a specific interdependence relationships, in modern companies usually exist among the various forms of intangible assets, they often remain unused because they can not be easily identified. Even when we recognize the opportunities to achieve strategic fits, it is not easy to achieve them because it is often necessary coordinated action of different organizational units at different hierarchical levels. Therefore strategic tool Balanced scorecard have great importance in the management of modern diversified enterprises.
Measuring strategic success.

Science.gov (United States)

Gish, Ryan

2002-08-01

Strategic triggers and metrics help healthcare providers achieve financial success. Metrics help assess progress toward long-term goals. Triggers signal market changes requiring a change in strategy. All metrics may not move in concert. Organizations need to identify indicators, monitor performance.
Strategic planning for pain practice growth.

Science.gov (United States)

Van Horn, L M

2000-01-01

Strategy formation involves understanding the environment and strengths and weaknesses of a practice to develop a game plan to achieve goals. It starts with the creation of a mission statement that defines a long-term vision of what the practice seeks to be and the markets it seeks to serve. Once the mission of the practice is understood, the target markets and competition must be analyzed prior to defining the goals. Once a strategic plan is developed, communication with all employees is crucial. Everything that the practice does should be in support of the strategic plan and in pursuit of obtaining the goals contained within. Once created, the strategic plan is the foundation of the practice and should only be changed for compelling reasons such as a competitive threat, environmental changes, or trends in purchasing behavior. Reviewing the strategic plan once a year, making periodic reappraisals and fine-tuning adjustments as the environment changes is crucial. This helps ensure that the practice avoids complacency and affirms that it is in the right business and achieving the desired results.
Desired, Perceived, and Achieved Sustainability: Trade-Offs in Strategic and Operational Packaging Development

Directory of Open Access Journals (Sweden)

Bjorn de Koeijer

2017-10-01

Full Text Available The alignment of the strategic and the operational level of packaging development in relation to the integration of sustainability is not addressed extensively in current research. This paper aims to address this, by focusing on the decision-making interrelations of key actors (marketing and packaging development within multidisciplinary product-packaging development teams. The research is conducted by means of a qualitative approach, consisting of semi-structured interviews with individual packaging development team members, complemented with a newly developed visualization tool. The research builds upon eight cases within brand owners, packaging material suppliers and packaging development consultants. The main findings of the study include the decision-making trade-offs between sustainability considerations and other project indicators, such as costs, time-to-market and technical challenges. These trade-offs are linked to the strategic and operational roles of key actors, and to internal and external factors influencing sustainable development processes. This research’s contribution is to address the alignment of the strategic and the operational levels of sustainable packaging development, in relation to (1 decision making and interrelations within multidisciplinary development teams; and (2 the relevance of development-influencing factors. This provides opportunities for further development of sustainable packaging models and tools, in order to align the strategic and operational level of development.
STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION

Directory of Open Access Journals (Sweden)

Zanina Kirovska

2011-06-01

Full Text Available Within the world of tourism development, it is indisputable for strategic planning of tourism, especially for defining and existence of a development strategy for tourism. The implementation of the development strategy for tourism is determined by the functioning of strategic management in tourism.Strategic management is a proactive process of achieving long-term compatibility of the corresponding field in planned tourism environment. This management is a profitable way for implementation of priority development goals in tourism, set by the national economy, which is affected by tourism development. Strategic management basically has all the necessary features that promise efficiency and effectiveness in achieving development goals in tourism.With increasing competition and globalization trends, dynamics and development of tourism is increasingly intensified, and strategic management to ensure efficient and effective business operations (resource management, management information systems, maintaining and developing relations with tourisms, expanding and development of the tourism business, managing to new and innovative tourism projects. Therefore the importance of strategic and operational management without successful parts of operations, threaten the development of the tourism component.
Cyber Pearl Harbor - Strategic Setting [video

OpenAIRE

Center for Homeland Defense and Security Naval Postgraduate School

2017-01-01

Part 2: Strategic Setting. Strategic surprise attack allows the weaker opponent to achieve objectives that it realistically could not expect to secure if it faced a military superior. Because the weaker party recognizes its military inferiority, it seeks to develop ways to circumvent a stronger opponent’s military might and reduce the likelihood that it will act on its deterrent threats.
Factors affecting strategic plan implementation using interpretive structural modeling (ISM).

Science.gov (United States)

Bahadori, Mohammadkarim; Teymourzadeh, Ehsan; Tajik, Hamidreza; Ravangard, Ramin; Raadabadi, Mehdi; Hosseini, Seyed Mojtaba

2018-06-11

Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM). Design/methodology/approach The authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM. Findings Five main factors affected strategic plan implementation. Although all five variables and factors are top level, "senior manager awareness and participation in the strategic planning process" and "creating and maintaining team participation in the strategic planning process" had maximum drive power. "Organizational structure effects on the strategic planning process" and "Organizational culture effects on the strategic planning process" had maximum dependence power. Practical implications Identifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers. Originality/value The authors used ISM to analyze the relationship between factors affecting strategic plan implementation.
Hydrogen energy strategies and global stability and unrest

International Nuclear Information System (INIS)

Midilli, A.; Dincer, I.; Rosen, M.A.

2004-01-01

This paper focuses on hydrogen energy strategies and global stability and unrest. In order to investigate the strategic relationship between these concepts, two empirical relations that describe the effects of fossil fuels on global stability and global unrest are developed. These relations incorporate predicted utilization ratios for hydrogen energy from non-fossil fuels, and are used to investigate whether hydrogen utilization can reduce the negative global effects related to fossil fuel use, eliminate or reduce the possibilities of global energy conflicts, and contribute to achieving world stability. It is determined that, if utilization of hydrogen from non-fossil fuels increases, for a fixed usage of petroleum, coal and natural gas, the level of global unrest decreases. However, if the utilization ratio of hydrogen energy from non-fossil fuels is lower than 100%, the level of global stability decreases as the symptoms of global unrest increase. It is suggested that, to reduce the causes of global unrest and increase the likelihood of global stability in the future, hydrogen energy should be widely and efficiently used, as one component of plans for sustainable development. (author)
Cyber Deterrence and Stability

Energy Technology Data Exchange (ETDEWEB)

Goychayev, Rustam [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Carr, Geoffrey A. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Weise, Rachel A. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Donnelly, David A. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Clements, Samuel L. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Benz, Jacob M. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Rodda, Kabrena E. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Bartholomew, Rachel A. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); McKinnon, Archibald D. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States); Andres, Richard B. [Pacific Northwest National Lab. (PNNL), Richland, WA (United States)

2017-09-30

Throughout the 20th and early 21st centuries, deterrence and arms control have been cornerstones of strategic stability between the superpowers. However, the weaponization of the cyber realm by State actors and the multipolar nature of cyber conflict now undermines that stability. Strategic stability is the state in which nations believe that if they act aggressively to undermine U.S. national interests and the post-World War II liberal democratic order, the consequences will outweigh the benefits. The sense of lawlessness and lack of consequences in the cyber realm embolden States to be more aggressive in taking actions that undermine stability. Accordingly, this paper examines 1) the role of deterrence and arms control in securing cyber stability, and 2) the limitations and challenges associated with these traditional national security paradigms as applied to this emerging threat domain. This paper demonstrates that many 20th-century deterrence and arms control concepts are not particularly applicable in the cyber realm. However, they are not entirely irrelevant. The United States can distill lessons learned from this rich deterrence and arms control experience to develop and deploy a strategy to advance cyber stability.

Stabilizing Niger

DEFF Research Database (Denmark)

Hahonou, Eric Komlavi

international intervention in Niger. Their main objective is to secure their own strategic, economic and political interests by strengthening the Nigerien authorities through direct intervention and capacity building activities. For western states reinforcing state security institutions and stabilizing elite...
Strategic performance evaluation in cancer centers.

Science.gov (United States)

Delgado, Rigoberto I; Langabeer, James R

2009-01-01

Most research in healthcare strategy has focused on formulating or implementing organizational plans and strategies, and little attention has been dedicated to the post-implementation control and evaluation of strategy, which we contend is the most critical aspect of achieving organizational goals. The objective of this study was to identify strategic control approaches used by major cancer centers in the country and to relate these practices to financial performance. Our intent was to expand the theory and practice of healthcare strategy to focused services, such as oncology. We designed a 17-question survey to capture elements of strategy and performance from our study sample, which comprised major cancer hospitals in the United States and shared similar mandates and resource constraints. The results suggest that high-performing cancer centers use more sophisticated analytical approaches, invest greater financial resources in performance analysis, and conduct more frequent performance reviews than do low-performing organizations. Our conclusions point to the need for a more robust approach to strategic assessment. In this article, we offer a number of recommendations for management to achieve strategic plans and goals on the basis of our research. To our knowledge, this study is one of the first to concentrate on the area of strategic control.
Communication of 26 June 2000 received from the Permanent Mission of the Russian Federation concerning a statement on strategic stability by the Commonwealth of Independent States

International Nuclear Information System (INIS)

2000-07-01

The document reproduces the text of the letter dated 26 June 2000 received by the Director General of the IAEA from the Permanent Mission of the Russian Federation concerning a statement by the Heads of State of the Commonwealth of Independent States on the maintenance of strategic stability, as well as the text of the statement
Strategic alliances for improved performance in underground mining

International Nuclear Information System (INIS)

Bessinger, S.L.; Langley, S.B.

1999-01-01

As the competitive climate of the modern coal industry continues, it seems clear that only by the intervention of small, highly focused workgroups will new efficiency and economy result in the continuous improvement required to survive and prosper. Strategic Alliances, drawing from known and proven principles, can contribute to efficiency and economy. However, individual attitudes and corporate-cultures often must change to foster the growth of functional Strategic Alliances. Motivating personal change in individuals within prospective Strategic Alliance partners is perhaps the most difficult element about establishing a new Strategic Alliance or maintaining an existing Alliance. Ultimately, Strategic Alliances are not fundamentally about corporations, or executives as leaders, but about individuals throughout the endeavors of both partner-organizations and a shared-vision to achieve a common goal
Thinking strategically about capitation.

Science.gov (United States)

Boland, P

1997-05-01

All managed care stakeholders--health plan members, employers, providers, community organizations, and government entitites--share a common interest in reducing healthcare costs while improving the quality of care health plan members receive. Although capitation is a usually thought of primarily as a payment mechanism, it can be a powerful tool providers and health plans can use to accomplish these strategic objectives and others, such as restoring and maintaining the health of plan members or improving a community's health status. For capitation to work effectively as a strategic tool, its use must be tied to a corporate agenda of partnering with stakeholders to achieve broader strategic goals. Health plans and providers must develop a partnership strategy in which each stakeholder has well-defined roles and responsibilities. The capitation structure must reinforce interdependence, shift focus from meeting organizational needs to meeting customer needs, and develop risk-driven care strategies.
The strategic use of outcome information.

Science.gov (United States)

Thompson, D I; Sirio, C; Holt, P

2000-10-01

Most health care executives see outcome measurement as a technical or tactical matter rather than as a strategic tool. Accordingly, provider investment in outcome measurement and management is relatively small. Nevertheless, outcome information can be key to achieving an organization's strategic objectives. Advances in risk adjustment and improvements in technology for data collection and analysis have made outcome measurement a practical tool for individual hospital use. Strategically integrated outcome measurement efforts can give providers a competitive advantage over organizations that only use outcomes tactically. One of the best examples of an acute care provider that has used outcome information for strategic advantage is Intermountain Health Care (IHC; Salt Lake City). In 1997 IHC made clinical quality and outcomes the primary focus of its five-year strategic plan. To support the new strategy IHC's board of trustees approved the development of an outcome information system that generated data along clinical processes of care and the creation of a new management structure to use these data to hold professionals accountable and to set and achieve clinical improvement goals. From 1996 to 1999, IHC's share of the commercial health care market in Utah increased from roughly 50% to about 62% of the market, with the result that it has stopped actively marketing its services. Health care executives will not willingly invest in outcomes until they believe that they have business value. Therefore, making the business case for outcomes can help improve the quality of health care and the lives of individuals.
Joint action coordination through strategic reduction in variability

DEFF Research Database (Denmark)

Vesper, Cordula; Schmitz, Laura; Sebanz, Natalie

2013-01-01

How do people coordinate actions with others? We tested the hypothesis that pairs of participants strategically reduce the variability of their action performance to achieve synchronicity in the absence of visual feedback about each other’s actions. Consistent with this prediction, participants...... strategic adaptation in the service of real-time action coordination when only minimal perceptual information is available....
Strategic thinking in turbulent times

Directory of Open Access Journals (Sweden)

Bratianu Constantin

2017-07-01

Full Text Available The purpose of this paper is to present a structural analysis of strategic thinking spectrum in turbulent times. Business excellence cannot be achieved without a well-defined strategic thinking spectrum able to elaborate and implement strategies in a fast changeable and unpredictable business environment. Strategic thinking means to think for a desirable future which can be ahead 4-5 years of the present time and to make decisions to the best of our knowledge for that unknown business environment. Thus, the research question is: How can we conceive the spectrum of strategic thinking such that we shall be able to deal with a complex and unknown future in achieving a competitive advantage? The methodology used to answer this question is based on metaphorical thinking, and multidimensional analysis. I shall consider four main dimensions: time, complexity, uncertainty, and novelty. On each of these dimensions I shall analyze the known thinking models and their attributes with respect to request formulated in the research question. Then, I shall choose those thinking models that correspond to the future characteristics and integrate them in a continuous spectrum. On each dimension I shall consider three basic thinking models. On the time dimension they are: inertial, dynamic and entropic thinking. On the complexity dimension they are: linear, nonlinear and systemic thinking. On the uncertainty dimension they are: deterministic, probabilistic and chaotic thinking. Finally, on the novelty dimension we have: template, intelligent and creative thinking. Considering all requirements for the unknown future, we conclude that strategic thinking spectrum should contain: entropic, nonlinear and systemic, probabilistic and chaotic, intelligent and creative thinking models. Such a spectrum increases the capacity of our understanding and as a consequence it enhances the capability of making adequate decisions in conditions of complexity and uncertainty.
Training and Educating the Strategic Corporal

National Research Council Canada - National Science Library

Boyce, G. R

2008-01-01

... achieving the consistent capability of a "Strategic Corporal." The U.S. Marine Corps is obligated to develop and sustain a flexible force that can operate across the entire spectrum of conflict...
Strategic Military Leaders - Leading Tomorrow

National Research Council Canada - National Science Library

Kit, Ng W

2008-01-01

.... Four key leadership competencies stand out. We need strategic leaders who are good at doing the right things and doing things right leaders who have the mental agility to choose the correct goals to achieve, the social intelligence to inspire...
Healthier students are better learners: high-quality, strategically planned, and effectively coordinated school health programs must be a fundamental mission of schools to help close the achievement gap.

Science.gov (United States)

Basch, Charles E

2011-10-01

To discuss implications for educational policy and practice relevant to closing the achievement gap based on the literature review and synthesis presented in 7 articles of the October 2011 special issue of the Journal of School Health. Implications for closing the achievement gap are drawn from analyses of current literature. During the past several decades, school reform efforts to close the achievement gap have focused on various strategies, yielding very limited progress. Educationally relevant health disparities influence students' motivation and ability to learn, but reducing these disparities has been largely overlooked as an element of an overall strategy for closing the achievement gap. If these health problems are not addressed, the educational benefits of other school reform efforts will be jeopardized. Healthier students are better learners. School health programs and services that are evidence based, strategically planned to influence academic achievement, and effectively coordinated warrant validation as a cohesive school improvement initiative for closing the achievement gap. National, state, and local responsibilities for supporting school health are outlined, including shared strategies; leadership from the U.S. Department of Education; policy development; guidance, technical assistance, and professional development; accountability and data and software systems; and a research agenda. To date, the U.S. Department of Education has not provided leadership for integrating evidence-based, strategically planned, and effectively coordinated school health programs and services into the fundamental mission of schools. Now is an opportune time for change. © 2011, American School Health Association.
The US Strategic Posture Review: Issues for the New Administration

National Research Council Canada - National Science Library

Bunn, M

2001-01-01

.... The forthcoming Strategic Posture Review (SPR) needs to fundamentally reassess the purposes of nuclear weapons, missile defenses, and the requirements of deterrence and stability in the new security environment...
An Overview of Strategic Alliances between Universities and Corporations

Science.gov (United States)

Elmuti, Dean; Abebe, Michael; Nicolosi, Marco

2005-01-01

Purpose: Strategic alliances generally represent inter-firm cooperative agreements aimed at achieving competitive advantage for the partners. In recent years, there has been a dramatic increase in strategic alliances by multinational firms. This paper aims to explore the essence of these alliances and why they have become such a growing area of…
Strategic Environmental Assessment & The Danish Energy Sector

DEFF Research Database (Denmark)

Lyhne, Ivar

in its infancy in the Danish energy sector, but SEA is achieving increased attention in the sector. - The change agent research approach used in the project is relevant medium for a critical interdependence between theory and practice that at the same time promotes more sustainable decision-making...... on these cases is crucial for reducing the risk of unintended environmental impacts and for enhancing attention to relevant alternatives prior to decision-making....... strategic decisions are made is a prerequisite for achieving this target, and the thesis therefore explores the strategic decision-making processes of contemporary energy infrastructure developments. The highlights of this thesis are: - A combination of disciplines in a continuum of perspectives...
Children's strategic theory of mind.

Science.gov (United States)

Sher, Itai; Koenig, Melissa; Rustichini, Aldo

2014-09-16

Human strategic interaction requires reasoning about other people's behavior and mental states, combined with an understanding of their incentives. However, the ontogenic development of strategic reasoning is not well understood: At what age do we show a capacity for sophisticated play in social interactions? Several lines of inquiry suggest an important role for recursive thinking (RT) and theory of mind (ToM), but these capacities leave out the strategic element. We posit a strategic theory of mind (SToM) integrating ToM and RT with reasoning about incentives of all players. We investigated SToM in 3- to 9-y-old children and adults in two games that represent prevalent aspects of social interaction. Children anticipate deceptive and competitive moves from the other player and play both games in a strategically sophisticated manner by 7 y of age. One game has a pure strategy Nash equilibrium: In this game, children achieve equilibrium play by the age of 7 y on the first move. In the other game, with a single mixed-strategy equilibrium, children's behavior moved toward the equilibrium with experience. These two results also correspond to two ways in which children's behavior resembles adult behavior in the same games. In both games, children's behavior becomes more strategically sophisticated with age on the first move. Beyond the age of 7 y, children begin to think about strategic interaction not myopically, but in a farsighted way, possibly with a view to cooperating and capitalizing on mutual gains in long-run relationships.
MANAGING SUSTAINABLE DEVELOPMENT OF MEAT PROCESSING PLANTS AS PART OF THE MECHANISM OF STRATEGIC PLANNING

Directory of Open Access Journals (Sweden)

I. S. Gusev

2015-01-01

Full Text Available Studies have proven that, at present one of the priority research areas as part of the Development Strategy of the Food Processing Industry of the Russian Federation until 2020 is to develop effective mechanisms for sustainable socio-economic development of industrial enterprises. This article investigated the logic of strategic planning within the framework of sustainable economic growth, analyzed the structure of strategic planning, study the subject of strategic planning in the management of sustainable development of enterprises, justified the basic principles of strategic planning for the effective management of sustainable development of industrial enterprises, as well as the complex of organizational tactical activities of operational management strategy for sustainable development of the enterprise. The observation revealed that currently there was a high need for the framework of the branch, departmental and state programs implemented in industrial management of scientific and methodological approaches of strategic planning. Studies have shown that these approaches in its conceptual entity should be based on the growth potential of the sustainable development of meat processing plants in space and time in order to achieve high competitive advantages. Conducted a systematic analysis of industry conditions proved that the problem of sustainable operation and development of meat processing enterprises as a problem of management and control is relatively new, unexplored and highly relevant. On the contrary, it is the basis of modern management strategy and management is a concept and methodology of the so-called adaptive enterprise development under the action of various external and internal factors, risks that may threaten its economic stability and sustainability.
ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

Directory of Open Access Journals (Sweden)

Nicoleta, BELU

2014-11-01

Full Text Available The strategic planning of human resources is an ongoing process closely connected to the mission, vision and goals of an organization. The need for strategic planning arises from the dynamism of social and economic life, with a proactive approach in any type of organization. The role of strategic planning of human resources is to "ensure the right man in the right place at the right time", as a human resource is the only one with a creative and innovative effect. Thus, there is a synergistic effect between an individual and the organization in which he/she operates, between a human resources strategy and an organization's overall strategy. The main objectives of strategic planning are ensuring the necessary human resources, suitability to an organization's nature and the effective use of human resources in achieving organizational objectives. Analyzing the necessary human resources according to an organization's objectives and linking them to the existing labour supply and demand, there is an absolutely essential balance in strategic planning. The benefits obtained therefore are undeniable and human capital is transformed into a true competitive advantage. The challenges generated by the changes that may occur at any time in any type of organization and which directly affect the existing human resources can be effectively managed through strategic planning.
U.S.-China Strategic Dialogue, Phase IX Report

Science.gov (United States)

2018-03-01

of strategic stability, which was characterized in terms that would be recognizable to a Western audience . The Chinese participants’ previous...refrain from doing) that would enhance it? 1730 Reception and Dinner Sept 10 1015-1230 Missile Defense and Extended Deterrence In past
Peace and Stability Education Workshop. Volume 13-05

National Research Council Canada - National Science Library

Schultz, Tammy S; Cross, M. J

2005-01-01

The U.S. Army Peacekeeping and Stability Operations Institute (PKSOI) conducted a Peace and Stability Education Workshop 13-15 September 2005 at the Center for Strategic Leadership, Collins Hall, Carlisle Barracks, PA...
How many trials are needed to achieve performance stability of the Timed Up & Go test in patients with hip fracture?

DEFF Research Database (Denmark)

Kristensen, Morten T; Ekdahl, Charlotte; Kehlet, Henrik

2010-01-01

To examine the number of trials needed to achieve performance stability of the Timed Up & Go (TUG) test using a standardized walking aid in patients with hip fracture who are allowed full weight bearing (FWB).......To examine the number of trials needed to achieve performance stability of the Timed Up & Go (TUG) test using a standardized walking aid in patients with hip fracture who are allowed full weight bearing (FWB)....

A Strategic-Equilibrium Based

Directory of Open Access Journals (Sweden)

Gabriel J. Turbay

2011-03-01

Full Text Available The strategic equilibrium of an N-person cooperative game with transferable utility is a system composed of a cover collection of subsets of N and a set of extended imputations attainable through such equilibrium cover. The system describes a state of coalitional bargaining stability where every player has a bargaining alternative against any other player to support his corresponding equilibrium claim. Any coalition in the sable system may form and divide the characteristic value function of the coalition as prescribed by the equilibrium payoffs. If syndicates are allowed to form, a formed coalition may become a syndicate using the equilibrium payoffs as disagreement values in bargaining for a part of the complementary coalition incremental value to the grand coalition when formed. The emergent well known-constant sum derived game in partition function is described in terms of parameters that result from incumbent binding agreements. The strategic-equilibrium corresponding to the derived game gives an equal value claim to all players. This surprising result is alternatively explained in terms of strategic-equilibrium based possible outcomes by a sequence of bargaining stages that when the binding agreements are in the right sequential order, von Neumann and Morgenstern (vN-M non-discriminatory solutions emerge. In these solutions a preferred branch by a sufficient number of players is identified: the weaker players syndicate against the stronger player. This condition is referred to as the stronger player paradox. A strategic alternative available to the stronger players to overcome the anticipated not desirable results is to voluntarily lower his bargaining equilibrium claim. In doing the original strategic equilibrium is modified and vN-M discriminatory solutions may occur, but also a different stronger player may emerge that has eventually will have to lower his equilibrium claim. A sequence of such measures converges to the equal
THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS

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M. A. Lyashenko

2015-01-01

Full Text Available Consideration subject in this article are models of strategic management of large transnational information and communication business. The purpose of the presented work consists in formation of ideas of model of strategic management on the example of infocommunication business. For achievement of a goal the author of article carries out the analysis and synthesis of the existing practice of strategic management in infocommunication business. For achievement of a goal, as methodological base, the systems and logical analysis was selected. In water part of article the interrelation of a computerization of basic functions of a business management, by public and public institutions, growth of the enterprises of the information and communication sphere and formation of a pool of specially prepared labor with development of practice of a strategation is presented. In the main part of article practice of the organization of strategic management of infocommunication business in three leading fi rms of this branch of Microsoft, Dell, Intel is considered. Consideration is directly coordinated to evolution of the infocommunication branch defi ning regularities of strategic management. The model strategic management in the Microsoft company conceptually corresponds to strategy of growth and includes three elements: representation, participation and innovations. At the heart of model of strategic management of Intel there are two elements: fi rst, deduction of leader positions in the of a segment by means of development, productions and sales of the most eff ective and available goods at the price, secondly, is maximizing use value of the fi nal product of the company. Generally the model of strategic management of Dell includes three basic elements: development and use of the latest technologies, high quality of goods, eff ective interrelation in a value creation chain. As result of the experiment of strategic management of large information
Strategic Management of Innovations at Pharmaceutical Enterprises

Directory of Open Access Journals (Sweden)

Honcharova Svіtlana Yu.

2014-01-01

Full Text Available The article is devoted to theoretical and practical issues of the use of the concept of strategic management of innovations at pharmaceutical enterprises. It studies main barriers, which restrict development of Ukrainian pharmaceutical enterprises. It analyses the state and tendencies of development of innovation activity of pharmaceutical enterprises and studies foreign experience of innovation activity. It marks out specific features of strategic management of innovation development in pharmaceutical industry. It specifies the role and advantages of methods of strategic analysis in the system of management of a pharmaceutical enterprise. It considers the essence of “innovation development” and “innovation model of development” notions and analyses their organisational and legal provision. It justifies strategic tasks of the pharmaceutical filed to focus on in order to achieve a breakthrough when building an innovation model of economic development. The article proves that the most important factors that ensure growth of efficiency of pharmaceutical production are: wide application of the concept of strategic management and creation of innovations.
Strategic Planning for School Success.

Science.gov (United States)

Herman, Jerry J.

1993-01-01

Strategic planners concerned with such matters as high-achieving students, high-performing teachers, broad-based community support, and a two-way involvement with the community must analyze the strengths, weaknesses, opportunities, and threats existing in the school's internal and external environment. A sample SWOT analysis is included. (MLH)
Innovation and strategic competitiveness

Directory of Open Access Journals (Sweden)

Jović Mile B.

2003-01-01

Full Text Available Paper discussed relationships of innovation to achieving strategic competitiveness in today globalized economic environment. Special attention is devoted to the nature of competitive advantages on global industries as well national level. Competitive advantage is a firm's ability to transform inputs into goods and services at a profit on a sustained basis, better than competitors. Comparative advantage resides in the factor endowments and created endowments of particular regions. Beside the traditional endowment approach (land, natural resources, labor and the size of the local population it is emphasized the importance of created one such as skilled labor, the technology and knowledge base, government support and culture. Creating corporate or country competitiveness roadmap there are no substantial difference - innovative as well strategic approach is essential.
Understanding the use of strategic intelligence as a strategic management tool in the long-term insurance industry in South Africa

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René Pellissier

2011-10-01

The paper obtained the qualitative views and opinions of strategic decision makers, on an executive managerial level within the South African long-term insurance industry, on their organisations use of strategic intelligence. It was found that there are marked differences in the conformity and usage of strategic intelligence and its components between the organisations surveyed, with a measurable difference between large and small organisations. It is, however, generally viewed that the use of a strategic intelligence framework could greatly enhance decision-making. Data collection for the research undertaken was limited to the 82 long-term insurance companies, which were registered with the South African Financial Services Board. More specifically the focus was on the organisations listed on the Johannesburg Securities Exchange within the Life Assurance sector, within which a final response rate of 36.1% was achieved, including the 100% response rate from the six listed organisations. By understanding the extent to which strategic intelligence is utilised in the South African longterminsurance industry, and the benefits or problems that are experienced by implementing and using strategic intelligence as an input to the strategic management process we can comprehend the value that strategic intelligence adds in the decision making process. The originality of this work concludes in the identification and utilisation of the most important factors of a strategic intelligence framework that will greatly enhance global corporate decisionmakingand result in competitive advantage and constant innovation within the South African business environment.
Strategic Map for Achieving Enceladus Ocean Exploration in Our Time

Science.gov (United States)

Sherwood, B.

2015-12-01

At AGU 2014, the author presented a decomposition and sequencing of science questions and technical capabilities that define viable programmatic pathways to enable sample return and advanced in situ exploration of the Enceladan ocean, consistent with NASA mission-opportunity constraints. Elaborated and refined in 2015 via JpGU, AbSciCon, IAC, and COSPAR Water, this plan is now specific: discrete and integrated analyses and coordination actions that, if acted on by the community over the next 45 months, could result in Enceladus ocean exploration appearing in the next Planetary Decadal Survey's mission priorities, issued in 2021. At AGU 2015, a product-based, outcome-measurable, stepwise milestone plan is presented to catalyze the next level of community discussion. Topics covered by the action plan include: hypothesis-driven science questions; mission cost as a function of mission capability; mission selectability as a function of programmatic constraints and evaluation process; exploration technologies as a function of funding and schedule; international consensus on forward and backward planetary protection requirements and solutions for exploring worlds with astrobiologically significant liquid water; and strategic balance among major NASA planetary science initiatives. Key Decadal-runup milestones are analyzed with respect to stakeholders, success criteria, and - critically - calendar and precedence. These results then inform a multi-year action plan to generate, vet, and socialize throughout the community a set of technically and fiscally viable mission concepts, respectively enabled by an achievable technology development roadmap also detailed in the presentation. This can begin to align advocate actions toward a broad community goal of exploring the Enceladan ocean. Without such coordination, which must reach fruition by Sep 2019, the probability that the next Decadal could explicitly prioritize mission objectives for Enceladus ocean exploration - as one of
Cognitive Characteristics of Strategic and Non-strategic Gamblers.

Science.gov (United States)

Mouneyrac, Aurélie; Lemercier, Céline; Le Floch, Valérie; Challet-Bouju, Gaëlle; Moreau, Axelle; Jacques, Christian; Giroux, Isabelle

2018-03-01

Participation in strategic and non-strategic games is mostly explained in the literature by gender: men gamble on strategic games, while women gamble on non-strategic games. However, little is known about the underlying cognitive factors that could also distinguish strategic and non-strategic gamblers. We suggest that cognitive style and need for cognition also explain participation in gambling subtypes. From a dual-process perspective, cognitive style is the tendency to reject or accept the fast, automatic answer that comes immediately in response to a problem. Individuals that preferentially reject the automatic response use an analytic style, which suggest processing information in a slow way, with deep treatment. The intuitive style supposes a reliance on fast, automatic answers. The need for cognition provides a motivation to engage in effortful activities. One hundred and forty-nine gamblers (53 strategic and 96 non-strategic) answered the Cognitive Reflection Test, Need For Cognition Scale, and socio-demographic questions. A logistic regression was conducted to evaluate the influence of gender, cognitive style and need for cognition on participation in strategic and non-strategic games. Our results show that a model with both gender and cognitive variables is more accurate than a model with gender alone. Analytic (vs. intuitive) style, high (vs. low) need for cognition and being male (vs. female) are characteristics of strategic gamblers (vs. non-strategic gamblers). This study highlights the importance of considering the cognitive characteristics of strategic and non-strategic gamblers in order to develop preventive campaigns and treatments that fit the best profiles for gamblers.
Achieving Energy Efficiency Through Real-Time Feedback

Energy Technology Data Exchange (ETDEWEB)

Nesse, Ronald J.

2011-09-01

Through the careful implementation of simple behavior change measures, opportunities exist to achieve strategic gains, including greater operational efficiencies, energy cost savings, greater tenant health and ensuing productivity and an improved brand value through sustainability messaging and achievement.
Strategic Communication: A Department of Defense Approach

National Research Council Canada - National Science Library

Stovicek, Bart E

2007-01-01

US Government (USG) Strategic Communication (SC) is neither a process to be implemented, nor a capability to be employed, rather, it is an effect achieved through the exercise of all elements of national power...
Desired, Perceived, and Achieved Sustainability: Trade-Offs in Strategic and Operational Packaging Development

NARCIS (Netherlands)

de Koeijer, Bjorn; de Lange, Jos; Wever, Renee

2017-01-01

The alignment of the strategic and the operational level of packaging development in relation to the integration of sustainability is not addressed extensively in current research. This paper aims to address this, by focusing on the decision-making interrelations of key actors (marketing and
Children’s strategic theory of mind

Science.gov (United States)

Sher, Itai; Koenig, Melissa; Rustichini, Aldo

2014-01-01

Human strategic interaction requires reasoning about other people’s behavior and mental states, combined with an understanding of their incentives. However, the ontogenic development of strategic reasoning is not well understood: At what age do we show a capacity for sophisticated play in social interactions? Several lines of inquiry suggest an important role for recursive thinking (RT) and theory of mind (ToM), but these capacities leave out the strategic element. We posit a strategic theory of mind (SToM) integrating ToM and RT with reasoning about incentives of all players. We investigated SToM in 3- to 9-y-old children and adults in two games that represent prevalent aspects of social interaction. Children anticipate deceptive and competitive moves from the other player and play both games in a strategically sophisticated manner by 7 y of age. One game has a pure strategy Nash equilibrium: In this game, children achieve equilibrium play by the age of 7 y on the first move. In the other game, with a single mixed-strategy equilibrium, children’s behavior moved toward the equilibrium with experience. These two results also correspond to two ways in which children’s behavior resembles adult behavior in the same games. In both games, children’s behavior becomes more strategically sophisticated with age on the first move. Beyond the age of 7 y, children begin to think about strategic interaction not myopically, but in a farsighted way, possibly with a view to cooperating and capitalizing on mutual gains in long-run relationships. PMID:25197065
Patterns in Elementary School Students' Strategic Actions in Varying Learning Situations

Science.gov (United States)

Malmberg, Jonna; Järvenoja, Hanna; Järvelä, Sanna

2013-01-01

This study uses log file traces to examine differences between high-and low-achieving students' strategic actions in varying learning situations. In addition, this study illustrates, in detail, what strategic and self-regulated learning constitutes in practice. The study investigates the learning patterns that emerge in learning situations…
Analyzing Sustainable Competitive Advantage: Strategically Managing Resource Allocations to Achieve Operational Competitiveness

Directory of Open Access Journals (Sweden)

Abdul Malek Nurul Aida

2015-12-01

Full Text Available In today’s dynamic business environment, a key challenge for all companies is to make adaptive adjustments to their manufacturing strategy. This study demonstrates the competitive priorities of manufacturing strategy in hydro-power case company to evaluate the level of sustainable competitive advantage and also to further analyze how business strategies are aligned with manufacturing strategies. This research is based on new holistic analytical evaluation of manufacturing strategy index, sense and respond, and sustainable competitive advantage models. These models help to describe, evaluate, and optimize resource allocation to meet the performance requirements in dynamic decision making. Furthermore, these models evaluate operational competitiveness for manufacturing strategies according to the multi-criteria priority. The results show that the adjustments of competitive priorities in manufacturing strategies by implementing the proposed holistic analytical models are helpful in strategically managing business operations. The discussion derives the most critical attributes in business operations while alignment of resource allocation with competitive priorities help to strategically focus those attributes. In conclusion, we argue that resource allocation and manufacturing strategies have become the most important capabilities in a business environment where companies focus to get a sustainable competitive advantage.
Developing Strategic Thinking in Business Education

Directory of Open Access Journals (Sweden)

Contantin BRĂTIANU

2015-09-01

Full Text Available The new business environment becomes more and more turbulent with rapid and unpredictable changes. Operational management focusing on present issues and profit maximization is not able to look into the future and anticipate market dynamics. Companies need to develop strategic management as an overarching framework able to search into the future and construct strategies for achieving a competitive advantage. That needs a new way of thinking and decision making. The core of that process is strategic thinking. The purpose of this paper is to analyze the content of strategic thinking and to investigate how it is developed in business education. I shall analyze the content of strategic thinking using a metaphorical approach and considering a spectrum of monochromatic thinking models based on some determinant features. For the second part I performed a survey based on a questionnaires addressed to 5000 students enrolled in undergraduate and graduate programs of economics and business from the main schools of economic sciences in Romania. The questionnaire contains 47 items able to reveal the dimensions of the strategic thinking pattern we consider of being significant for the managers in this new knowledge economy. Results show the need for improving the content of business education curriculum, and the teaching approach.
Effective Human Resource Management is of Vital Importance to the Achievement of Organizational Strategic Goals

Institute of Scientific and Technical Information of China (English)

黄嘉

2014-01-01

Strategic human resource management is playing a more and more important role in modern organization management. Recruitment is the front line of human resource management. The effectiveness of recruitment directly influences the normal operation and management of business. The aim of this report is to identify a recruitment procedure that can solve the current problems of Dongfeng Cinema Equipment Company, supporting by related strategic human resource theories and concepts. It found out that different recruitment policy and procedure should be adopted according to the different developing stage of organization, and the scientific and systematic evaluation mechanism is also of vital importance.
Selfishness Level of Strategic Games

NARCIS (Netherlands)

Apt, K.R.; Schäfer, G.

2014-01-01

We introduce a new measure of the discrepancy in strategic games between the social welfare in a Nash equilibrium and in a social optimum, that we call selfishness level. It is the smallest fraction of the social welfare that needs to be offered to each player to achieve that a social optimum is
Strategic Implications of the Battle of the Atlantic

National Research Council Canada - National Science Library

Kosich, Francis

2000-01-01

.... Although Hitler correctly identified Britain's economy as its center of gravity and had success in attacking it through 1943, he failed to demonstrate the strategic vision necessary to achieve...
Amtrak's strategic business plan : progress to date

Science.gov (United States)

1996-07-24

To address its financial crisis and make its operations more efficient, in 1995 : Amtrak undertook a major corporate restructuring, along with developing its : Strategic Business Plan. This report (1) reviews Amtrak's success to date in : achieving f...
Strategic Adaptation

DEFF Research Database (Denmark)

Andersen, Torben Juul

2015-01-01

This article provides an overview of theoretical contributions that have influenced the discourse around strategic adaptation including contingency perspectives, strategic fit reasoning, decision structure, information processing, corporate entrepreneurship, and strategy process. The related...... concepts of strategic renewal, dynamic managerial capabilities, dynamic capabilities, and strategic response capabilities are discussed and contextualized against strategic responsiveness. The insights derived from this article are used to outline the contours of a dynamic process of strategic adaptation....... This model incorporates elements of central strategizing, autonomous entrepreneurial behavior, interactive information processing, and open communication systems that enhance the organization's ability to observe exogenous changes and respond effectively to them....

Action learning: a tool for the development of strategic skills for Nurse Consultants?

Science.gov (United States)

Young, Sarah; Nixon, Eileen; Hinge, Denise; McFadyen, Jan; Wright, Vanessa; Lambert, Pauline; Pilkington, Carolyn; Newsome, Christine

2010-01-01

This paper will discuss the process of action learning and the outcomes of using action learning as a tool to achieve a more strategic function from Nurse Consultant posts. It is documented that one of the most challenging aspect of Nurse Consultant roles, in terms of leadership, is the strategic contribution they make at a senior corporate Trust level, often across organizations and local health economies. A facilitated action learning set was established in Brighton, England, to support the strategic leadership development of eight nurse consultant posts across two NHS Trusts. Benefits to patient care, with regard to patient pathways and cross-organizational working, have been evident outcomes associated with the nurse consultant posts involved in the action learning set. Commitment by organizational nurse leaders is essential to address the challenges facing nurse consultants to implement change at strategic levels. The use of facilitated action learning had been a successful tool in developing the strategic skills of Nurse Consultant posts within this setting. Action learning sets may be successfully applied to a range of senior nursing posts with a strategic remit and may assist post holders in achieving better outcomes pertinent to their roles.
Strategic political postures and political market orientation

DEFF Research Database (Denmark)

Ormrod, Robert P.; Henneberg, Stephan C.

2010-01-01

by developing an integrated concept of political marketing strategy using two complementary frameworks, namely Strategic Political Postures (SPP) and Political Market Orientation (PMO). We introduce the two main concepts and derive for each of the strategic posture-specific PMO profiles as well as inter......Recently, the areas of strategic political marketing and political market orientation have been the subject of several conceptual articles which have provided the theoretical foundations for further empirical work. However, despite the close conceptual relatedness of the proposed concepts......, these have yet to be integrated to provide a more nuanced framework which both researchers and political marketing practitioners can utilise in the development of strategies and offerings with which to achieve their organizational goals. The aim of this conceptual paper is to address this deficit...
strategic human resource management practices and organizational

African Journals Online (AJOL)

performance and become a true strategic partner by contributing to the ... or the factors available to a company which help to perform its ... growth, and SHRM is the best way to achieve this. ... organization as measures of organizational growth.
NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

POP Zenovia Cristiana

2013-07-01

Full Text Available For developing economies the development of enterprises should be a strategic goal, this way of thinking may become viable only as a result of a combination of judicious analysis based on specific local economic aspects and a set of actions to correct any slippage or amplify existing development trends taken by the managers. A better leadership would unequivocally lead to a better strategy but sometimes the lack of information, first about the external environment, continuously undergoing quick and radical changes, the political problems and the complexity of the implementation of the strategy or the costs that it implies are not taken into consideration. Therefore managers have two options: to establish strategies, which would lead to the achievement of the objectives; evaluate them on the basis of economic efficiency or to identify an already existent strategy and to adapt it to the environment changes in which the enterprise carries on its activity. This paper aims at discussing and explaining from a theoretical perspective, the evolution and the advantages and disadvantages of the strategic management process, in order to convey the managers a modality to achieve competitiveness and evaluate the position of the firm. In the first section, we explain the the necessity of strategic management process. In the second section we present the different evolution stages. The third section presents our conclusions regarding the advantages and disadvantages of the strategic management process, fundamental for the strategy success. The financial crisis did affect the Romanian economy and Romanian enterprises early in 2009 registering an impact of the crisis identified in the need of the managers to rethink their strategies, to improve their management skills and perspectives on the role of the employees after the crisis. In this paper we try to underline the evolution stages of the strategic management process with its own characteristics by which both
Strategic performance in hospitals: the use of the balanced scorecard by nurse managers.

Science.gov (United States)

Naranjo-Gil, David

2009-01-01

The competitive and dynamic health care sector has spurred hospitals into delivering greater flexibility and quality of services while cutting the hospital cost at the same time. However, hospitals differ in the extent to which they achieve these strategic goals. This article explores the use of a new management tool-the balanced scorecard-which facilitates managers to meet multiple strategic goals. It also analyzes how nurse managers use the balanced scorecard in an interactive or diagnostic way and its subsequent effect on strategic goal achievement (cost reduction and flexibility). It also examines how "balanced" is the balanced scorecard in terms of financial versus nonfinancial measures. Data were collected from a mail survey sent to 218 nurse managers in Spanish public hospitals. A satisfactory response rate was achieved, with 114 (52.29%) useful answered questionnaires. The results show that younger, more tenured, and clinically trained nurse managers would be more likely to use the balanced scorecard in an interactive way. Conversely, older, less tenured, and administratively trained managers would use it diagnostically. The results also indicate that the balanced scorecard facilitates the cost reduction and flexibility in hospitals only when it is used interactively. This article provides evidence that not only the technical design of the balanced scorecard matters, but also an appropriate use of the balanced scorecard is paramount for achievement of multiple strategic goals. An effective use of the balanced scorecard requires managers to actively stimulate dialogue and agreement among hospital's staff about desirable financial and nonfinancial performance measures in alignment with multiple strategic goals.
The Impact of Strategic Human Resource Management on Organizational Performance

Directory of Open Access Journals (Sweden)

Luftim CANIA

2014-12-01

Full Text Available Organizational performance is getting more and more important, especially in a market with greater competition and dynamic. Organizational performance is measured through different indicators. It guarantees the continuity of the organization to be competitive in a global marketplace. Normally, the implementation of performance indicators achieved through human resources. Human resources are the key for keeping the organization in the market so competitive. These human resources need to be managed effectively to achieve the required performance of the organization. It is necessary to manage strategically the human resources and to adapt at its strategy with organizational strategy. The aim of this study is focused on the impact of the strategic management of human resource in achieving organizational performance. This study was conducted based on primary and secondary sources. How much organizations appear competitive in the market through achieving the performance indicators? How important is the management of human resources in achieving organizational performance? So, through the skills, behaviors and attitudes would be expected by human resources to achieve the required performance in the organization.
Scope of strategic marketing

Directory of Open Access Journals (Sweden)

Bradley Frank

2004-01-01

Full Text Available Marketing is a philosophy that leads to the process by which organizations, groups and individuals obtain what they need and want by identifying value, providing it, communicating it and delivering it to others. The core concepts of marketing are customers needs, wants and values; products, exchange, communications and relationships. Marketing is strategically concerned with the direction and scope of the long-term activities performed by the organization to obtain a competitive advantage. The organization applies its resources within a changing environment to satisfy customer needs while meeting stakeholder expectations. Implied in this view of strategic marketing is the requirement to develop a strategy to cope with competitors, identify market opportunities, develop and commercialize new products and services, allocate resources among marketing activities and design an appropriate organizational structure to ensure the perform once desired is achieved.
Urban sustainability through strategic planning: A case of metropolitan planning in Khulna city, Bangladesh

Directory of Open Access Journals (Sweden)

Md. Ashiq Ur Rahman

2016-06-01

Full Text Available Planning is a crucial element for any development initiative. Planning entails choice making in pursuit of stated goals e.g. improving living conditions for individuals and societies. Planning initiatives are employed within social systems that are governed by institution, and planning intervenes with and may reconfigure these institutions resulting in social change. This paper discusses how urban sustainability can be achieved through strategic action in urban development by analysing the planning process of Khulna city, Bangladesh. This paper reviews different scholarly articles to draw a conceptual framework for identifying the interface of strategic planning, components of strategic action planning and urban sustainability. Based on this conceptual framework this paper identifies the scope of achieving urban sustainability through analysing the current planning practice of Khulna city, Bangladesh. This paper identifies that though the Khulna city plan adopted the approach of strategic planning but it failed to comply with its theoretical notion to achieve the issues related to urban sustainability. Analysis reveals that in terms of social attribute that recognizes the interest of different group of people the exiting planning packages is not sustainable. Similar phenomenon have been observed in terms of recognition of gender and marginalized people in planning, equitable provision of income and employment generation, peoples’ participation in planning and polices for ensuring equitable access to infrastructure services. Therefore the existing planning package of Khulna city failed to achieve the issues of urban sustainability through its adapted strategic planning approach.
Strategic management system in a healthcare setting--moving from strategy to results.

Science.gov (United States)

Devitt, Rob; Klassen, Wolf; Martalog, Julian

2005-01-01

One of the historical challenges in the healthcare system has been the identification and collection of meaningful data to measure an organization's progress towards the achievement of its strategic goals and the concurrent alignment of internal operating practices with this strategy. Over the last 18 months the Toronto East General Hospital (TEGH) has adopted a strategic management system and organizing framework that has led to a metric-based strategic plan. It has allowed for formal and measurable linkages across a full range of internal business processes, from the annual operating plan to resource allocation decisions, to the balanced scorecard and individual performance evaluations. The Strategic Management System (SMS) aligns organizational planning and performance measurement, facilitates an appropriate balance between organizational priorities and resolving "local" problems, and encourages behaviours that are consistent with the values upon which the organization is built. The TEGH Accountability Framework serves as the foundation for the entire system. A key tool of the system is the rolling three-year strategic plan for the organization that sets out specific annual improvement targets on a number of key strategic measures. Individual program/department plans with corresponding measures ensure that the entire organization is moving forward strategically. Each year, all plans are reviewed, with course adjustments made to reflect changes in the hospital's environment and with re-calibration of performance targets for the next three years to ensure continued improvement and organizational progress. This system has been used through one annual business cycle. Results from the past year show measurable success. The hospital has improved on 12 of the 15 strategic plan metrics, including achieving the targeted 1% operating surplus while operating in an environment of tremendous change and uncertainty. This article describes the strategic management system used
Strategic Entrepreneurship

DEFF Research Database (Denmark)

Klein, Peter G.; Barney, Jay B.; Foss, Nicolai Juul

Strategic entrepreneurship is a newly recognized field that draws, not surprisingly, from the fields of strategic management and entrepreneurship. The field emerged officially with the 2001 special issue of the Strategic Management Journal on “strategic entrepreneurship”; the first dedicated...... periodical, the Strategic Entrepreneurship Journal, appeared in 2007. Strategic entrepreneurship is built around two core ideas. (1) Strategy formulation and execution involves attributes that are fundamentally entrepreneurial, such as alertness, creativity, and judgment, and entrepreneurs try to create...... and capture value through resource acquisition and competitive posi-tioning. (2) Opportunity-seeking and advantage-seeking—the former the central subject of the entrepreneurship field, the latter the central subject of the strategic management field—are pro-cesses that should be considered jointly. This entry...
Role of strategic planning in engineering management

Science.gov (United States)

Krishen, Kumar

1993-01-01

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.
75 FR 39493 - United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015

Science.gov (United States)

2010-07-09

... plan includes the USPTO's mission statement, vision statement and a description of the strategic goals... achieve its vision. Full details on how the USPTO plans to implement the strategic plan, including funding...] United States Patent and Trademark Office Draft Strategic Plan for FY 2010-2015 AGENCY: United States...
Political Market Orientation and Strategic Party Postures in Danish Political Parties

DEFF Research Database (Denmark)

Ormrod, Robert P.; Henneberg, Stephan

2011-01-01

Purpose – This paper investigates the relationship between the strategic postures and political market orientation profile of two Danish parties. Profile stability at the organisational level is used as a control variable. Design/methodology/approach – The strategic political postures of two Danish...... parties are derived using a self-typing study. Based on configuration theory, ideal organisational profiles to implement these studies are juxtaposed with the actual political market orientation profile for each party, gained from two datasets analysed using Partial Least Squares. Member activity levels...... Ideologist. Thus, Party A exhibits a mismatch between strategic orientation and implemented organisational profile, based on configuration theory. The results were generally stable across political activity levels. Originality/value – The study contributes to understanding the concept of market orientation...
Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

NARCIS (Netherlands)

L. Glaser (Lotte); S.P.L. Fourné (Sebastian); T. Elfring (Tom)

2015-01-01

textabstractDrawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units’ exploratory innovation. Analyses of multi-source and
Strategic Planning: What's so Strategic about It?

Science.gov (United States)

Strong, Bart

2005-01-01

The words "strategic" and "planning" used together can lead to confusion unless one spent the early years of his career in never-ending, team-oriented, corporate training sessions. Doesn't "strategic" have something to do with extremely accurate bombing or a defensive missile system or Star Wars or something? Don't "strategic" and "planning" both…
Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

NARCIS (Netherlands)

Glaser, L.; Fourne, S.P.L.; Elfring, T.

2015-01-01

Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units’ exploratory innovation. Analyses of multi-source and multi-level data,
Rangers and the Strategic Requirements for Direct Action Forces

National Research Council Canada - National Science Library

Zunde, Aidis

1998-01-01

.... This analysis indicates that the achievement of strategic ends also requires a large-scale special operations ground direct action force to accomplish direct action missions beyond the capabilities of other assets...
Role of marketing metrics in strategic brand management

Directory of Open Access Journals (Sweden)

Mamula Tatjana

2012-01-01

Full Text Available This paper shows the role and importance of a brand as a strategic instrument of a company, that ensures sustainability of company's performance in the market on a longer-term basis. To achieve brand competitiveness, it is necessary to manage its equity, which is presented in this paper as an imperative of everyday business operations. Brand evaluation in strategic management is conducted by measuring brand performance in the market, finding measures and ways to manage the brand successfully in order to increase its equity using the set of marketing metric indicators.
Strategic Plan for Light Water Reactor Research and Development

International Nuclear Information System (INIS)

2004-01-01

The purpose of this strategic plan is to establish a framework that will allow the Department of Energy (DOE) and the nuclear power industry to jointly plan the nuclear energy research and development (R and D) agenda important to achieving the Nation's energy goals. This strategic plan has been developed to focus on only those R and D areas that will benefit from a coordinated government/industry effort. Specifically, this plan focuses on safely sustaining and expanding the electricity output from currently operating nuclear power plants and expanding nuclear capacity through the deployment of new plants. By focusing on R and D at addresses the needs of both current and future nuclear plants, DOE and industry will be able to take advantage of the synergism between these two technology areas, thus improving coordination, enhancing efficiency, and further leveraging public and private sector resources. By working together under the framework of this strategic plan, DOE and the nuclear industry reinforce their joint commitment to the future use of nuclear power and the National Energy Policy's goal of expanding its use in the United States. The undersigned believe that a public-private partnership approach is the most efficient and effective way to develop and transfer new technologies to the marketplace to achieve this goal. This Strategic Plan is intended to be a living document that will be updated annually
Local Instruction Theory (LIT) on spherical geometry for enhancement students’ strategic competence

Science.gov (United States)

Nuraida, I.; Kusumah, Y. S.; Kartasasmita, B. G.

2018-03-01

This research focused on the analysis of the materials spherical geometry of the wake in an attempt to enhancemet the strategic competence of students and to produce learning trajectory. That is because the materials that are used less catchy concept gives students. Learning materials with Local Instructional Theory (LIT) can enhancemet the strategic competence of the students. This research aims to study the difference of achievement and improving the strategic competence of the students who got the Realistics Mathematics Education (RME) and (LIT) with conventional learning. This research is the Design Research with two cycles. This research has three phases i.e. 1) preparing for the experiment/preliminary; 2) teaching eksperiment; 3) retrospective analysis. The population of the research was the whole IX group junior high school 1 Rajapolah with samples of IXg and IXj group. Results of the analysis of the data shows that students based on Mathematical Prior Knowledge (MPK) acquire learning achievement have RME and LIT and enhancement strategic competence of the mathematical that are higher than those of students who obtain the conventional learning.

Model of modern strategic management of an enterprise: contents and components

Directory of Open Access Journals (Sweden)

I.T. Raykovska

2015-09-01

Full Text Available The article investigates different interpretations and definitions of the concept of strategic management. It also aims to identify the ways of revealing the components and peculiarities of the concept.On the base of the critical analysis of economic literature the author singles out process, target, and complex approaches to the interpretation of the essence of strategic management and indicates that strategic management is a complex concept that encompasses management of strategic opportunities and operative management of problems in real time to respond to unpredictable changes fast. According to the modern understanding of strategic management the author singles out its main peculiarities which presuppose ensuring of quick response of an enterprise to the changes of external environment with the help of already developed strategic methods and models, strategic thinking of employees of an economic entity aimed at achieving its development strategy. The parameters of comparison of operating and strategic management are systematized. It is established that operating management is centered on the search for the ways of better use of enterprise resources, while strategic management looks to the needs and changes of external environment, tracking and adapting to its changes, search for new possibilities in competitive environment. The conceptual model of strategic management of an enterprise is formed. It is stated that the use of the model enables to determine the place of strategic analysis in the discussed system and to ensure the fulfillment of strategic plans.
Viral Hepatitis Strategic Information to Achieve Elimination by 2030: Key Elements for HIV Program Managers.

Science.gov (United States)

Hutin, Yvan; Low-Beer, Daniel; Bergeri, Isabel; Hess, Sarah; Garcia-Calleja, Jesus Maria; Hayashi, Chika; Mozalevskis, Antons; Rinder Stengaard, Annemarie; Sabin, Keith; Harmanci, Hande; Bulterys, Marc

2017-12-15

Evidence documenting the global burden of disease from viral hepatitis was essential for the World Health Assembly to endorse the first Global Health Sector Strategy (GHSS) on viral hepatitis in May 2016. The GHSS on viral hepatitis proposes to eliminate viral hepatitis as a public health threat by 2030. The GHSS on viral hepatitis is in line with targets for HIV infection and tuberculosis as part of the Sustainable Development Goals. As coordination between hepatitis and HIV programs aims to optimize the use of resources, guidance is also needed to align the strategic information components of the 2 programs. The World Health Organization monitoring and evaluation framework for viral hepatitis B and C follows an approach similar to the one of HIV, including components on the following: (1) context (prevalence of infection), (2) input, (3) output and outcome, including the cascade of prevention and treatment, and (4) impact (incidence and mortality). Data systems that are needed to inform this framework include (1) surveillance for acute hepatitis, chronic infections, and sequelae and (2) program data documenting prevention and treatment, which for the latter includes a database of patients. Overall, the commonalities between HIV and hepatitis at the strategic, policy, technical, and implementation levels justify coordination, strategic linkage, or integration, depending on the type of HIV and viral hepatitis epidemics. Strategic information is a critical area of this alignment under the principle of what gets measured gets done. It is facilitated because the monitoring and evaluation frameworks for HIV and viral hepatitis were constructed using a similar approach. However, for areas where elimination of viral hepatitis requires data that cannot be collected through the HIV program, collaborations are needed with immunization, communicable disease control, tuberculosis, and hepatology centers to ensure collection of information for the remaining indicators. �
Strategic Leadership and Entrepreneurial Capability for Game Change

DEFF Research Database (Denmark)

Abdelgawad, Sondos G.; Zahra, Shaker A.; Velikova, Silviya Svejenova

2013-01-01

In this article, we introduce the concept of entrepreneurial capability (EC) to capture a firm’s capacity to sense, select, and shape opportunities, and synchronize their strategic moves and resources in pursuit of these opportunities. We define EC and explain its dimensions, highlighting its role...... in achieving and sustaining a firm’s competitive advantage. We also propose that EC is instrumental for realizing a firm’s game-changing strategies, that is, those strategic moves that fundamentally alter the nature, domain and dynamics of competition. Furthermore, we propose that strategic leadership plays...... an essential role in honing a company’s EC and aligning it with its game-changing strategy by creating an organizational context where transforming the business ecosystem becomes feasible. Finally, we articulate the implications of EC for managerial practices and for advancing future research...
Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

Science.gov (United States)

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.
FY16 Strategic Themes White Paper.

Energy Technology Data Exchange (ETDEWEB)

Leland, Robert W. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

2017-03-01

The Science and Technology (S&T) Division 1000 Strategic Plan includes the Themes, Goals, and Actions for FY16. S&T will continue to support the Labs Strategic plan, Mission Areas and Program Management Units by focusing on four strategic themes that align with the targeted needs of the Labs. The themes presented in this plan are Mission Engagement, Bold Outcomes, Collaborative Environment, and the Safety Imperative. Collectively they emphasize diverse, collaborative teams and a self-reliant culture of safety that will deliver on our promise of exceptional service in the national interest like never before. Mission Engagement focuses on increasing collaboration at all levels but with emphasis at the strategic level with mission efforts across the labs. Bold Outcomes seeks to increase the ability to take thoughtful risks with the goal of achieving transformative breakthroughs more frequently. Collaborative environment strives for a self-aware, collaborative working environment that bridges the many cultures of Sandia. Finally, Safety Imperative aims to minimize the risk of serious injury and to continuously strengthen the safety culture. Each of these themes is accompanied by a brief vision statement, several goals, and planned actions to support those goals throughout FY16 and leading into FY17.
Case one. Evolution of a strategic plan: an organizational perspective.

Science.gov (United States)

Van Pelt, G C

1990-01-01

The practice of strategic planning, both in business and healthcare, greatly expanded during the 1970's. Many process models were proposed and applied to determine environmental threats and opportunities, to identify achievable goals and to predetermine achievable courses of action. Developing and maintaining a strategic planning process is described as a requirement for healthcare organizations. This case report is a study of the successful evolution of a planning process which the author presents as a model for other institutions. The case describes the development of a formal process for strategy formulation, based on economic definitions of strategy, under what Ansoff would consider ideal conditions. It is unique in that it ties the process to product line management implementation.
Quality and effectiveness of strategic environmental assessment ...

African Journals Online (AJOL)

However, the SEA also achieved significant successes in terms of 'indirect outputs', such as a more holistic approach to water management, facilitated more effective public participation and contributed to broader strategic planning in the department. The paper concludes by making recommendations to improve the quality ...
Analysis of optoelectronic strategic planning in Taiwan by artificial intelligence portfolio tool

Science.gov (United States)

Chang, Rang-Seng

1992-05-01

Taiwan ROC has achieved significant advances in the optoelectronic industry with some Taiwan products ranked high in the world market and technology. Six segmentations of optoelectronic were planned. Each one was divided into several strategic items, design artificial intelligent portfolio tool (AIPT) to analyze the optoelectronic strategic planning in Taiwan. The portfolio is designed to provoke strategic thinking intelligently. This computer- generated strategy should be selected and modified by the individual. Some strategies for the development of the Taiwan optoelectronic industry also are discussed in this paper.
Strategic foresight process--Improvements for the Hungarian Ministry of Defense

OpenAIRE

Németh, Bence

2016-01-01

Approved for public release; distribution is unlimited In 2013Ð2014, the Hungarian Ministry of Defense (HUN MoD) engaged in its first structured strategic Foresight process, a process designed to examine events that might affect Hungary until 2030. While it achieved success, the process also had shortcomings. Namely, the Strategic Analysis Group accurately predicted two events, Russia's use of military force and the migration crisis worsening, yet they neither foresaw how fast Russian aggr...
Shady strategic behavior : Recognizing strategic behavior of Dark Triad followers

NARCIS (Netherlands)

Schyns, Birgit; Wisse, Barbara; Sanders, Stacey

2018-01-01

The importance of strategic behavior in organizations has long been recognized. However, so far the literature has primarily focused on leaders’ strategic behavior, largely ignoring followers’ strategic behavior. In the present paper, we take a follower trait perspective to strategic follower
STRATEGIC MARKET POSITION OF THE GDANSK AIRPORT

Directory of Open Access Journals (Sweden)

Henryk Ćwikliński

2015-09-01

Full Text Available Airports are a key link of the air transport infrastructure, which is a part of the whole transportation system. Their potential is determined by a network of airlines relations and affects the long-term, strategic position in the market of aviation services. The most possible scenario of the macro-environment of the Gdansk Airport has a relatively high predictability and generally positive influencing on the potential for development in the next years. Only international and demographic areas can constitute a barrier to achieving the strategic objectives. Gdansk Airport takes permanently the third position on the Polish market. Strategic gap analysis leads to the conclusion that, compared to its main competitors Airport Gdansk has a gap of compliance trends, but in relation to smaller regional airports excess gap. GDN services are located in the square "Star" in the BCG matrix. This airport has prepared an investment program till 2035. The dynamics of the projected increase in the number of passengers and air operations in Gdansk is generally slightly higher than the growth nationwide forecasts. The strategic challenge for next years will be to strengthen the status of the GDN as a Polish aviation gateway to Scandinavia.
STRATEGIC COMBINED JOINT SPECIAL OPERATIONS AND THE BALANCE BETWEEN NATIONAL AND COMMON INTEREST

Directory of Open Access Journals (Sweden)

Florin NEGULESCU

2011-01-01

Full Text Available This paper’s purpose is to explore how the relation between national interest and common interest of different countries determine them to build a transnational military alliance in order to achieve common strategic aims by launching strategic combined joint special operations. Those common strategic aims are composed, in variable percentages, of the partners’ national goals. The use of special operations for achieving national objectives is made after all political possibilities are ruled out and when using conventional forces is neither necessary nor recommended. The balance between the coalition’s common interest and member states’ national interest influences the strength of the partnership. There are three types of relations between the common interest of the coalition and the national interest of a state: direct, complementary, and opportunistic relationships
How Do Airlines Perceive That Strategic Alliances Affect Their Individual Branding?

Science.gov (United States)

Kalligiannis, Konstantinos; Iatrou, Kostas; Mason, Keith

2006-01-01

Much research has been carried out to evaluate the impact of strategic alliance membership on the performance of airlines. However it would be of interest to identify how airlines perceive this impact in terms of branding by each of the three global alliance groupings. It is the purpose of this paper to gather the opinion of airlines, belonging to the three strategic alliance groups, on the impact that the strategic alliance brands have had on their individual brands and how do they perceive that this impact will change in the future. To achieve this, a comprehensive survey of the alliance management and marketing departments of airlines participating in the three global strategic alliances was required. The results from this survey give an indication whether the strategic airline alliances, which are often referred to as marketing agreements, enhance, damage or have no impact on the individual airline brands.
US Strategic Plan: two years on

International Nuclear Information System (INIS)

Anon.

1992-01-01

In the two years since it issued its Strategic Plan for Building New Nuclear Power Plants, the US nuclear power industry says significant progress has been achieved. The plan's major points call for completing the engineering for advanced reactor designs over the next five years; identifying suitable sites for new nuclear plants; achieving stable regulatory conditions so investors can be assured of earning a fair return on financing for new plants; improving the performance of existing nuclear plants; resolving the waste problems; and improving public acceptance of nuclear power. (author)
Strategic Management Tools and Techniques Usage: a Qualitative Review

Directory of Open Access Journals (Sweden)

Albana Berisha Qehaja

2017-01-01

Full Text Available This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice‑based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990–2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, “what if” analysis, vision and mission statements, Porter’s five forces analysis, business financial analysis, key success factors analysis, cost‑benefit analysis and customer satisfaction.
The Interaction between Human and Organizational Capital in Strategic Human Resource Management (P.49-62)

OpenAIRE

Audia Junita

2017-01-01

Studies in strategic human resource management emphasize the contribution of human and human resource management to organizational performance achievement. Human and organizational capitals are strategic capability and mechanism to create value in an organization.This paper seeks to identify an interactive relationship between human and organizational capital in strategic human resource management theoretically, which so far, have not got adequate attention, particularly in a systemic relatio...
Strategic plan: Fiscal year 1997-Fiscal Year 2002

International Nuclear Information System (INIS)

1997-09-01

The U.S. Nuclear Regulatory Commission (NRC) has established a clear strategic direction that will enable the NRC to carry out its mission and achieve the results expected by its primary customers, the collective interests of the American public. The Commission believes that this mission must be the foundation for making decisions about what activities the agency should perform. Thus, the Commission's programmatic decisions will not be fee-driven but will be based on their contributions to public health and safety. This strategic plan establishes a strategic framework that will guide future decision-making and will help the NRC continue to meet its responsibility for protecting public health and safety, promoting the common defense and security, and protecting the environment. Meeting these responsibilities requires the collective efforts of the NRC and its licensees, since the regulatory oversight of licensees is the responsibility of the NRC and the safe and secure use of nuclear materials for civilian purposes is the responsibility of NRC licensees. Finally, the development and implementation of the strategic plan will meet the requirements of the Government Performance and Results Act
The Strategic Design Perspective

DEFF Research Database (Denmark)

Rasmussen, Jørgen

2006-01-01

In this article I argue, and exemplify, that designers working in close relation with industry, can have significant influence on the nature and the quality of the products (or services) produced by the companies. In order to achieve this, the designer must become one of the decisive factors...... in the strategic framework of the company. This is done by taking the design process to the business floor of the company and using the design competence to innovate, not only products, but the fundamental concepts for product selection. Using design as a strategic tool will cause entirely new products to emerge...... and will make entire groups of products change into services. In this way new markets will appear to benefit the innovative companies, and if designers do their job well, the focus will be on the users, and thereby benefiting them as well. An example of this process is Novo Nordisk. This pharmaceutical company...
Neurocognitive dysfunction in strategic and non-strategic gamblers.

Science.gov (United States)

Grant, Jon E; Odlaug, Brian L; Chamberlain, Samuel R; Schreiber, Liana R N

2012-08-07

It has been theorized that there may be subtypes of pathological gambling, particularly in relation to the main type of gambling activities undertaken. Whether or not putative pathological gambling subtypes differ in terms of their clinical and cognitive profiles has received little attention. Subjects meeting DSM-IV criteria for pathological gambling were grouped into two categories of preferred forms of gambling - strategic (e.g., cards, dice, sports betting, stock market) and non-strategic (e.g., slots, video poker, pull tabs). Groups were compared on clinical characteristics (gambling severity, and time and money spent gambling), psychiatric comorbidity, and neurocognitive tests assessing motor impulsivity and cognitive flexibility. Seventy-seven subjects were included in this sample (45.5% females; mean age: 42.7±14.9) which consisted of the following groups: strategic (n=22; 28.6%) and non-strategic (n=55; 71.4%). Non-strategic gamblers were significantly more likely to be older, female, and divorced. Money spent gambling did not differ significantly between groups although one measure of gambling severity reflected more severe problems for strategic gamblers. Strategic and non-strategic gamblers did not differ in terms of cognitive function; both groups showed impairments in cognitive flexibility and inhibitory control relative to matched healthy volunteers. These preliminary results suggest that preferred form of gambling may be associated with specific clinical characteristics but are not dissociable in terms of cognitive inflexibility and motor impulsivity. Copyright © 2012 Elsevier Inc. All rights reserved.
Searching and selecting online information: analysis of the strategic actions of the university students

OpenAIRE

María José Hernández Serrano

2013-01-01

As complex and dynamic activity, the searching and selection of online information needs a strategic performance in order to achieve effective and meaningful results and processes. The aim of this paper is to analyze whether university students perceive a need to be strategic, for what actions, what times, and what are their predispositions towards the strategic actions in the Internet information searching and selection process. Results showed differences between students by course, thos...

ICT Strategic Planning for Mazandaran Province

Directory of Open Access Journals (Sweden)

Mohammad Reza Shojaie

2012-02-01

Full Text Available Today, regarding rapid changes in the environment, any organization, institution or country that overlooks its capabilities, strengths and weaknesses, will face real challenges. Strategic planning in organizations is a common response to these challenges which also facilitate achieving goals in an organization. Today, the importance of ICT is increased, which necessitates ICT strategic planning to use ICT in organizations. So, this study aimed to propose ICT strategic plans for Mazandaran province. For this end, at first using stakeholders' viewpoints, the vision, mission and goals are provided. Then, Internal & External Matrix was suggested and identified factors were ranked using Analytic Network Processing (ANP. Then, concerning strengths, weaknesses, opportunities, threats, and using SWOT analysis, ICT strategies were provided. Finally, using QSPM matrix, the strategies were ranked. Regarding this ranking, dedicated budget to ICT in governmental organizations, using integration architecture, developing organizational and inter-organizational information systems, developing mechanisms to absorb national and local financial resources for extending ICT infrastructures and finally concerning ICT trainings for managers and people, were in the top of the list.
Developing the strategic plan for pollution prevention in defense programs

International Nuclear Information System (INIS)

Marchetti, John A.; Betschart, James F.; Suffern, J. Samuel

1992-01-01

In order to provide effective leadership and to ensure a consistent pollution prevention effort in all of its production facilities and laboratories, Defense Programs (DP) Headquarters, in close cooperation with the Field, has developed a strategic plan for its Pollution Prevention Program. The strategic plan is built upon the history of waste minimization, waste reduction, and pollution prevention activity to date, and articulates both long- and short-term strategies to ensure program initiation, growth, and stability. The organization of the program, including Headquarters staffing and linkages to the Geld, is described. Life-cycle analysis of program barriers and bottlenecks, along with associated initiatives and action plans are discussed. (author)
Strategic cycling: shaking complacency in healthcare strategic planning.

Science.gov (United States)

Begun, J; Heatwole, K B

1999-01-01

As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan.
The Study of Strategic Industrial Planning for Using Model SWOT

OpenAIRE

Mohammad Ali Abdolvand; Amin Asadollahi

2012-01-01

Organizations to maintain and achieve optimal growth and development and increase its competitiveness need to be a comprehensive and coherent plan for the mission and goals of the strategic plan. The purpose of this study is providing strategic planning and optimal strategies for using SWOT. The company is investigating the territory south of the oil industry. The questionnaire has been used as a research tool containing the questions is 138. Research data from interviews with managers, exper...
2011 Army Strategic Planning Guidance

Science.gov (United States)

2011-03-25

TESI ) of 22,000 Soldiers, the Army’s total force by the end of the mid-term period is programmed to be 520K (AC). We will achieve a more...dwell ratios, extending TESI authority to adequately man deploying units and sustain the All-Volunteer Force, right-sizing the generating force, and... TESI Temporary End-Strength Increase WMD Weapons of Mass Destruction 2011 ARMY STRATEGIC PLANNING GUIDANCE Page 19 2011
Diversity Programme 2012-2014 Strategic Objectives - Progress Report

CERN Document Server

Guinot, Genevieve

2015-01-01

According to the process described in the Diversity Policy, strategic objectives for the Diversity Programme were decided by the Director-General, after consultation with the Enlarged Directorate, in the form of short- and longer-term objectives set over the period 2012-2014 along with key performance indicators. The strategic objectives are related to all dimensions of diversity and are implemented across the three main axes of recruitment, career development and work environment, through pro-active measures (rather than positive discrimination). This report highlights actions undertaken in pursuit of these objectives during the period 2012-2014 and the related achievements.
Strategic Leadership as Determinant of Strategic Change: A Theoretical Review and Propositions

OpenAIRE

Ahadiat, Ayi

2009-01-01

The strategic change is an issue that closely related to strategic leadership. As this paper elaborates how strategic leadership determines the strategic change, the elaboration of both concept and their relationship are presented through propositions that are developed from the modified Hambrick’s model. Strategic leadership that causes strategic change in terms of strategic process and content within environmental and organizational context will lead to organizational performance as an ulti...
The role of intrinsic muscle properties for stable hopping-stability is achieved by the force-velocity relation

International Nuclear Information System (INIS)

Haeufle, D F B; Grimmer, S; Seyfarth, A

2010-01-01

A reductionist approach was presented to investigate which level of detail of the physiological muscle is required for stable locomotion. Periodic movements of a simplified one-dimensional hopping model with a Hill-type muscle (one contractile element, neither serial nor parallel elastic elements) were analyzed. Force-length and force-velocity relations of the muscle were varied in three levels of approximation (constant, linear and Hill-shaped nonlinear) resulting in nine different hopping models of different complexity. Stability of these models was evaluated by return map analysis and the performance by the maximum hopping height. The simplest model (constant force-length and constant force-velocity relations) outperformed all others in the maximum hopping height but was unstable. Stable hopping was achieved with linear and Hill-shaped nonlinear characteristic of the force-velocity relation. The characteristics of the force-length relation marginally influenced hopping stability. The results of this approach indicate that the intrinsic properties of the contractile element are responsible for stabilization of periodic movements. This connotes that (a) complex movements like legged locomotion could benefit from stabilizing effects of muscle properties, and (b) technical systems could benefit from the emerging stability when implementing biological characteristics into artificial muscles.
Strategic Investment Funds : Opportunities and Challenges

OpenAIRE

Halland, Havard; Noel, Michel; Tordo, Silvana; Kloper-Owens, Jacob J.

2016-01-01

Over the past 15 years, the number of government-sponsored strategic investment funds has grown rapidly in countries at all income levels. This paper identifies some of the challenges that these funds face in their endeavor to achieve economic policy objectives while also securing commercial financial returns—the so-called double bottom line. Through the review of the objectives, investmen...
Making communication count: a Strategic Communciations Framework

Energy Technology Data Exchange (ETDEWEB)

Carlile, Liz

2011-06-15

Many researchers and development actors know that if their work is to benefit people and planet they need to communicate it. But we need to guard against focusing on individual products such as books and briefings rather than thinking about the end goal and what impact we need to achieve. We need to be strategic in how we think about communications. Experience suggests that a Strategic Communications Framework — which distinguishes approaches based on their underlying purpose be that influencing policy change, mobilising communities, sharing information or raising profiles — can help identify the most appropriate strategy for the purpose at hand and point to relevant tools and tactics to ensure communication activities make an impact.
How do Resource Structuring and Strategic Flexibility Interact to Shape Radical Innovation?

DEFF Research Database (Denmark)

Li, Yuan; Li, Peter Ping; Wang, Haifeng

2017-01-01

flexibility could be complementary or substitutive, and the effective utilization of these two organizational dimensions as a joint force should be well aligned to achieve scientific breakthroughs. Specifically, this study explores how two different types of strategic flexibility (i.e., resource flexibility......As high resource consumption and high uncertainty are two of the most critical challenges to radical innovation, it is imperative to adopt resource structuring for an active management of resource portfolios, and also to adopt strategic flexibility for active management of contextual uncertainties......, especially for firms in the emerging economies characterized by serious resource deficiency and high contextual uncertainty. Though firms engaging in resource structuring and strategic flexibility separately could foster radical innovation, the interaction effect of resource structuring and strategic...
Immediate versus delayed loading of strategic mini dental implants for the stabilization of partial removable dental prostheses: a patient cluster randomized, parallel-group 3-year trial.

Science.gov (United States)

Mundt, Torsten; Al Jaghsi, Ahmad; Schwahn, Bernd; Hilgert, Janina; Lucas, Christian; Biffar, Reiner; Schwahn, Christian; Heinemann, Friedhelm

2016-07-30

Acceptable short-term survival rates (>90 %) of mini-implants (diameter implants as strategic abutments for a better retention of partial removable dental prosthesis (PRDP) are not available. The purpose of this study is to test the hypothesis that immediately loaded mini-implants show more bone loss and less success than strategic mini-implants with delayed loading. In this four-center (one university hospital, three dental practices in Germany), parallel-group, controlled clinical trial, which is cluster randomized on patient level, a total of 80 partially edentulous patients with unfavourable number and distribution of remaining abutment teeth in at least one jaw will receive supplementary min-implants to stabilize their PRDP. The mini-implant are either immediately loaded after implant placement (test group) or delayed after four months (control group). Follow-up of the patients will be performed for 36 months. The primary outcome is the radiographic bone level changes at implants. The secondary outcome is the implant success as a composite variable. Tertiary outcomes include clinical, subjective (quality of life, satisfaction, chewing ability) and dental or technical complications. Strategic implants under an existing PRDP are only documented for standard-diameter implants. Mini-implants could be a minimal invasive and low cost solution for this treatment modality. The trial is registered at Deutsches Register Klinischer Studien (German register of clinical trials) under DRKS-ID: DRKS00007589 ( www.germanctr.de ) on January 13(th), 2015.
Lack of Annual Reports Make it Difficult to Analyze Library Strategic Credibility. A Review of: Staines, G. (2009. Towards an assessment of strategic credibility in academic libraries. Library Management, 30(3, 148-162.

Directory of Open Access Journals (Sweden)

Kirsty Thomson

2011-06-01

Full Text Available Objective – To investigate whether libraries achieve strategic credibility by assessing if strategic planning goals match the achievements described in annual reports.Design – Content analysis of annual reports and strategic plans from a sample of Association of Research Libraries (ARL.Setting – Academic libraries in Canada and the United States of America.Subjects – A random sample of 12 Canadian and 16 American academic libraries. All libraries were members of ARL.Methods – The researcher contacted the directors of 28 ARL libraries and asked for copies of their strategic plans and annual reports. She also visited the websites of libraries to obtain the reports. The contents of the strategic plans and annual reports were analyzed, and trends in the Canadian and American strategic plans were identified.Main Results – This study found that only 39% of ARL libraries produce annual reports, making it difficult to assess if libraries have strategic credibility, as their strategic plans cannot be assessed against annual reports. The strategic plans gathered in this study were analyzed and emerging themes were identified. These included physical library space (renovations, expansions or new buildings; offsite storage; assessment (both of the libraries’ services, and of information literacy training; development activities such as fundraising and marketing; and personnel issues. Cultural differences also were found inthe strategic plans, with American libraries being more focused on trends such as digitization and institutional repositories, andCanadian libraries’ plans being more focused on users’ needs. Trends in annual reports were not reported due to the small number ofannual reports in the sample.Conclusion – This study gives a snapshot ofthe trends in strategic plans of ARL members. It shows that many ARL members do not produce an annual report, and that it istherefore difficult to assess if their strategicplans are
TRANSITION FROM ADVERSARIAL TO COOPERATIVE STRATEGIC INTERACTION; FINAL

International Nuclear Information System (INIS)

G.H. CANAVAN

2001-01-01

This note extends the game theoretic analysis of strategic conflicts begun in earlier Seminars on Planetary Emergencies to interactions with and without defenses between two or more adversaries with more realistic target structures. It reviews the essentials of game theory as applied to the analysis of strategic decisions, the application of first and second strike costs as payoffs, and solution optimization, which resolves several inconsistencies seen with earlier metrics. The stability of the current bilateral offensive configuration is shown to be high and insensitive to deep reductions in offensive forces, the deployment of limited defenses, and the exchange of significant offensive forces for defenses. The transition from adversarial to cooperative interaction is represented by the progressive reduction of the parameters representing each side's preference for damaging or deterring the other, which monotonically improves stability. Estimates of strike incentives in bilateral and trilateral configurations are reduced by the inclusion of high value targets in both sides' force allocations, which dominates the details of offensive and defensive forces. The shift to high value targets stabilizes trilateral offensive configurations, a result that differs with that from analyses based on military costs only. When defenses are included, they lead to a balance between a large defended side and small undefended side that resembles the balance between two large sides. Including the large side's preference for defense of high value targets in the analyses reduces its strike incentives and thus the small side's incentive to preempt. However, it also removes the large sides' ability to deter, so the stability of multi-polar configurations continues to be controlled by the least stable dyad, which places constraints on the size of defenses that can be deployed stably that could be more stringent than those from the bilateral balance
Strategic Leadership and Its Application in Egyptian Universities

Directory of Open Access Journals (Sweden)

Hany R. Alalfy

2014-11-01

Full Text Available Today's universities operate in a climate of great change, along with increased responsibilities and accountability from Internal and external customers. This has resulted in calls for a new kind of leadership working to help the university to improve educational services and face more challenges, called strategic leadership, at the university level. Aim of study defining of Egyptian leadership universities pattern of modern leadership styles, named as Strategic leadership (concept, objectives, roles, requirements, and application obstacles. Relate to the suffering of the Egyptian universities of many problems that limit their efficiency and effectiveness. This led to the need to search for new approaches as strategic leadership for eliminate of these problems. The study used a descriptive approach for its suitability for the nature of the study. The study found multiple reasons for the application of strategic leadership style in Egyptian universities as a result of the problems the leaderships of the Egyptian universities suffer from which limits its efficiency and effectiveness. Study recommended starting applying this pattern quickly after all the positive results it achieved in many universities.
Strategizing Communication

DEFF Research Database (Denmark)

Gulbrandsen, Ib Tunby; Just, Sine Nørholm

beyond, but not past instrumental, rational plans in order to become better able to understand and manage the concrete, incremental practices and contexts in which communication becomes strategic. Thus, we argue that although strategic communicators do (and should) make plans, a plan in itself does...... of the specific communicative disciplines and practices employed by the organization and/or its individual members, be they marketing, public relations, corporate communication, branding, public affairs or social advocacy. In all cases, strategic communicators do well to focus more on the process of communicating...... for understanding and managing strategic communication processes....
Strategic financial analysis: the CFO's role in strategic planning.

Science.gov (United States)

Litos, D M

1985-03-01

Strategic financial analysis, the financial information support system for the strategic planning process, provides information vital to maintaining a healthy bottom line. This article, the third in HCSM's series on the organizational components of strategic planning, reviews the role of the chief financial officer in determining which programs and services will best meet the future needs of the institution.
Prospects for stability in a nuclear subcontinent

International Nuclear Information System (INIS)

Rajagopal, S; Chari, Sridhar K.

2003-01-01

This book explore the prospects for stability in a nuclear sub-continent. The nonproliferation regimes and nuclear threat reduction, nonproliferation regimes and south asia - is there a meeting point?; maintaining a threshold of strategic autonomy at least cost: continuity in the evolution of India's nuclear policies; role of nuclear doctrines and the state of the armed forces in South Asia; nuclear weapons, deterrence and stability in the international system: South Asian dynamics; assessing China's Asian role and security policies; Kargil war to current threat of war: prospects for stability; discussion; international terrorism and its impact on South Asian stability; a view from Bangladesh etc. are some of the topics covered
HUMAN RESOURCE MANAGEMENT - FROM FUNCTION TO STRATEGIC PARTNER

Directory of Open Access Journals (Sweden)

Todericiu Ramona

2013-07-01

The purpose of this article is to present the current research state in the field of strategic human resource management. In order to achieve this, the factors that underline the importance of human resource management are assessed. The study has been accomplished using the methodology of bibliographic study and qualitative research.
Mapping strategic diversity: strategic thinking from a variety of perspectives

NARCIS (Netherlands)

Jacobs, D.

2010-01-01

In his influential work, Strategy Safari, Henry Mintzberg and his colleagues presented ten schools of strategic thought. In this impressive book, Dany Jacobs demonstrates that the real world of strategic management is much wider and richer. In Mapping Strategic Diversity, Jacobs distinguishes

CONFLICTS IN THE STRATEGIC BUSINESS NETWORK OPERATING IN THE FOREIGN MARKET

Directory of Open Access Journals (Sweden)

Aleksandra Hauke-Lopes

2017-09-01

Full Text Available Conflicts are an integral part of every business-to-business co-operation. Enterprise’s activities in the international markets require from the company to take measures to resolve the conflict so as to prevent the negative impact on relationships and further cooperation. This article adopts the strategic network approach to analyze the conflicts and their impact on relationships in a network operating in a foreign market. Conflicts that occur between the two parties involved in a strategic business network also affect other cooperating entities and thereby influence the whole relationship. It is therefore important for the strategic business leader to take action to achieve the positive effects of a conflict situation. The article presents the main sources of conflict present in the literature and the actions that can be taken by the leader of the strategic business network in the foreign market in order to obtain positive effects of conflicts. It also highlights the elements that contribute to reducing the negative impact of conflicts and strengthen relationships in the strategic business network in the foreign market.
Toward the Effective Use of Military Veterinarians in Stability Operations

National Research Council Canada - National Science Library

Moore, Melinda; Fisher, Gail

2008-01-01

.... Within the context of stability operations, military veterinarians can contribute to U.S. strategic goals of economic development and humanitarian assistance, especially related to the agriculture sector...
Research of Strategic Alliance Stable Decision-making Model Based on Rough Set and DEA

OpenAIRE

Zhang Yi

2013-01-01

This article uses rough set theory for stability evaluation system of strategic alliance at first. Uses data analysis method for reduction, eliminates redundant indexes. Selected 6 enterprises as a decision-making unit, then select 4 inputs and 2 outputs indexes data, using DEA model to calculate, analysis reasons for poor benefit of decision-making unit, find out improvement direction and quantity for changing, provide a reference for the alliance stability.
Developing a strategic human resources plan for the Urban Angel.

Science.gov (United States)

Owen, Susan M

2011-01-01

In healthcare a significant portion of the budget is related to human resources. However, many healthcare organizations have yet to develop and implement a focused organizational strategy that ensures all human resources are managed in a way that best supports the successful achievement of corporate strategies. St. Michael's Hospital, in Toronto, Ontario, recognized the benefits of a strategic human resources management plan. During an eight-month planning process, St. Michael's Hospital undertook the planning for and development of a strategic human resources management plan. Key learnings are outlined in this paper.
Strategic Leadership Primer (Third Edition)

Science.gov (United States)

2010-01-01

decision making � STRATEGIC DECISION MAKING Strategic Change There are several strategic decisions that involved...The Ontology of Strategic Decision Making Strategic decisions are non-routine and involve both the art of leadership and the science of management...building consensus,”5 implicitly requires the capacity for strategic decision making� The Complexity of Strategic Decision Making Strategic
Strategic Urban Governance

DEFF Research Database (Denmark)

Pagh, Jesper

2014-01-01

The days of long-term predict-and-provide planning that saw its heydays in the post-war decades are long gone. As our late-modern time presents us with an evermore complex and contrasting view of the world, planning has become a much more fragmented and ambivalent affair. That a country or a city...... should be run like a private corporation has increasingly become common sense, and thus the competition among entities – be it countries, regions or cities – to a greater and greater extent defines success and the means to achieve it. What has been collected under the umbrella term Strategic Urban...
Just In Time Value Chain Total Quality Management Part Of Technical Strategic Management Accounting

Directory of Open Access Journals (Sweden)

Lesi Hertati

2015-08-01

Full Text Available This article aims to determine Just In Time Value Chain Total Quality Management tqm as a technique in management accounting stategis.Tujuan Just In Time value chain or value chain Total Quality Management TQM is strategic for customer satisfaction in the long term obtained from the information. Quality information is the way to continuous improvement in order to increase the companys financial performance in the long term to increase competitive advantage. Strategic Management Accounting process gather competitor information explore opportunities to reduce costs integrate accounting with emphasis on the strategic position of the competition is a great plan. An overall strategic plan interrelated and serves as the basis for achieving targets or goals ahead.
STRATEGIC MANAGEMENT OF HOTEL COMPANIES: CASE STUDY OF HOTEL COMPANIES IN VOJVODINA (SERBIA

Directory of Open Access Journals (Sweden)

Svetlana VUKOSAV

2014-12-01

Full Text Available Contemporary approaches to the management of the company are focused on achieving long-term success of the company in its complex and changing environment. Company as part of the wider environment, must adapt to the changing environment in order to survive, growing and developing. The task of strategic management is to enable the enterprise in the tourism industry to rationally and promptly react to changes in the environment in which it carries out its business and general activity. The aim of this paper is to determine whether and to what extent the process of the strategic management is being implemented in hotels in Vojvodina(that are changed ownership structure and what is their response to the competitive pressures and opportunities, and demands and needs of consumers Strategic positioning in order to achieve sustainable competitive advantage through product differentiation and segmentation of demand is imperative for success of hotel companies in Vojvodina.
THEORETICAL CONSIDERATIONS OF PRICE STABILITY AS PART OF THE FINANCIAL STABILITY

Directory of Open Access Journals (Sweden)

Magdalena RĂDULESCU

2012-09-01

Full Text Available Currently there are many authors who consider that the only objective of the central bank should be the price stability and between the respective objective and financial stability there is incompatibility. As far we are concerned, we subscribe the idea that between price stability and financial stability there are complementarities. And a strong argument in the favour of this position is also historical. Actually, many older or newer facts show that banking crises were often caused by the unfavourable macroeconomic situation coupled with the bad macroeconomic policies carried by the authorities. But, a monetary policy that aims the price stability reduces this risk. The truth is that the central banks have a series of tools that allow them to act for achieving both the objective of price stability, and that of the stability of financial sector. Although the financial stability is not, usually, an explicit objective for the modern central bank, the systematic financial instability can cancel their performances in achieving their major final objective: the price stability. Being that, because of the need that it creates to inject additional liquidity into the banking system, a crisis of the banking sector may directly affect the monetary stability. Here the mentioned complementarities arise between price stability and financial stability, although the achievement of the first does not necessarily involve the assurance of the last.
1997 U.S. Department of Energy Strategic Plan

Energy Technology Data Exchange (ETDEWEB)

None,

1997-09-01

With the end of the Cold War and the election of President Clinton, the Department of Energy (DOE) set a new course which began with the publication of its first departmental strategic plan in April 1994. Entitled ``Fueling a Competitive Economy, it provided the framework and shared vision for meeting responsibilities in energy, national security, environmental quality, and science and technology. The strategic plan was the guidepost for the formulation of the Department`s FY 1996, FY 1997, and FY 1998 budgets and was critical to the development of the Department`s Strategic Alignment Initiative, designed to save $1.7 billion over five years. This current plan, which has been significantly improved through a very close consultation process with Congress and customers stakeholders, takes DOE to the next important performance level by being more directly linked to actions and results. It defines a strategic goal for each of the Department`s four business lines and, in the spirit of the Government Performance and Results Act and the National Performance Review, identifies a fifth goal addressing corporate management. Reengineering the business practices, managing for results, being open with neighbors and stakeholders, and ensuring the safety and health of DOE workers and the public are, and will continue to be, among the highest of priorities. Over the coming years, DOE plans to achieve their strategic goals through specific identifiable strategies. Each business line has clear objectives and straightforward ways of defining whether DOE has succeeded in meeting those objectives.
Photo-induced electrochemical anodization of p-type silicon: achievement and demonstration of long term surface stability

International Nuclear Information System (INIS)

Dhanekar, Saakshi; Islam, S S; Harsh

2012-01-01

Surface stability is achieved and demonstrated by porous silicon (PS) fabricated using a wavelength-dependent photo-electrochemical (PEC) anodization technique. During anodization, the photon flux for all wavelengths was kept constant while only the effect of light wavelength on the surface morphology of PS was investigated. PS optical sensors were realized, characterized and tested using a photoluminescence (PL) quenching technique. An aliphatic chain of alcohols (methanol to n-octanol) was detected in the range of 10–200 ppm. Long term surface stability was observed from samples prepared under red (750–620 nm) and green illumination (570–495 nm), where the PL quenching cycles evoke the possibility of using PS for stable sensor device applications. This study provides a route for preparing highly sensitive organic vapour sensors with a precise selection of the fabrication parameters and demonstrating their prolonged performance. (paper)
Hoshin Kanri: a technique for strategic quality management.

Science.gov (United States)

Tennant, C; Roberts, P A

2000-01-01

This paper describes a technique for Strategic Quality Management (SQM), known as Hoshin Kanri, which has been operated as a management system in many Japanese companies since the 1960s. It represents a core aspect of Japanese companies' management systems, and is stated as: the means by which the overall control system and Total Quality Management (TQM) are deployed. Hoshin Kanri is not particularly unique in its concept of establishing and tracking individual goals and objectives, but the manner in which the objectives and the means to achieve them are developed and deployed is. The problem with applying the concept of Strategic Quality Management (SQM) using Hoshin Kanri, is that it can tend to challenge the traditional authoritarian strategic planning models, which have become the paradigms of modern business. Yet Hoshin Kanri provides an appropriate tool for declaration of the strategic vision for the business while integrating goals and targets in a single holistic model. There have been various adaptations of Hoshin Kanri to align the technique to Western thinking and management approaches, yet outside Japan its significance has gone largely unreported. It is proposed that Hoshin Kanri is an effective methodology for SQM, which has a number of benefits over the more conventional planning techniques. The benefits of Hoshin Kanri as a tool for Strategic Quality Management (SQM) compared to conventional planning systems include: integration of strategic objectives with tactical daily management, the application of the plan-do-check-act cycle to business process management, parallel planning and execution methodology, company wide approach, improvements in communication, increased consensus and buy-in to goal setting, and cross-functional-management integration.
Strategic cost management as the main component of strategic management accounting

OpenAIRE

Ходзицька, Валентина Василівна

2013-01-01

The influence of cost management on making management decisions and functioning of the system of strategic management accounting was analyzed in the paper. The main aspects of the influence of strategic management accounting on making effective management decisions in the system of integrated management of business entities were highlighted. The scope of the organizational activity, covered by the strategic management accounting was described.The paper shows the orientation of strategic manag...
Decoupling the use and meaning of strategic plans in public healthcare.

Science.gov (United States)

Lega, Federico; Longo, Francesco; Rotolo, Andrea

2013-01-04

The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different
Decoupling the use and meaning of strategic plans in public healthcare

Science.gov (United States)

2013-01-01

Background The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? Methods An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. Results The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. Conclusions The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate
Accelerating Clean Energy Commercialization. A Strategic Partnership Approach

Energy Technology Data Exchange (ETDEWEB)

Adams, Richard [National Renewable Energy Lab. (NREL), Golden, CO (United States); Pless, Jacquelyn [Joint Institute for Strategic Energy Analysis, Golden, CO (United States); Arent, Douglas J. [Joint Institute for Strategic Energy Analysis, Golden, CO (United States); Locklin, Ken [Impax Asset Management Group (United Kingdom)

2016-04-01

Technology development in the clean energy and broader clean tech space has proven to be challenging. Long-standing methods for advancing clean energy technologies from science to commercialization are best known for relatively slow, linear progression through research and development, demonstration, and deployment (RDD&D); and characterized by well-known valleys of death for financing. Investment returns expected by traditional venture capital investors have been difficult to achieve, particularly for hardware-centric innovations, and companies that are subject to project finance risks. Commercialization support from incubators and accelerators has helped address these challenges by offering more support services to start-ups; however, more effort is needed to fulfill the desired clean energy future. The emergence of new strategic investors and partners in recent years has opened up innovative opportunities for clean tech entrepreneurs, and novel commercialization models are emerging that involve new alliances among clean energy companies, RDD&D, support systems, and strategic customers. For instance, Wells Fargo and Company (WFC) and the National Renewable Energy Laboratory (NREL) have launched a new technology incubator that supports faster commercialization through a focus on technology development. The incubator combines strategic financing, technology and technical assistance, strategic customer site validation, and ongoing financial support.
Strategic marketing research

NARCIS (Netherlands)

Bijmolt, Tammo H.A.; Frambach, Ruud T.; Verhallen, Theo M.M.

1996-01-01

This article introduces the term “strategic marketing research” for the collection and analysis of data in support of strategic marketing management. In particular, strategic marketing research plays an important role in defining the market, analysis of the environment, and the formulation of
Interprofessional workplace learning: a catalyst for strategic change?

Science.gov (United States)

Miller, Robin; Combes, Gill; Brown, Hilary; Harwood, Alys

2014-05-01

The integrated care development programme (ICDP) was a continuing interprofessional educational programme for health and social care managers and commissioners. Multi-professional strategic teams from a single locality participated in university and workplace-based learning activities centred on the development of an integrated business plan to address a local priority for improvement. The evaluation used participant self-assessment, semi-structured interviews and group discussions to assess achievement of expected impacts on the participants, their organisations and partnerships, and patient/service user outcomes. The findings indicate that whilst those employed in management and commissioning roles had considerable experience of working across professional and agency boundaries they derived individual benefits from a workplace IPE programme. The principles of design and delivery developed in pre-registration and clinician/practitioner IPE courses also applied to those working at a more strategic level. Organisational impacts were reported, but 6 months post-programme evidence was not yet available of significant improvements in patient outcomes and /or financial efficiencies. Individual motivation, team dynamics and support from line managers all affected the extent to which individual and organisational impacts were achieved.
Strategic information security

CERN Document Server

Wylder, John

2003-01-01

Introduction to Strategic Information SecurityWhat Does It Mean to Be Strategic? Information Security Defined The Security Professional's View of Information Security The Business View of Information SecurityChanges Affecting Business and Risk Management Strategic Security Strategic Security or Security Strategy?Monitoring and MeasurementMoving Forward ORGANIZATIONAL ISSUESThe Life Cycles of Security ManagersIntroductionThe Information Security Manager's Responsibilities The Evolution of Data Security to Information SecurityThe Repository Concept Changing Job Requirements Business Life Cycles
FORMATION OF FINANCIAL SECURITY OF THE ENTERPRISE BASED ON STRATEGIC PLANNING

Directory of Open Access Journals (Sweden)

Nadiya Rushchyshyn

2017-09-01

Full Text Available The purpose of the study is to improve ways of forming financial security of the enterprise based onstrategic planning. The subject of the research: formation of financial security of the enterprise on the basis of strategicplanning. The methodological background of the research is a set of theoretical and general scientific methods:analysis and synthesis, theoretical and logical generalization, grouping, abstraction, and others. The paper providesa general description of the core approaches defining the concept of “financial security of the enterprise”. Functionalgoals of financial security of the enterprise are outlined, namely: ensuring financial stability and independence;achievement of high competitiveness in the market of goods, works, services; ensuring high efficiency of financialand economic activity; ensuring high liquidity of assets, and increasing the market value of the enterprise; supportfor the appropriate level of business activity and image; formation of information security and commercialsecrets; efficient organization of security of share capital and assets of the enterprise. The scheme of organizationof financial security organization is considered based on strategic planning. It is determined that the strategicplanning results in strategic plan (strategy for ensuring the financial security of the enterprise. Such a strategyshould be consistent with both financial and the company’s overall strategies, as well as main goals and objectives.For the most effective implementation of the chosen financial security strategy at the enterprise, it is expedientto develop and implement a system of plans covering all aspects of the strategic planning process, including thetarget program, strategic, tactical, calendar, and individual plans. The system of plans should specify: the purpose ofchanges in the functioning of internal systems of the enterprise; terms of making changes; the work that needs tobe done to make changes; their

Emerging Challenges in the China-US Strategic Military Relationship

Energy Technology Data Exchange (ETDEWEB)

Jacobson, E. [Lawrence Livermore National Lab. (LLNL), Livermore, CA (United States); Goldstein, P. [Lawrence Livermore National Lab. (LLNL), Livermore, CA (United States)

2017-05-08

The Emerging Challenges in the China-US Strategic Military Relationship workshop, held at Lawrence Livermore National Laboratory’s Center for Global Security Research (CGSR) on March 28th and 29th, 2017, sought to identify and explore key factors in the evolving bilateral relationship with an emphasis on security issues. Participants broadly agreed that while the US-China relationship remains stable, particularly in the nuclear domain, the overall relationship is trending negatively. As the People’s Republic of China (PRC) continues to experience economic and technological growth, its military strength is also increasing. This increase in military strength as well as Chinese actions in the region have led to increasing uneasiness amongst the United States and its allies. At the same time, it appears that China views the downturn in bilateral relations as the fault of the United States; in particular, former President Obama’s rebalance policy, and the discussions of and deployment of the Terminal High Altitude Area Defense (THAAD) system. Concern was expressed regarding the overall stability of the US-China military relationship, and it was noted that strategic stability is less stable than before due to conventional balance shifts and the increased risks of escalation.
A Model of System and Strategic Financial Analysis of the Crimean Health Resorts

Directory of Open Access Journals (Sweden)

Vadim Anatolyevich Malyshenko

2016-06-01

Full Text Available The subject matter of the research is the system of strategically focused financial analysis regarding an assessment of the financial condition of the enterprise. The hypothesis of the study is to assume the possibility of developing the financial and strategic model of the comprehensive assessment of the financial condition taking into account the integrated impact of environmental factors (general for the most Crimean health resorts. The methodology of the work is based on the most general principles of system analysis. The basic method of the research is the matrix method as the most common one for the system analysis. The graphical and statistical methods are also used. The result of the work is the comprehensive method of financial analysis developed as a model based on the matrix relation between the original visual profile of the internal environment and the dynamic type of external environment. The difference of the visual model of financial state from the existing graphic methods consists in fixing of the new strategic types of financial state on the basis of financial stability in visually grouped areas of financial coefficients in theme groups (configurationsprofiles with certain combinations of the forms and sizes. The new analytical instrument of «frigate model» can be applied in all analytical activities of the health resorts departments related to the analytical assessment of financial state. The advantage of «frigate model» in comparison with a classical method of the forming of the types of financial condition is that the proposed model allows to allocate more differentiated types and in addition, to identify the stages of enterprise life cycle based on the relative indicators of the analysis of financial state (objects-coefficients, and not just on the financial management. Through this, the consistency of interaction between the financial analysis and management is achieved.
Strategic Responsiveness

DEFF Research Database (Denmark)

Pedersen, Carsten; Juul Andersen, Torben

decision making is often conceived as ‘standing on the two feet’ of deliberate or intended strategic decisions by top management and emergent strategic decisions pursued by lower-level managers and employees. In this view, the paper proposes that bottom-up initiatives have a hard time surfacing...... in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.......The analysis of major resource committing decisions is central focus in the strategy field, but despite decades of rich conceptual and empirical research we still seem distant from a level of understanding that can guide corporate practices under dynamic and unpredictable conditions. Strategic...
Strategic growth options

NARCIS (Netherlands)

Kulatilaka, N.; Perotti, E.C.

1998-01-01

We provide a strategic rationale for growth options under uncertainty and imperfect corn-petition. In a market with strategic competition, investment confers a greater capability to take advantage of future growth opportunities. This strategic advantage leads to the capture of a greater share of the
Environmental Cost Accounting Information and Strategic Business Decision in Nigeria

Directory of Open Access Journals (Sweden)

Ebipanipre Gabriel Mieseigha

2014-08-01

Full Text Available This study aimed at examining environmental cost accounting information and strategic business decision in Nigeria. The general assumption that conventional cost accounting does not have the ability to provide absolute information for evaluating the environmental behaviour of an organization and its economic consequences has motivated this study. Towards achieving this, secondary data was employed and a linear model was specified. Findings indicated that environmental cost accounting information as it relates to strategic business decision is valuerelevant. It was on this note that we recommended firms to constantly reposition their accounting system in order to provide information on environmental costs so that the true costs in an organization can be ascertained and properly allocated. Also, due attention should be paid to waste management costs, employee health costs, investment financing costs, compliance and environmental costs and all environmental related costs by manufacturing concerns since they influence strategic decision. Our study is one of those that have explored the issue of environmental cost accounting relevance in strategic business decision in the Nigerian context.
Strategic Enterprise Resource Planning for Global Supply Chain Competitiveness

Science.gov (United States)

Nageswararao, A. V.; Sahu, Dasarathi; Mohan, V. Krishna

2011-01-01

Strategic Enterprise Resource planning (SERP) systems are networked and integrated information mechanisms which are developed to achieve competitive advantage for organizations operating in global scale. It plays a vital role in Integrating various stake holders and channel partners involved in day to day operations. In the present Globalized…
Joint implementation. Strategic reactions and possible remedies

International Nuclear Information System (INIS)

Wirl, F.; Huber, C.; Walker, I.O.

1998-01-01

This paper investigates the promising proposal of Joint Implementation (R) to mitigate greenhouse gas emissions. This was ultimately the only concrete outcome of the Conference on Climate Change in Berlin, albeit restricted to a pilot phase. The basic idea, given the public's awareness of global warming, sounds economically plausible: The industrialized countries, the only ones required to stabilize and lower carbon emissions, can search for cheaper reductions of greenhouse gas emissions in developing countries and economies in transition. However, this proposal leads to strategic reactions by developing countries reinforced by the fact that this cheating coincides with the interest of the industrialized country. In short, this proposal will lead to cheating (given asymmetric information) and will thus produce largely faked reductions in emissions. On the constructive side, an efficient mechanism retaining the spirit of JI is derived, which deters strategic reactions. This differs from a usual principal-agent problem through an additional hierarchical layer: a global authority (e.g. Conference of Parties on Climate Change), an industrialized country and a developing country. The unavoidable loss that is even associated with an optimal scheme due to strategic, behavioural reality (the first best optimum is unattainable, except at the top) leads, of course, to much less glamorous predictions in emission reductions. Moreover, the implicit subsidization scheme focuses favours on already 'efficient' partners. 39 refs
Implementation Of Strategic Management

African Journals Online (AJOL)

Administrator

Creativity and innovation is the new game plan inherent in strategic .... The diagram below is a simplified operational model of strategic management, ..... Bryson (1995) outlines four benefits of strategic (planning) Management in his ... champions, good strategic planning teams, enough slack to handle potentially disruptive.
Linking customer satisfaction, quality, and strategic planning

OpenAIRE

Reis, Dayr; Peña, Leticia

2000-01-01

By acknowledging and dissecting the interconnected roles of customer satisfaction, quality, and strategic planning, this paper provides an analytical framework for creating a customer-driven organization and culture. It shows how quality starts and ends with the customer. Companies that are achieving long-term continuous improvement in quality tailored to customer satisfaction possess lasting characteristics such as customer orientation, customer consciousness, and customer responsiveness. In...
Strategic plan modelling by hospital senior administration to integrate diversity management.

Science.gov (United States)

Newhouse, John J

2010-11-01

Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.
Library board strategic guide going to the next level

CERN Document Server

Miller, Ellen G

2007-01-01

This guide helps busy trustees and directors analyze and handle five strategic issues-risk management, local values and First Amendment rights, leadership that achieves the library's vision, getting and growing diverse funding sources, and becoming part of the community's leadership team-that will sooner or later affect the library's viability.
Stability issues in reconstitution by weapon addition

Energy Technology Data Exchange (ETDEWEB)

Canavan, G.H.

1997-08-01

Reconstitution of strategic forces by the unilateral uploading of additional weapons from initially symmetric modest force levels reduces first strike stability. These changes are quantified and traced to changes in first and second strike costs in a model of missile exchanges in which both strikes are optimized analytically.
A strategic decision support system for logistics and supply chain ...

Indian Academy of Sciences (India)

T Biswas

strategic decision support model in achieving better utilization of network and resources to fulfil the ... demand is demonstrated using illustrative scenarios inspired from the real case of a logistics company. ... performance, because they determine the supply chain ..... to accurately measure the desirability of the features.
The challenges of strategic purchasing of healthcare services in Iran Health Insurance Organization: a qualitative study.

Science.gov (United States)

Gorji, Hasan Abolghasem; Mousavi, Sayyed Masoud Shajari Pour; Shojaei, Ali; Keshavarzi, Anahita; Zare, Hossein

2018-02-01

Strategic purchasing in healthcare services is a key component in improving health system performance, and it has been one of the most important issues in health system reform around the world, especially Europe in the last decade. Iran health system and insurance, although sometimes considered the issue of strategic purchasing goals, has not been made possible to achieve or even to implement, due to the associated problems. To determine the associated problems of strategic purchasing in the Iran Health Insurance Organization (IHIO). This study is a qualitative study, and framework analysis which was conducted in Iran in 2014-15. The participants in this study were 34 individuals from decision-makers and executives in the IHIO purchasing process, and university experts who have been chosen purposefully. This study conducted frame analysis, by using MAXQDA 10. The findings included associated problems of IHIO strategic purchasing in 12 themes and 65 subthemes. The themes included: Laws and regulations for purchasing, Organization of purchasing, Qualified and authorized providers, Right type of services, Right type of contracts, Target groups for purchasing, Resources allocation, financing and pricing system, Purchasing as improving performance and quality, Purchasing as shaping the market and competition, Purchasing as health progress state of people and society, Guided purchasing and stewardship of government, Structure of decision-making process in the health and welfare ministries. The findings of this study showed associated problems in IHIO strategic purchasing. To achieve strategic purchasing goals in Iran, identification of all issues and factors of the total insurers and health system sets which affect strategic purchasing is essential.
ON THE STRATEGIC DEVELOPMENT OF FOOD INDUSTRY ENTERPRISES

Directory of Open Access Journals (Sweden)

Dmytriy Nekhaychuk

2018-01-01

Full Text Available The article delas with the issues of strategic development of enterprises on the example ofthe food industry companies. The work suggests the classification of the factors influencing the strategy planning into internal and external ones, which, in their turn, can affect the quantitative indicators established by the enterprise as the objectives. It is clarified that taking into account the financial capabilities of the enterprise in strategic planning will allow to evaluate strategic ones more realistically. It is shown that the ultimate tasks of strategic planning are to correspond to the real capabilities of the enterprise and they are to be aimed at maximizing the use of the existing potential of the enterprise. When planning a corporate strategy, the main goal should be to create a different way of development, based on all resources and skills, which is the opposite of environmental constraints. The study also shows the company’s strategies in conditions of uncertain external environment. The investigation identifies some strategic goals that are the initial objectives of strategic planning, namely, it focuses on attractive markets, increasing the market segment, and retaining the existing market positions. It is proved that the preference for a specific development strategy of the industry depends on the existing positions and the positions that will be achieved as a result of the implementation of the previous strategies, the specifications of the goods circulating in the market, the market conditions and the degree of its competition, the development of state regulation, and the resource potential of the industry. As for the food industry enterprises, when choosing a strategy, it is suggested to use the following methods: “assessing the impact of macro-environment factors”, “determining the driving forces of the industry”, “clarifying and evaluating the key factors of success” and “determining the influence groups”.
Developing Strategic Thinking in Business Education

OpenAIRE

Contantin BRĂTIANU

2015-01-01

The new business environment becomes more and more turbulent with rapid and unpredictable changes. Operational management focusing on present issues and profit maximization is not able to look into the future and anticipate market dynamics. Companies need to develop strategic management as an overarching framework able to search into the future and construct strategies for achieving a competitive advantage. That needs a new way of thinking and decision making. The core of that process is stra...
Strategic Market Entry Factors and Market Share Achievement in Japan

OpenAIRE

Adrian B Ryans

1988-01-01

In developing entry marketing strategies for new product markets companies might be advised to target product markets where significant market shares are likely to be achieved. The literature on market share change is reviewed to identify situational and marketing strategy factors associated with market share achievement. Certain hypotheses suggested by this and related literatures were then tested using a database of products introduced into the Japanese market. The results of this analysis ...
Strategic Forecasting

DEFF Research Database (Denmark)

Duus, Henrik Johannsen

2016-01-01

Purpose: The purpose of this article is to present an overview of the area of strategic forecasting and its research directions and to put forward some ideas for improving management decisions. Design/methodology/approach: This article is conceptual but also informed by the author’s long contact...... and collaboration with various business firms. It starts by presenting an overview of the area and argues that the area is as much a way of thinking as a toolbox of theories and methodologies. It then spells out a number of research directions and ideas for management. Findings: Strategic forecasting is seen...... as a rebirth of long range planning, albeit with new methods and theories. Firms should make the building of strategic forecasting capability a priority. Research limitations/implications: The article subdivides strategic forecasting into three research avenues and suggests avenues for further research efforts...
Strategic market segmentation

Directory of Open Access Journals (Sweden)

Maričić Branko R.

2015-01-01

Full Text Available Strategic planning of marketing activities is the basis of business success in modern business environment. Customers are not homogenous in their preferences and expectations. Formulating an adequate marketing strategy, focused on realization of company's strategic objectives, requires segmented approach to the market that appreciates differences in expectations and preferences of customers. One of significant activities in strategic planning of marketing activities is market segmentation. Strategic planning imposes a need to plan marketing activities according to strategically important segments on the long term basis. At the same time, there is a need to revise and adapt marketing activities on the short term basis. There are number of criteria based on which market segmentation is performed. The paper will consider effectiveness and efficiency of different market segmentation criteria based on empirical research of customer expectations and preferences. The analysis will include traditional criteria and criteria based on behavioral model. The research implications will be analyzed from the perspective of selection of the most adequate market segmentation criteria in strategic planning of marketing activities.
Strategic serendipity

DEFF Research Database (Denmark)

Knudsen, Gry Høngsmark; Lemmergaard, Jeanette

2014-01-01

This paper contributes to critical voices on the issue of strategic communication. It does so by exploring how an organisation can seize the moment of serendipity based on careful preparation of its issues management and communication channels. The focus of the study is the media coverage......-of-the-art knowledge and in-depth understanding of the affordances of different communication channels, we discuss the importance of establishing opportunities for serendipity in strategic communication planning. The contribution of the paper is to develop the concept of strategic serendipity and show how...

Essential equivalence: the objectives and requirements of a stategic nuclear policy: a perspective on the evolution of US strategic nuclear policy, and an assessment of present and emerging US strategic policy and force stucture options

International Nuclear Information System (INIS)

Hughes, P.C.

1979-01-01

This study provides a discussion of the origins and evolution of US strategic nuclear policy, the objectives an requirements of US nuclear forces, and an assessment of present and emerging US stategic nuclear policy and force structure options. It identifies the distinctive phases of US strategic nuclear policy, the conditions of the military environments in which those policies were developed, the interaction of US-Soviet strategic force and arms control processes during these phases, and the domestic debates which have accompanied US strategic nuclear policy developments. In particular, the study focuses on the major contending views which continue to characterize the debate concerning US strategic nuclear policy. The study assesses the implications of the contending views represented in what is commonly referred to as the counterforce-countervalue debate, particularly as they relate to the perception of what constitutes a credible US deterrent posture, and the corresponding alternatives that these views bring with them for making US strategic nuclear policy and force structure decisions. The arms control process, in general, and SALT I and SALT II in particular, is discussed as an integral and dynamic component of the strategic debate, fundamentally affecting the nation's security policies. The implications of modern weapons technology, and the problems inherent in preserving strategic stability between adversary nations with asymmetries in military force structures and doctrines, are also discussed. Further, the study focuses on the question of whether or not nuclear superiority can be considered relevant under the contemporary international conditions
Strategic Considerations for Effective Sagittal Resection of the Mandible to Achieve a Slim and Attractive Jawline.

Science.gov (United States)

Park, Sanghoon; Lee, Tae Sung

2018-01-01

Sagittal resection of the mandible has been widely used to reduce the width of the lower face and is usually carried out in combination with a mandibular contouring procedure. However, the surgical outcomes of this procedure are unclear because sagittal resection is rarely performed as a single procedure. The authors clarify misunderstandings regarding this procedure and introduce an improved strategic approach for sagittal resection of the mandible. Under general anesthesia, mandible contouring was performed first with a curved osteotomy, followed by sagittal resection of the outer cortex of mandible. The amount and extent of each procedure was determined in accordance with preoperative analysis. From 2012 to 2014, a consecutive series of 212 patients who underwent mandible contouring surgery without concomitant chin surgery were included in the study. A total of 189 patients underwent both mandibular contouring surgery and sagittal resection, whereas 13 underwent only sagittal resection and 10 underwent only mandibular contouring surgery. All operations were carried out successfully without any severe complications, and most patients had satisfactory aesthetic outcomes. The authors found that the sagittal resection of the mandible should be performed in accordance with the shape of the mandible to effectively reduce facial width and achieve better aesthetic outcomes for both profile and frontal views. In an outcurved-type mandible, conventional mandibular contouring may be effective alone, whereas sagittal resection focusing on removing the mandible body region is essential for incurved-type mandibles. In straight line-type mandibles, both procedures are necessary. Therapeutic, IV.
Strategic planning, implementation, and evaluation processes in hospital systems: a survey from Iran.

Science.gov (United States)

Sadeghifar, Jamil; Jafari, Mehdi; Tofighi, Shahram; Ravaghi, Hamid; Maleki, Mohammad Reza

2014-09-28

Strategic planning has been presented as an important management practice. However, evidence of its deployment in healthcare systems in low-income and middle-income countries (LMICs) is limited. This study investigated the strategic management process in Iranian hospitals. The present study was accomplished in 24 teaching hospitals in Tehran, Iran from September 2012 to March 2013. The data collection instrument was a questionnaire including 130 items. This questionnaire measured the situation of formulation, implementation, and evaluation of strategic plan as well as the requirements, facilitators, and its benefits in the studied hospitals. All the investigated hospitals had a strategic plan. The obtained percentages for the items "the rate of the compliance to requirements" and "the quantity of planning facilitators" (68.75%), attention to the stakeholder participation in the planning (55.74%), attention to the planning components (62.22%), the status of evaluating strategic plan (59.94%) and the benefits of strategic planning for hospitals (65.15%) were in the medium limit. However, the status of implementation of the strategic plan (53.71%) was found to be weak. Significant statistical correlations were observed between the incentive for developing strategic plan and status of evaluating phase (P=0.04), and between status of implementation phase and having a documented strategic plan (P=0.03). According to the results, it seems that absence of appropriate internal incentive for formulating and implementing strategies led more hospitals to start formulation strategic planning in accordance with the legal requirements of Ministry of Health. Consequently, even though all the investigated hospital had the documented strategic plan, the plan has not been implemented efficiently and valid evaluation of results is yet to be achieved.
Strategic Niche Management and Transition Management: different but complementary approaches

NARCIS (Netherlands)

D.A. Loorbach (Derk); R. van Raak (Ronald)

2006-01-01

textabstractThis discussion paper sets out to compare two different, yet related, approaches to achieve sustainable development and (technological) innovation. Strategic Niche Management (SNM) (Kemp, Schot et al. 1998; Weber 1999) emerged as a novel concept by the end of the 1990’s and is presented
Does the Future Engineer Force Transition Engineer Units between Offensive and Stability Operations in Ways That Achieve Responsiveness, Versatility, Agility, Effectiveness, and Efficiency?

National Research Council Canada - National Science Library

London, David T

2005-01-01

.... The main question is as follows: Does the FEF transition engineer units between offensive and stability operations in ways that achieve responsiveness, versatility, agility, effectiveness, and efficiency...
Positive Disposition in the Prediction of Strategic Independence among Millennials

Directory of Open Access Journals (Sweden)

Robert Konopaske

2017-11-01

Full Text Available Research on the dispositional traits of Millennials (born in 1980–2000 finds that this generation, compared to earlier generations, tends to be more narcissistic, hold themselves in higher regard and feel more entitled to rewards. The purpose of this intragenerational study is to counter balance extant research by exploring how the positive dispositional traits of proactive personality, core self-evaluation, grit and self-control predict strategic independence in a sample of 311 young adults. Strategic independence is a composite variable measuring a person’s tendency to make plans and achieve long-term goals. A confirmatory factor analysis and hierarchical regression found evidence of discriminant validity across the scales and that three of the four independent variables were statistically significant and positive predictors of strategic independence in the study. The paper discusses research and practical implications, strengths and limitations and areas for future research.
Strategic Innovation Capacity: A Mixed Method Study on Deliberate Strategic Learning Mechanisms

OpenAIRE

Berghman, Liselore

2006-01-01

textabstractSeveral management scholars have come to propound strategic innovation as an effective means to create new and substantially superior customer value, and to combat firms’ inclination towards strategic convergence. Research on strategic innovation is however still in its infancy, tends to lack scientific rigor and has so far proven unable to provide managers with well-founded insights into the specifics of strategic innovation creation. This research therefore aims to study mechani...
Achieving Economic Growth in the EU Through Lobbyism

DEFF Research Database (Denmark)

Svendsen, Gert Tinggaard; Brandt, Urs Steiner

2009-01-01

EU budget. Here, the two main redistribution policies, (1) Common Agricultural Policy (CAP) and (2) the Structural Funds, consume more than four fifths of the total annual EU budget. Thus, if the EU is to achieve its strategic goal, a strong cure is needed to reduce redistribution and encourage more......At Lisbon in 2000, the European Union (EU) set itself a new strategic goal, namely to become the world's leading economy and to enhance social cohesion across the union, all within a decade. It is argued in this article that one fundamental barrier to the fulfilment of this dream is the fact...
Strategic management thinking and practice in the public sector: A strategic planning for all seasons?

OpenAIRE

Johnsen, Åge

2014-01-01

This paper explores how strategic management thinking manifests itself in strategic management practice in the public sector. Mintzberg’s framework of 10 strategic management schools of thought is chosen for mapping strategic management thinking. The paper analyses a convenience sample of 35 strategic management processes, observation of an agency’s strategy reformulation process and interviews of managers in the public sector in Norway for informing the discussion. Strategic planning is heav...
On investment, uncertainty, and strategic interaction with applications in energy markets

International Nuclear Information System (INIS)

Murto, P.

2003-01-01

The thesis presents dynamic models on investment under uncertainty with the focus on strategic interaction and energy market applications. The uncertainty is modelled using stochastic processes as state variables. The specific questions analyzed include the effect of technological and revenue related uncertainties on the optimal timing of investment, the irreversibility in the choice between alternative investment projects with different degrees of uncertainty, and the effect of strategic interaction on the initiating of discrete investment projects, on the abandonment of a project, and on incremental capacity investments. The main methodological feature is the incorporation of game theoretic concepts in the theory of investment. It is argued that such an approach is often desirable in terms of real applications, because many industries are characterized by both uncertainty and strategic interaction between the firms. Besides extending the theory of investment, this line of work may be seen as an extension of the theory of industrial organization towards the direction that views market stability as one of the factors explaining rational behaviour of the firms. (orig.)
Strategic Innovation Capacity: A Mixed Method Study on Deliberate Strategic Learning Mechanisms

NARCIS (Netherlands)

L.A. Berghman (Liselore)

2006-01-01

textabstractSeveral management scholars have come to propound strategic innovation as an effective means to create new and substantially superior customer value, and to combat firms’ inclination towards strategic convergence. Research on strategic innovation is however still in its infancy, tends to
STRATEGIC MAPS AND CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY: A PROPOSAL

Directory of Open Access Journals (Sweden)

Sady Darcy Silva Junior

2010-06-01

Full Text Available Project Management (PM and Strategic Management (SM are two subjects of growing importance in the corporate environment which are normally considered in isolation. One way of integrating these two concepts might be via the concept of project management maturity (Westphal et al., 2008. Rabechini and Pessoa (2005 state that to obtain project management maturity, it is necessary to achieve success in a number of critical factors which include organizational culture and structure, as well as sponsorship at both tactical and strategic levels (Silva et al., 2008. Another way of achieving this connection is by using Balanced Scorecard (BSC as an auxiliary tool to integrate between projects and organizational strategy (Brock et al., 2003. The original developers of the BSC, Kaplan e Norton, subsequently developed the concept of strategy mapping, which they affirm "represents the missing link between the formulation and the execution of the strategy" (Kaplan e Norton, 2004. This paper proposes a strategy map identifying critical factors for attaining project management maturity. To formulate the map, we used a qualitative, exploratory approach oriented by Project Management theory and strategy mapping. We first identified 13 critical factors, then developed a strategy map, which was evaluated by six specialists (three in SM area and three in PM area.The results suggest links between strategic mapping nad critical factors in project management. It also contributes to both areas independently. Specifically, the study identifies critical factors for project management maturity while demonstrating the applicability of strategic mapping techniques to Balanced Scorecard concepts.
A strategic approach to public health workforce development and capacity building.

Science.gov (United States)

Dean, Hazel D; Myles, Ranell L; Spears-Jones, Crystal; Bishop-Cline, Audriene; Fenton, Kevin A

2014-11-01

In February 2010, CDC's National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Disease (STD), and Tuberculosis (TB) Prevention (NCHHSTP) formally institutionalized workforce development and capacity building (WDCB) as one of six overarching goals in its 2010-2015 Strategic Plan. Annually, workforce team members finalize an action plan that lays the foundation for programs to be implemented for NCHHSTP's workforce that year. This paper describes selected WDCB programs implemented by NCHHSTP during the last 4 years in the three strategic goal areas: (1) attracting, recruiting, and retaining a diverse and sustainable workforce; (2) providing staff with development opportunities to ensure the effective and innovative delivery of NCHHSTP programs; and (3) continuously recognizing performance and achievements of staff and creating an atmosphere that promotes a healthy work-life balance. Programs have included but are not limited to an Ambassador Program for new hires, career development training for all staff, leadership and coaching for mid-level managers, and a Laboratory Workforce Development Initiative for laboratory scientists. Additionally, the paper discusses three overarching areas-employee communication, evaluation and continuous review to guide program development, and the implementation of key organizational and leadership structures to ensure accountability and continuity of programs. Since 2010, many lessons have been learned regarding strategic approaches to scaling up organization-wide public health workforce development and capacity building. Perhaps the most important is the value of ensuring the high-level strategic prioritization of this issue, demonstrating to staff and partners the importance of this imperative in achieving NCHHSTP's mission. Published by Elsevier Inc.
The Impact of Forecasting on Strategic Planning and Decision Making

African Journals Online (AJOL)

The Impact of Forecasting on Strategic Planning and Decision Making: An Exploratory ... lead to the failure to achieve projected performance. ... the use of multiple regression analysis model to forecast the stock market activities of each sector ... making, and that these decisions must be congruent with the company strategy.
Strategic Belief Management

DEFF Research Database (Denmark)

Foss, Nicolai Juul

While (managerial) beliefs are central to many aspects of strategic organization, interactive beliefs are almost entirely neglected, save for some game theory treatments. In an increasingly connected and networked economy, firms confront coordination problems that arise because of network effects....... The capability to manage beliefs will increasingly be a strategic one, a key source of wealth creation, and a key research area for strategic organization scholars.......While (managerial) beliefs are central to many aspects of strategic organization, interactive beliefs are almost entirely neglected, save for some game theory treatments. In an increasingly connected and networked economy, firms confront coordination problems that arise because of network effects...
Determining success factors for effective strategic change: Role of middle managers' strategic involvement

Directory of Open Access Journals (Sweden)

Minhajul Islam Ukil

2017-05-01

Full Text Available Middle managers are believed to play most crucial part in strategic change that in consequence leads to organizational success. The present study seeks to identify the underlying success factors for effective strategic change and, to investigate the relationship between middle management strategic involvement and effective strategic change. Data were collected following a survey administered among a group of mid-level managers (N=144 serving in twenty different private commercial banks in Bangladesh, and analyzed using various statistical tests including descriptive analysis, Pearson correlation, and simple and multiple regressions in STATA. Results uncovers that factors like relation with top management, strategy, role and skills are essential for effective strategic change. This study also reveals significant relationship between middle management strategic involvement and effective strategic change. Findings of this research suggest that organizations shall involve mid-level managers to formulate and implement strategy since middle mangers work as a bridge between top management and ground level workers.
Strategic Brand Management in Hospitality Sector: How to Manage Co-branding in Hotels and Restaurants

Directory of Open Access Journals (Sweden)

Ruhet Genc

2010-10-01

Full Text Available Companies in the hospitality sector (hotels, restaurants etc. aim to distinguish their brandimage and differentiate their product or service among the competitors by adopting particular brandstrategies since identifying a target customer base and understanding their needs and preferences areof primary significance for hospitality firms. The achievement of a distinguished designationnecessitates utilizing research based and strategic branding techniques and suggestions. One majorbranding strategy particularly for international firms is co-branding. Nevertheless, there are scarcestudies which examine the role of strategic co-brand management in the hospitality sector. Thisreview paper aims to critically discuss the current position of strategic co-branding in the hospitalitysector and possible problems involved in this issue. Recommendations for future research on cobrandingof hospitality firms within the strategic management paradigm are provided. Furthermore,managers in the hospitality sector are given suggestions for enhancing strategic management of cobrandingin hospitality and particularly in destination firms.
THEORETICAL AND METHODOLOGICAL PRINCIPLES OF THE STRATEGIC FINANCIAL ANALYSIS OF CAPITAL

Directory of Open Access Journals (Sweden)

Olha KHUDYK

2016-07-01

Full Text Available The article is devoted to the theoretical and methodological principles of strategic financial analysis of capital. The necessity of strategic financial analysis of capital as a methodological basis for study strategies is proved in modern conditions of a high level of dynamism, uncertainty and risk. The methodological elements of the strategic indicators, the factors, the methods of study, the subjects of analysis, the sources of incoming and outgoing information are justified in the system of financial management, allowing to improve its theoretical foundations. It is proved that the strategic financial analysis of capital is a continuous process, carried out in an appropriate sequence at each stage of capital circulation. The system of indexes is substantiated, based on the needs of the strategic financial analysis. The classification of factors determining the size and structure of company’s capital is grounded. The economic nature of capital of the company is clarified. We consider that capital is a stock of economic resources in the form of cash, tangible and intangible assets accumulated by savings, which is used by its owner as a factor of production and investment resource in the economic process in order to obtain profit, to ensure the growth of owners’ prosperity and to achieve social effect.
EXISTS A RELATIONSHIP BETWEEN STRATEGIC HUMAN RESOURCES MANAGEMENT, INNOVATION AND COMPETITIVE ADVANTAGE?

Directory of Open Access Journals (Sweden)

ANCA-IOANA MUNTEANU

2015-02-01

Full Text Available This paper is purely theoretical, having as starting points both existing information in the literature and their correlations. The text does not have a generalized, but represent personal opinions and conclusions. Critically analyzing the definitions given in the literature the term "strategic human resource management ", we found that most of them referred to the involvement he has it in obtaining competitive advantage of an organization. Also, starting from the study of different approaches to strategic management of human resources, we can see that besides the role that obtain competitive advantage, it supports innovative activity of a company. So we can talk about a link between strategic management of human resources, innovation and achieving competitive advantage. By presenting how strategic human resource management can be implemented in an organization, its high performance practices for human resources, it demonstrates that they support employee creativity through free expression of ideas, involvement in decision making, resulting in the way to innovation and thus to obtain competitive advantage. This work, theoretical, was completed by a presentation that show the interdependencies that exist between the three think elements: strategic human resources management, innovation, competitive advantage.
The challenges of strategic purchasing of healthcare services in Iran Health Insurance Organization: a qualitative study

Science.gov (United States)

Gorji, Hasan Abolghasem; Shojaei, Ali; Keshavarzi, Anahita; Zare, Hossein

2018-01-01

Background Strategic purchasing in healthcare services is a key component in improving health system performance, and it has been one of the most important issues in health system reform around the world, especially Europe in the last decade. Iran health system and insurance, although sometimes considered the issue of strategic purchasing goals, has not been made possible to achieve or even to implement, due to the associated problems. Objective To determine the associated problems of strategic purchasing in the Iran Health Insurance Organization (IHIO). Methods This study is a qualitative study, and framework analysis which was conducted in Iran in 2014–15. The participants in this study were 34 individuals from decision-makers and executives in the IHIO purchasing process, and university experts who have been chosen purposefully. This study conducted frame analysis, by using MAXQDA 10. Results The findings included associated problems of IHIO strategic purchasing in 12 themes and 65 subthemes. The themes included: Laws and regulations for purchasing, Organization of purchasing, Qualified and authorized providers, Right type of services, Right type of contracts, Target groups for purchasing, Resources allocation, financing and pricing system, Purchasing as improving performance and quality, Purchasing as shaping the market and competition, Purchasing as health progress state of people and society, Guided purchasing and stewardship of government, Structure of decision-making process in the health and welfare ministries. Conclusion The findings of this study showed associated problems in IHIO strategic purchasing. To achieve strategic purchasing goals in Iran, identification of all issues and factors of the total insurers and health system sets which affect strategic purchasing is essential. PMID:29629051

Strategic Planning and the Long-term R&D Plan

International Nuclear Information System (INIS)

Cooley, J.

2015-01-01

The Department of Safeguards of the International Atomic Energy Agency implements a structured strategic planning process to ensure that safeguards will continue to be both effective and efficient in the future. This process provides the Department with a comprehensive and coherent planning framework for the short (2 years), medium (6 years) and long (12 years) term. The Department's suite of planning documents includes a long-term strategic plan and an associated long-term research and development plan as well as a biennial development and implementation support programme. The Department's Long-Term Strategic Plan 2012-2023 addresses the conceptual framework for safeguards implementation, legal authority, technical capabilities (expertise, equipment and infrastructure) and the human and financial resources necessary for Agency verification activities. As research and development (R&D) are essential to meet the safeguards needs of the future, the Department-s Long-Term R&D Plan 2012-2023 is designed to support the Long-Term Strategic Plan 2012-2023 by setting out the capabilities that the Department needs to achieve its strategic objectives, and key milestones towards achieving those capabilities for which Member State R&D support is needed. The Long-Term R&D Plan 2012-2023 addresses the Department's R&D requirements in areas such as safeguards concepts and approaches; detection of undeclared nuclear material and activities; safeguards equipment and communication; information technology, collection, analysis and security; analytical services; new mandates; and training. Long-term capabilities discussed in the presentation include deployed systems (e.g., equipment at facilities); analytical (e.g., sample analysis), operational (e.g., staff expertise and skills) and readiness (e.g., safeguarding new types of facilities) capabilities. To address near-term development objectives and support the implementation of its verification activities as well as to
76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group

Science.gov (United States)

2011-03-18

... DEPARTMENT OF DEFENSE Office of the Secretary Closed Meeting of the U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of advisory committee closed meeting.... Strategic Command Strategic Advisory Group. DATES: April 7, 2011, from 8 a.m. to 5 p.m. and April 8, 2011...
Learning to think strategically.

Science.gov (United States)

1994-01-01

Strategic thinking focuses on issues that directly affect the ability of a family planning program to attract and retain clients. This issue of "The Family Planning Manager" outlines the five steps of strategic thinking in family planning administration: 1) define the organization's mission and strategic goals; 2) identify opportunities for improving quality, expanding access, and increasing demand; 3) evaluate each option in terms of its compatibility with the organization's goals; 4) select an option; and 5) transform strategies into action. Also included in this issue is a 20-question test designed to permit readers to assess their "strategic thinking quotient" and a list of sample questions to guide a strategic analysis.
ANSTO Strategic Plan 2000/2001 - 2004/2005

International Nuclear Information System (INIS)

2001-01-01

This new five-year plan outlines strategies to prepare ANSTO for the opportunities provided by the replacement research reactor, building on the successes of its predecessor plan in reforming the organisation.The Strategic Plan focuses on the innovation process itself as a driver of future prosperity. It embodies the Commonwealth Government's emphasis on an outputs and outcomes framework to deliver results, and to further strengthen accountability in light of the significant research investment at ANSTO. A balanced Scorecard approach of driving strategic and business processes through four different perspectives will ensure the efficient achievement of relevant results. ANSTO is responsible for delivering specific scientific services and products to government, industry, academia and other research organisations. Activities are grouped into five externally focused core business areas.These are the areas through which ANSTO will develop new knowledge, deliver quality services, support business opportunities and ensure that nuclear science and technology and related capabilities provide an innovative impetus to benefit society. A separate internal stream provides support for organisational development. The challenge of the next five years is to streamline the innovation process to improve delivery of results. ANSTO is a knowledge-based organisation with the major strengths being its people, a multidisciplinary approach to its operation, and its facilities.Through a collaborative effort driven by this strategic plan, ANSTO will be able to deliver new and exciting outcomes that can be put into practice by participants and clients across Australia. ANSTO's strategic direction, as presented in this plan, is owned by the Board and staff
A prioritization methodology to strategic planning process

International Nuclear Information System (INIS)

Rondinelli Junior, Francisco; Cherif, Hadj Slimane

2009-01-01

In the process of formulation of a Strategic Plan, there is always a step that deals with choices among different options and strategies. To do that a prioritization methodology has to be applied in order to achieve the higher needs identified along the analysis and evaluation of problems. To assign priorities within a set of needs/problems of a strategic nature and identified within various areas of activity or different sectors, it is proposed a methodology that envisage the use of specific attributes for which a graded scale of values is established for each need/problem, which, at the end of the process, allows a quantitative comparison among them. The methodology presented in this paper was developed following an approach that has been used in many areas over the last 20 years by various public and private institutions, and also by international organizations involved in promotion and development work. (author)
Regulating reprogenetics: strategic sacralisation and semantic massage.

Science.gov (United States)

Mackenzie, Robin

2007-12-01

This paper forms part of the feminist critique of the regulatory consequences of biomedicine's systematic exclusion of the role of women's bodies in the development of reprogenetic technologies. I suggest that strategic use of notions of the sacred to decontextualise and delimit disagreement fosters this marginalisation. Here conceptions of the sacred and sacralisation afford a means by which pragmatic consensus over regulation may be achieved, through the deployment of a bricolage of dense images associated with cultural loyalties to solidify support or exclude contradictory elements. Hence an explicit renegotiation of the symbolic order structuring salient debates is necessary to disrupt and enrich the entrenched and exclusionary dominant discourse over reprogenetic regulation. I draw upon previous analyses of strategic rhetoric associated with the regulation of infertility treatment and embryo research in the United Kingdom, the cultural anthropology of biomedicine and feminist ethnographies of reprogenetics to illustrate these claims.
How To Make International Strategic Alliances Work: One More Business Lesson from the Japanese.

Science.gov (United States)

Raffield, Barney T., III

International strategic alliances are established by two or more companies as synergistic relationships to achieve a common goal where both parties benefit. The evolving global market has focused renewed interest on these alliances as an important tool in penetrating new markets. No country has achieved as much success as Japan in forging such…
Stability of alert survivable forces during reductions

Energy Technology Data Exchange (ETDEWEB)

Canavan, G.H.

1998-01-01

The stability of current and projected strategic forces are discussed within a framework that contains elements of current US and Russian analyses. For current force levels and high alert, stability levels are high, as are the levels of potential strikes, due to the large forces deployed. As force levels drop towards those of current value target sets, the analysis becomes linear, concern shifts from stability to reconstitution, and survivable forces drop out. Adverse marginal costs generally provide disincentives for the reduction of vulnerable weapons, but the exchange of vulnerable for survivable weapons could reduce cost while increasing stability even for aggressive participants. Exchanges between effective vulnerable and survivable missile forces are studied with an aggregated, probabilistic model, which optimizes each sides` first and determines each sides` second strikes and costs by minimizing first strike costs.
Processing of intended and unintended strategic issues and integration into the strategic agenda.

Science.gov (United States)

Ridder, Hans-Gerd; Schrader, Jan Simon

2017-11-01

Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce. We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation. The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals. Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation. There is systematic neglect of medical expertise in processes of generating strategies. Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.
Simulation Modelling and Strategic Change: Creating the Sustainable Enterprise

Directory of Open Access Journals (Sweden)

Patrick Dawson

2010-01-01

Full Text Available This paper highlights the benefits of using discrete event simulation models for developing change management frameworks which facilitate productivity and environmental improvements in order to create a sustainable enterprise. There is an increasing need for organisations to be more socially and environmentally responsible, however these objectives cannot be realised in isolation of the strategic, operations and business objectives of the enterprise. Discrete Event Simulation models facilitate a multidimensional approach to enterprise modelling which can integrate operations and strategic considerations with environmental and social issues. Moreover these models can provide a dynamic roadmap for implementing a change strategy for realising the optimal conditions for operational and environmental performance. It is important to note that the nature of change is itself dynamic and that simulation models are capable of characterising the dynamics of the change process. The paper argues that incorporating social and environmental challenges into a strategic business model for an enterprise can result in improved profits and long term viability and that a multidimensional simulation approach can support decision making throughout the change process to more effectively achieve these goals.
Investigation of Strategic Changes Using Patent Co-Inventor Network Analysis: The Case of Samsung Electronics

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Sungchul Choi

2016-12-01

Full Text Available The aim of this paper is to propose a method to investigate a firm’s strategic changes. Technologies or technological capabilities are a major resource for achieving competitive advantages, so a firm’s R&D effort to improve capabilities on specific technologies is aligned with strategic direction. Therefore, this research analyzes changes in R&D efforts by identifying key R&D personnel using patent co-inventor network and social network analysis. Based on characteristics of application and granted patents, the method analyzes current and future R&D efforts and so identifies strategic changes of a firm. We conducted an empirical analysis using the patents of Samsung Electronics. Our method analyzed the current and future strategies of Samsung Electronics and the result shows clear strategic changes in their focal technologies and business.
METHOD OF STRATEGIC PLANNING AND MANAGEMENT DECISION-MAKING CONSIDERING THE LIFE CYCLE THEORY

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Tetiana Kniazieva

2017-12-01

Full Text Available The subject of the study is a set of theoretical and methodological aspects of development strategy formed for objects (country, region, branch, enterprise on the basis of the life cycles theory under the external environment uncertainty. The methodology of strategic planning under the external environment uncertainty with the consideration of the life cycle theory includes: the definition of key criteria for assessing the product lifecycle, the definition of the limits scope for the solvable problem, the definition of parameters of models stability, the formation of models for analysis, setting the problem under uncertainty, the mechanism of step-by-step adjustment, and effectiveness assessment of strategic decisions based on strategies, the algorithm for the integrated assessment of the strategies effectiveness taking into account the uncertainty factors. Strategic planning is not characterized by temporal intervals but by a set of strategies, each of which is determined by the ways of achieving the main object objectives. For a rapid analysis of the product life cycle, the external indicators are used, such as: the growth rate of the product market, the relative growth rate of the product (compared to the growth rate of the entire market of the region or country, the firm market share, the firm relative market share (compared to the market share of leading competitor, and internal indicators, such as: the dynamics of enterprise revenue by product, the dynamics of company profits by product, the dynamics of enterprise profitability by product, the dynamics of enterprise investment. For each indicator that describes the enterprise performance, the directions of change are taken: α – growth, const – constant or β – decrease. The methodology involves a certain sequence of studying the product life cycle in retrospect and at the current moment, then the modelling and development of options for short- and long-term strategies implementation
Strategic planning in transition

DEFF Research Database (Denmark)

Olesen, Kristian; Richardson, Tim

2012-01-01

In this paper, we analyse how contested transitions in planning rationalities and spatial logics have shaped the processes and outputs of recent episodes of Danish ‘strategic spatial planning’. The practice of ‘strategic spatial planning’ in Denmark has undergone a concerted reorientation...... style of ‘strategic spatial planning’ with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of ‘strategic spatial planning’, rooted in spatial Keynesianism, which has long characterised the Danish approach. The findings reveal the emergence...... of a particularly Danish approach, retaining strong regulatory aspects. However this approach does not sit easily within the current neoliberal political climate, raising concerns of an emerging crisis of ‘strategic spatial planning’....
Strategic Air Traffic Planning Using Eulerian Route Based Modeling and Optimization

Science.gov (United States)

Bombelli, Alessandro

Due to a soaring air travel growth in the last decades, air traffic management has become increasingly challenging. As a consequence, planning tools are being devised to help human decision-makers achieve a better management of air traffic. Planning tools are divided into two categories, strategic and tactical. Strategic planning generally addresses a larger planning domain and is performed days to hours in advance. Tactical planning is more localized and is performed hours to minutes in advance. An aggregate route model for strategic air traffic flow management is presented. It is an Eulerian model, describing the flow between cells of unidirectional point-to-point routes. Aggregate routes are created from flight trajectory data based on similarity measures. Spatial similarity is determined using the Frechet distance. The aggregate routes approximate actual well-traveled traffic patterns. By specifying the model resolution, an appropriate balance between model accuracy and model dimension can be achieved. For a particular planning horizon, during which weather is expected to restrict the flow, a procedure for designing airborne reroutes and augmenting the traffic flow model is developed. The dynamics of the traffic flow on the resulting network take the form of a discrete-time, linear time-invariant system. The traffic flow controls are ground holding, pre-departure rerouting and airborne rerouting. Strategic planning--determining how the controls should be used to modify the future traffic flow when local capacity violations are anticipated--is posed as an integer programming problem of minimizing a weighted sum of flight delays subject to control and capacity constraints. Several tests indicate the effectiveness of the modeling and strategic planning approach. In the final, most challenging, test, strategic planning is demonstrated for the six western-most Centers of the 22-Center national airspace. The planning time horizon is four hours long, and there is
NUMBER OF SUCCESSIVE CYCLES NECESSARY TO ACHIEVE STABILITY OF SELECTED GROUND REACTION FORCE VARIABLES DURING CONTINUOUS JUMPING

Directory of Open Access Journals (Sweden)

Jasmes M.W. Brownjohn

2009-12-01

Full Text Available Because of inherent variability in all human cyclical movements, such as walking, running and jumping, data collected across a single cycle might be atypical and potentially unable to represent an individual's generalized performance. The study described here was designed to determine the number of successive cycles due to continuous, repetitive countermovement jumping which a test subject should perform in a single experimental session to achieve stability of the mean of the corresponding continuously measured ground reaction force (GRF variables. Seven vertical GRF variables (period of jumping cycle, duration of contact phase, peak force amplitude and its timing, average rate of force development, average rate of force relaxation and impulse were extracted on the cycle-by-cycle basis from vertical jumping force time histories generated by twelve participants who were jumping in response to regular electronic metronome beats in the range 2-2.8 Hz. Stability of the selected GRF variables across successive jumping cycles was examined for three jumping rates (2, 2.4 and 2.8 Hz using two statistical methods: intra-class correlation (ICC analysis and segmental averaging technique (SAT. Results of the ICC analysis indicated that an average of four successive cycles (mean 4.5 ± 2.7 for 2 Hz; 3.9 ± 2.6 for 2.4 Hz; 3.3 ± 2.7 for 2.8 Hz were necessary to achieve maximum ICC values. Except for jumping period, maximum ICC values took values from 0.592 to 0.991 and all were significantly (p < 0.05 different from zero. Results of the SAT revealed that an average of ten successive cycles (mean 10.5 ± 3.5 for 2 Hz; 9.2 ± 3.8 for 2.4 Hz; 9.0 ± 3.9 for 2.8 Hz were necessary to achieve stability of the selected parameters using criteria previously reported in the literature. Using 10 reference trials, the SAT required standard deviation criterion values of 0.49, 0.41 and 0.55 for 2 Hz, 2.4 Hz and 2.8 Hz jumping rates, respectively, in order to approximate
Study on the partner selecting method of strategic alliance in high and new technology enterprises

Institute of Scientific and Technical Information of China (English)

王宏起; 唐宇; 迟运领

2004-01-01

A successful and effective strategic alliance involves many factors, of which selecting a proper partner is the most important factor to achieve the success of the alliance. In view of the characteristics of strategic alliance in high and new technology enterprises and according to the analysis on the standards of partner selecting and the factors of the success of alliance, this paper does some deeper research on the partner selecting and the alliance evaluation process from the perspective of different strategic levels by using a fuzzy comprehensive evaluating method, thus providing a method to select the alliance partner for high and new technology enterprises in China.
Strategic Evaluation Tool for Surface Water Quality Management Remedies in Drinking Water Catchments

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Huda Almaaofi

2017-09-01

Full Text Available Drinking water catchments (DWC are under pressure from point and nonpoint source pollution due to the growing human activities. This worldwide challenge is causing number of adverse effects, such as degradation in water quality, ecosystem health, and other economic and social pressures. Different evaluation tools have been developed to achieve sustainable and healthy drinking water catchments. However, a holistic and strategic framework is still required to adequately consider the uncertainty associated with feasible management remedies of surface water quality in drinking water catchments. A strategic framework was developed to adequately consider the uncertainty associated with management remedies for surface water quality in drinking water catchments. A Fuzzy Multiple Criteria Decision Analysis (FMCDA approach was embedded into a strategic decision support framework to evaluate and rank water quality remediation options within a typical fixed budget constraint faced by bulk water providers. The evaluation framework consists of four core aspects; namely, water quality, environmental, economic and social, and number of associated quantitative and qualitative criteria and sub-criteria. Final remediation strategy ranking was achieved through the application of the Euclidean Distance by the In-center of Centroids (EDIC.
Trapped particle stability for the kinetic stabilizer

Science.gov (United States)

Berk, H. L.; Pratt, J.

2011-08-01

A kinetically stabilized axially symmetric tandem mirror (KSTM) uses the momentum flux of low-energy, unconfined particles that sample only the outer end-regions of the mirror plugs, where large favourable field-line curvature exists. The window of operation is determined for achieving magnetohydrodynamic (MHD) stability with tolerable energy drain from the kinetic stabilizer. Then MHD stable systems are analysed for stability of the trapped particle mode. This mode is characterized by the detachment of the central-cell plasma from the kinetic-stabilizer region without inducing field-line bending. Stability of the trapped particle mode is sensitive to the electron connection between the stabilizer and the end plug. It is found that the stability condition for the trapped particle mode is more constraining than the stability condition for the MHD mode, and it is challenging to satisfy the required power constraint. Furthermore, a severe power drain may arise from the necessary connection of low-energy electrons in the kinetic stabilizer to the central region.
Strategic Alliance Poker: Demonstrating the Importance of Complementary Resources and Trust in Strategic Alliance Management

Science.gov (United States)

Reutzel, Christopher R.; Worthington, William J.; Collins, Jamie D.

2012-01-01

Strategic Alliance Poker (SAP) provides instructors with an opportunity to integrate the resource based view with their discussion of strategic alliances in undergraduate Strategic Management courses. Specifically, SAP provides Strategic Management instructors with an experiential exercise that can be used to illustrate the value creation…
A neo-strategic planning approach to enhance local tobacco control programs.

Science.gov (United States)

Douglas, Malinda R; Carter, Sara Sally R; Wilson, Andrew P; Chan, Andie

2015-01-01

Research in tobacco control demonstrating best practices is widely disseminated; however, application at the local level is often difficult. Translating research into practice requires a concerted effort to develop an understanding of the evidence and how it can be applied within diverse contexts. A strategic planning infrastructure was developed to support the translation of evidence-based interventions into community practice. This paper highlights the strategic process of turning "know-what" into "know-how" to facilitate the strategic planning and implementation of tobacco control best practices at the local level. The purpose, people, process, and product strategies of knowledge management and translation provided a framework for the strategic planning infrastructure. The knowledge translation concepts of audience, motivations, and mechanisms were synergized in the neo-strategic planning component design. The participants were 20 community coalitions funded to implement local tobacco control programs. From 2004 to 2011, the strategic planners facilitated a cyclical process to translate research into practice using a trio of integrated tools, skill-building workshops on strategic planning, and grantee-driven technical assistance and consultation. In the short term, the usefulness of the strategic planning components to the programs was measured. The intermediate outcome was the successful movement of the community programs from the planning stage to the implementation stage. The achievement of community-level changes in planned tobacco control efforts was the overall outcome measure for the success of the local coalitions. Seventeen of 20 communities that began the planning process implemented strategic plans. All 17 of the programs implemented evidence-based practices, resulting in numerous tobacco-free policies, increased cessation, and increased support from the media and community. Bridging the gap between research and practice can enhance the practicality

Strategic agility for nursing leadership.

Science.gov (United States)

Shirey, Maria R

2015-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.
Strategic Management fundamentals of metal enterprises in Ukraine

Directory of Open Access Journals (Sweden)

Zargana Irina Anatolevna

2013-08-01

Full Text Available The basics and characteristics of strategic management at the metal enterprises are considered. The stages of development and implementation of enterprise management strategy are structured. The balanced scorecard and process management as tools of achieving the goals are considered. The block diagram of metal enterprises management strategy is presented, in which the groups of process indicators are allocated and the balanced scorecard for the process groups are developed.
The strategic management of data quality in healthcare.

Science.gov (United States)

Kerr, Karolyn A; Norris, Tony; Stockdale, Rosemary

2008-12-01

This research extends and tests principles to establish good practice and overcome practical barriers in the strategic management of data quality. The research explores the issues that define and control data quality in national health data collections and the mechanisms and frameworks that can be developed to achieve and sustain good data quality. The aim is to make the strategic management of data quality, and the prevention of persistent errors, everyday, ;institutionalized' activities. Using action research methodology and a combination of interpretive and positivist data collection and analysis methods, this research provides the health informatics community with an understanding of the issues related to developing and implementing programmes to improve data quality. Healthcare is a complex system that is highly political and culturally diverse, and applied health informatics research is essential to improve outcomes and performance.
E-learning implementation from strategic perspective

DEFF Research Database (Denmark)

Lin, Chih-Cheng; Ma, Zheng; Chang, Chi-Cheng

2012-01-01

are now facing the challenges of selecting and implementing the right e-learning solutions. In order to understand the entire process associated with e-learning implementation in higher institutes which has not yet been a linear process but came probably with top-down, bottom-up, or flowers blooming...... approach. However, the transform process is extremely complex. To make sense of this complexity, the authors adopted strategic IS management profile (Sabherwal et al., 2001) into the research. To explore this speculation, the research uses a qualitative constructivist approach. Based on an exhaustive case...... study of one higher institute's experience, the paper shows that maintaining the alignment is still a crucial issue but hard to achieve. The pressure of achieving alignment may be even more considerable with the implementation of e-learning systems....
China’s Strategic Engagement with Sri Lanka: Implications for India

Directory of Open Access Journals (Sweden)

S.Y. Surendra Kumar

2017-12-01

Full Text Available The way the foreign policy of China has evolved in recent decades to consolidate its interests could be an object lesson to other countries. Initially, China’s Asia policy focused on Northeast and Southeast Asia. But in recent times, South Asia has gained tremendous importance in China’s foreign policy, which currently aims to maintain and promote regional peace and stability and, in consequence, sustain China’s own peaceful rise. As a result, South Asia constitutes an important region for China’s strategic ambit, and Sri Lanka is no different. In this context, this paper attempts to examine the growing China-Sri Lanka strategic engagement in general and particularly under President Rajapakse regime, which actually transformed the bilateral ties. India’s response to deepening ties between China and Sri Lanka and President Sririsena’s balancing approach towards India and China is analysed.
Towards universal ARV access: Achievements and challenges in ...

African Journals Online (AJOL)

Information on staff training, vacancy rates and funding allocations for the ARV roll-out was obtained from official government reports. Projections were made of expected new ARV enrolments for 2008 and 2009 and compared with goals set by the National Strategic Plan (NSP) to achieve universal access to ARVs by 2011.
Complex Strategic Choices Applying Systemic Planning for Strategic Decision Making

CERN Document Server

Leleur, Steen

2012-01-01

Effective decision making requires a clear methodology, particularly in a complex world of globalisation. Institutions and companies in all disciplines and sectors are faced with increasingly multi-faceted areas of uncertainty which cannot always be effectively handled by traditional strategies. Complex Strategic Choices provides clear principles and methods which can guide and support strategic decision making to face the many current challenges. By considering ways in which planning practices can be renewed and exploring the possibilities for acquiring awareness and tools to add value to strategic decision making, Complex Strategic Choices presents a methodology which is further illustrated by a number of case studies and example applications. Dr. Techn. Steen Leleur has adapted previously established research based on feedback and input from various conferences, journals and students resulting in new material stemming from and focusing on practical application of a systemic approach. The outcome is a coher...
THEORETICAL AND METHODOLOGICAL PRINCIPLES OF THE STRATEGIC FINANCIAL ANALYSIS OF CAPITAL

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Olha KHUDYK

2016-07-01

Full Text Available The article is devoted to the theoretical and methodological principles of strategic financial analysis of capital. The necessity of strategic financial analysis of capital as a methodological basis for study strategies is proved in modern conditions of a high level of dynamism, uncertainty and risk. The methodological elements of the strategic financial analysis of capital (the object of investigation, the indicators, the factors, the methods of study, the subjects of analysis, the sources of incoming and outgoing information are justified in the system of financial management, allowing to improve its theoretical foundations. It is proved that the strategic financial analysis of capital is a continuous process, carried out in an appropriate sequence at each stage of capital circulation. The system of indexes is substantiated, based on the needs of the strategic financial analysis. The classification of factors determining the size and structure of company’s capital is grounded. The economic nature of capital of the company is clarified. We consider that capital is a stock of economic resources in the form of cash, tangible and intangible assets accumulated by savings, which is used by its owner as a factor of production and investment resource in the economic process in order to obtain profit, to ensure the growth of owners’ prosperity and to achieve social effect.
Budgeting as a strategic tool for development in the arts | Enamhe ...

African Journals Online (AJOL)

This paper examines budgeting as a strategic tool for development in the Arts. Budgeting as a fundamental requirement to good management is being overlooked in Arts organizations. The study stresses the relevance of budgeting to arts organisations that ought to achieve their goals and objectives. It evidences the ...
Strategic planning for neuroradiologists.

Science.gov (United States)

Berlin, Jonathan W; Lexa, Frank J

2012-08-01

Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan. Copyright © 2012 Elsevier Inc. All rights reserved.
STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

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Nadiia Pylypiv

2017-08-01

Full Text Available The article is dedicated to learning the essence of the definition of “strategic management accounting” in domestic and foreign literature. Strategic management accounting tools has been studied and identified constraints that affect its choice. The result of the study is that the understanding of strategic management accounting was formed by authors. The tools which are common for both traditional managerial accounting and strategic and the specific tools necessary for efficient implementation of strategic management accounting have been defined. Keywords: strategic management accounting, definition, tools, strategic management decisions.
An Integrative Model of the Strategic Management Accounting at the Enterprises of Chemical Industry

Directory of Open Access Journals (Sweden)

Aleksandra Vasilyevna Glushchenko

2016-06-01

Full Text Available Currently, the issues of information and analytical support of strategic management enabling to take timely and high-quality management decisions, are extremely relevant. Conflicting and poor information, haphazard collected in the practice of large companies from unreliable sources, affects the effective implementation of their development strategies and carries the threat of risk, by the increasing instability of the external environment. Thus chemical industry is one of the central places in the industry of Russia and, of course, has its specificity in the formation of the informationsupport system. Such an information system suitable for the development and implementation of strategic directions, changes in recognized competitive advantages of strategic management accounting. The issues of the lack of requirements for strategic accounting information, its inconsistency in the result of simultaneous accumulation in different parts and using different methods of calculation and assessment of indicators is impossible without a well-constructed model of organization of strategic management accounting. The purpose of this study is to develop such a model, the implementation of which will allow realizing the possibility of achieving strategic goals by harmonizing information from the individual objects of the strategic account to increase the functional effectiveness of management decisions with a focus on strategy. Case study was based on dialectical logic and methods of system analysis, and identifying causal relationships in building a model of strategic management accounting that contributes to the forecasts of its development. The study proposed to implement an integrative model of organization of strategic management accounting. The purpose of a phased implementation of this model defines the objects and tools of strategic management accounting. Moreover, it is determined that from the point of view of increasing the usefulness of management
From the Balkans to Iraq - A Strategic Policy Outline for Integrated Stability Operations

National Research Council Canada - National Science Library

Botters, Jr, Robert J

2006-01-01

.... Although the Department of Defense is conducting stability operations however, there is a void in joint doctrine between stability operations strategy development, campaign planning, and campaign execution...
Strategic Aspirations

DEFF Research Database (Denmark)

Christensen, Lars Thøger; Morsing, Mette; Thyssen, Ole

2016-01-01

are often encouraged by social norms, regulations, and institutions—for example, institutionalized standards for corporate social responsibility (CSR) reporting—they live through local articulations and enactments that allow organizations to discover who they are and who they might become. Strategic......Strategic aspirations are public announcements designed to inspire, motivate, and create expectations about the future. Vision statements or value declarations are examples of such talk, through which organizations announce their ideal selves and declare what they (intend to) do. While aspirations...... aspirations, in other words, have exploratory and inspirational potential—two features that are highly essential in complex areas such as sustainability and CSR. This entry takes a communicative focus on strategic aspirations, highlighting the value of aspirational talk, understood as ideals and intentions...
Strategic Stability Reconsidered: Prospects for Escalation and Nuclear War in the Middle East

Energy Technology Data Exchange (ETDEWEB)

Russell, J.A.

2009-07-01

for survival'. The paper first draws upon Thomas Schelling's ideas to assess the regional strategic framework, and finds systemic uncertainties which suggest that escalation by various parties - state and non-state actors - is a possible outcome. Both near-term and long-term scenarios are considered. The near-term nuclear use scenarios are all predicated on the assumption that nuclear use will occur within the context of escalation to or within war. As dangerous as these circumstances are, longer-term scenarios for nuclear use will also be proposed, which, like the alarming near-term scenarios, flow from the same unstable regional dynamics. The Middle East's unstable dynamics occur within a global environment characterized by a general sense of insecurity about various nuclear issues. Reflecting this situation, the Bulletin of Atomic Scientists recently moved its 'Doomsday Clock' from seven- to five minutes to midnight - the most advanced setting since 1981. Citing Iran's nuclear ambitions, North Korea's test of a nuclear weapon, the failure to secure nuclear materials, a controversial U.S. nuclear doctrine that some argue suggests an expanded role for nuclear weapons, and the continued presence of 26,000 nuclear weapons in the United States and Russia, the Bulletin expressed new concerns about global strategic stability. These developments occurred against a backdrop of the collapse of the 2005 Nonproliferation Treaty Review conference due, among other things, to disinterest in the global community in supporting the spread of nonproliferation norms. (author)
Strategic Stability Reconsidered: Prospects for Escalation and Nuclear War in the Middle East

International Nuclear Information System (INIS)

Russell, J.A.

2009-01-01

Thomas Schelling's ideas to assess the regional strategic framework, and finds systemic uncertainties which suggest that escalation by various parties - state and non-state actors - is a possible outcome. Both near-term and long-term scenarios are considered. The near-term nuclear use scenarios are all predicated on the assumption that nuclear use will occur within the context of escalation to or within war. As dangerous as these circumstances are, longer-term scenarios for nuclear use will also be proposed, which, like the alarming near-term scenarios, flow from the same unstable regional dynamics. The Middle East's unstable dynamics occur within a global environment characterized by a general sense of insecurity about various nuclear issues. Reflecting this situation, the Bulletin of Atomic Scientists recently moved its 'Doomsday Clock' from seven- to five minutes to midnight - the most advanced setting since 1981. Citing Iran's nuclear ambitions, North Korea's test of a nuclear weapon, the failure to secure nuclear materials, a controversial U.S. nuclear doctrine that some argue suggests an expanded role for nuclear weapons, and the continued presence of 26,000 nuclear weapons in the United States and Russia, the Bulletin expressed new concerns about global strategic stability. These developments occurred against a backdrop of the collapse of the 2005 Nonproliferation Treaty Review conference due, among other things, to disinterest in the global community in supporting the spread of nonproliferation norms. (author)
The choice of strategic core - impact of financial volume

Energy Technology Data Exchange (ETDEWEB)

Emhjellen, M. [Petoro AS, Stavanger (Norway); Hausken, K. [University of Stavanger (Norway). Faculty of Social Sciences; Osmundsen, P. [University of Stavanger (Norway). Department of Industrial Economics, Section of Petroleum

2006-07-01

Recent trends among major oil companies and independents have been consolidation through mergers and acquisitions and focus on key strategic core areas. The expressed goals have been to achieve synergy, reduce costs, and concentrate on areas with maximum expected value creation. This paper provides a model that endogenously determines the optimal numbers of projects to implement in an optimal number of areas. The decision of whether to invest in a project cannot be seen in isolation but must be linked with portfolio optimisation and the strategic core of the firm. Accounting for excess opportunity costs and monitoring costs, we demonstrate how financial volume, i.e., materiality, is decisive for companies' investment allocation decision and how implementing marginally profitable projects in low-tax areas may be part of an optimal solution. (author)
The neoliberalisation of strategic spatial planning

DEFF Research Database (Denmark)

Olesen, Kristian

2014-01-01

scales, and partly through the normalisation of neoliberal discourses in strategic spatial planning processes. This paper analyses the complex relationship, partly of unease and partly of coevolution, between neoliberalism and strategic spatial planning. Furthermore, the paper discusses the key......Strategic spatial planning practices have recently taken a neoliberal turn in many northwestern European countries. This neoliberalisation of strategic spatial planning has materialised partly in governance reforms aiming to reduce or abolish strategic spatial planning at national and regional...... challenges for strategic spatial planning in the face of neoliberalism and argues for a need to strengthen strategic spatial planning’s critical dimension....
Strategic Communication Institutionalized

DEFF Research Database (Denmark)

Kjeldsen, Anna Karina

2013-01-01

of institutionalization when strategic communication is not yet visible as organizational practice, and how can such detections provide explanation for the later outcome of the process? (2) How can studies of strategic communication benefit from an institutional perspective? How can the virus metaphor generate a deeper...... understanding of the mechanisms that interact from the time an organization is exposed to a new organizational idea such as strategic communication until it surfaces in the form of symptoms such as mission and vision statements, communication manuals and communication positions? The first part of the article...... focuses on a discussion of the virus metaphor as an alternative to the widespread fashion metaphor for processes of institutionalization. The second part of the article provides empirical examples of the virus metaphor employed, examples that are drawn from a study of the institutionalization of strategic...
On strategic spatial planning

Directory of Open Access Journals (Sweden)

Tošić Branka

2014-01-01

Full Text Available The goal of this paper is to explain the origin and development of strategic spatial planning, to show complex features and highlight the differences and/or advantages over traditional, physical spatial planning. Strategic spatial planning is seen as one of approaches in legally defined planning documents, and throughout the display of properties of sectoral national strategies, as well as issues of strategic planning at the local level in Serbia. The strategic approach is clearly recognized at the national and sub-national level of spatial planning in European countries and in our country. It has been confirmed by the goals outlined in documents of the European Union and Serbia that promote the grounds of territorial cohesion and strategic integrated planning, emphasizing cooperation and the principles of sustainable spatial development. [Projekat Ministarstva nauke Republike Srbije, br. 176017

The efficiency and the effectiveness of strategic management: from strategic planning to organizational change

Directory of Open Access Journals (Sweden)

Rolando Juan Soliz Estrada

2007-09-01

Full Text Available Strategic management is a technique which has as structuring basis the Strategic Administration and the Strategic Planning, adding to its improvement the administrative perspective of organization changes. However, the organization change models developed in the last years have been elaborated aiming the managing of general organization changes, and do not have a specific approach to the managing and improvement of Strategic Planning and the Changes caused by them, it means they are not models which focus directly on the Strategic Management. This work had as objectives to develop a Model of Strategic Administration and a Model of Organizational Change, which associated turn efficient and effective the Organizations’ Administration. In order to develop this work were used concepts and approaches preconized by qualitative research. As results, the two Models are presented, as well as their validation in an organization with lucrative objectives.
The strategic entrepreneurial thinking imperative

OpenAIRE

S. Dhliwayo; J. J. Van Vuuren

2007-01-01

Purpose: The aim of this paper is to demonstrate that strategic entrepreneurial thinking is a unitary concept which should be viewed as a standalone construct. Design/Methodology/Approach: The concept strategic entrepreneurial thinking is modelled from an analysis of strategic thinking and entrepreneurial thinking from available literature. The strategic entrepreneurial mindset imperative is then emphasised and confirmed. Findings: This paper's finding is that there is no diff...
76 FR 52642 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

Science.gov (United States)

2011-08-23

... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory Committee closed meeting.... Strategic Command Strategic Advisory Group. DATES: November 1, 2011, from 8 a.m. to 5 p.m. and November 2...
Are deep strategic learners better suited to PBL? A preliminary study.

Science.gov (United States)

Papinczak, Tracey

2009-08-01

The aim of this study was to determine if medical students categorized as having deep and strategic approaches to their learning find problem-based learning (PBL) enjoyable and supportive of their learning, and achieve well in the first-year course. Quantitative and qualitative data were gathered from first-year medical students (N = 213). All students completed the Medical Course Learning Questionnaire at the commencement and completion of their first year of medical studies. The instrument measured a number of different aspects of learning, including approaches to learning, preferences for different learning environments, self-efficacy, and perceptions of learning within PBL tutorials. Qualitative data were collected from written responses to open questions. Results of students' performance on two forms of examinations were obtained for those giving permission (N = 68). Two-step cluster analysis of the cohort's responses to questions about their learning approaches identified five clusters, three of which represented coherent combinations of learning approaches (deep, deep and strategic, and surface apathetic) and two clusters which had unusual or dissonant combinations. Deep, strategic learners represented 25.8% of the cohort. They were more efficacious, preferred learning environments which support development of understanding and achieved significantly higher scores on the written examination. Strongly positive comments about learning in PBL tutorials were principally described by members of this cluster. This preliminary study employed a technique to categorize a student cohort into subgroups on the basis of their approaches to learning. One, the deep and strategic learners, appeared to be less vulnerable to the stresses of PBS in a medical course. While variation between individual learners will always be considerable, this analysis has enabled classification of a student group that may be less likely to find PBL problematic. Implications for practice and
STRATEGIC IMPACT OF MOBILITY ON ORGANIZATIONS

Directory of Open Access Journals (Sweden)

Anna Golovkova

2014-01-01

Full Text Available Purpose. The current rapid social and economic developments show mobility as the most important factor of economic growth, social and cultural progress. Mobile technology has undergone a sea change over the past ten years. The evolution of mobility is about creating better ways to change the world. It will increasingly shape our lives and thinking in ways we cannot fully anticipate. Mobile revolution is a global reality which creates new opportunities and challenges for all companies in the world. Methodology. Proposed methodological approach is based on a comprehensive assessment of the strategic impact of mobility on the organization as a major tool to improve competitiveness and efficiency of the company. During the research have been used both qualitative and quantitative methods. As a result, the article provides bridges between the field of mobility, organization science, information systems, and certain aspects of philosophy. Findings. This research provides a glimpse into the fast-evolving world of mobile technology and maybe even faster evolving world of organizations. The research is designed to understand the strategic impact of mobility on organizations, and evaluate the benefits of integration of these new technologies into the company. The research comprised of an extensive literature review, observation of existing practices, and semi-structured interviews geared toward understanding the strategic impact of mobility on organization and its employees. Originality. The research findings suggest three main strategic implications of mobility: (1 improve working process; (2 increase internal communication and knowledge sharing; and (3 enhance sales and marketing effectiveness. Practical value. The use of mobile technology and it impact on organizational change and strategy, stability and development of competitive advantage allow the company to ensure the effectiveness of its business. Mobility can dramatically transform the company by
A Handbook for Strategic Planning

Science.gov (United States)

1994-01-01

Total Quality Leadership, 48 mtrategic direction, strategic intent , organizational planning, 11tinaiCMc MIisiing.mysteusth nking, gap analysis 17 1CUPMtlI...Department of the Nawy vision, guiding principles, and strategic goals. Washington, DC: Author. Hamel, G., & Prahalad , C. K. (May-June 1989). Strategic ...professoional oirgani/atioins. strategic planning. Adv;ice mInav also take .,V resouirces, perimt, thet [QI 0 )fice, the form of recoiln~inedatioins onl
Strategic Talk in Film.

Science.gov (United States)

Payr, Sabine; Skowron, Marcin; Dobrosovestnova, Anna; Trapp, Martin; Trappl, Robert

2017-01-01

Conversational robots and agents are being designed for educational and/or persuasive tasks, e.g., health or fitness coaching. To pursue such tasks over a long time, they will need a complex model of the strategic goal, a variety of strategies to implement it in interaction, and the capability of strategic talk. Strategic talk is incipient ongoing conversation in which at least one participant has the objective of changing the other participant's attitudes or goals. The paper is based on the observation that strategic talk can stretch over considerable periods of time and a number of conversational segments. Film dialogues are taken as a source to develop a model of the strategic talk of mentor characters. A corpus of film mentor utterances is annotated on the basis of the model, and the data are interpreted to arrive at insights into mentor behavior, especially into the realization and sequencing of strategies.
Strategic plant choices can alleviate climate change impacts: A review.

Science.gov (United States)

Espeland, Erin K; Kettenring, Karin M

2018-06-01

Ecosystem-based adaptation (EbA) uses biodiversity and ecosystem services to reduce climate change impacts to local communities. Because plants can alleviate the abiotic and biotic stresses of climate change, purposeful plant choices could improve adaptation. However, there has been no systematic review of how plants can be applied to alleviate effects of climate change. Here we describe how plants can modify climate change effects by altering biological and physical processes. Plant effects range from increasing soil stabilization to reducing the impact of flooding and storm surges. Given the global scale of plant-related activities such as farming, landscaping, forestry, conservation, and restoration, plants can be selected strategically-i.e., planting and maintaining particular species with desired impacts-to simultaneously restore degraded ecosystems, conserve ecosystem function, and help alleviate effects of climate change. Plants are a tool for EbA that should be more broadly and strategically utilized. Copyright © 2018. Published by Elsevier Ltd.
Strategic Plan for Sustainable Energy Management and Environmental Stewardship for Los Angeles Unified School District

Energy Technology Data Exchange (ETDEWEB)

Walker, A.; Beattie, D.; Thomas, K.; Davis, K.; Sim, M.; Jhaveri, A.

2007-11-01

This Strategic Plan for Sustainable Energy Management and Environmental Stewardship states goals, measures progress toward goals and how actions are monitored to achieve continuous improvement for the Los Angeles Unified School District.
Cultivating strategic thinking skills.

Science.gov (United States)

Shirey, Maria R

2012-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author presents an overview of strategic leadership and offers approaches for cultivating strategic thinking skills.
Going Tactical: Pakistan's Nuclear Posture and Implications for Stability

International Nuclear Information System (INIS)

Khan, Feroz Hassan

2015-09-01

For decades, the Asian security environment has been characterized by multiple strategic rivalries with cascading effects. Due to its competition with China, India modernizes its armed forces, thus reinforcing its conventional advantage over Pakistan. In the subcontinent, geography, military imbalance, the legacy of past conflicts and infiltration of extremist groups considerably weaken strategic stability. To strengthen its deterrent capability against its stronger neighbour, Pakistan faces significant challenges in developing a conventional response to perceived threats from India. Islamabad thus committed to a 'full spectrum' build-up of its nuclear forces, which includes the development of tactical nuclear weapons. As Cold War experience informs, far from simply strengthening its deterrent vis-a-vis India, this move poses numerous operational dilemmas for Pakistan. The ongoing regional quantitative and qualitative arms race combines with continued political tensions between India and Pakistan to create a worrying strategic dynamic in South Asia. (author)
Strategic implementation and accountability: the case of the long-term care alliance.

Science.gov (United States)

Seaman, Al; Elias, Maria; O'Neill, Bill; Yatabe, Karen

2010-01-01

A group of chief executives of long-term care homes formed an alliance in order to tap the resources residing within their management teams. Adopting a strategic implementation project based on a framework of accountability, the executives were able to better understand the uncertainties of the environment and potentially structure their strategic implementation to best use scarce resources. The framework of accountability allowed the homes to recognize the need for a strong business approach to long-term care. Communication improved throughout the organizations while systems and resources showed improved utilization. Quality became the driving force for all actions taken to move the organizations toward achieving their visions.
FY17 Strategic Themes.

Energy Technology Data Exchange (ETDEWEB)

Leland, Robert W. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

2017-03-01

I am pleased to present this summary of the FY17 Division 1000 Science and Technology Strategic Plan. As this plan represents a continuation of the work we started last year, the four strategic themes (Mission Engagement, Bold Outcomes, Collaborative Environment, and Safety Imperative) remain the same, along with many of the goals. You will see most of the changes in the actions listed for each goal: We completed some actions, modified others, and added a few new ones. As I’ve stated previously, this is not a strategy to be pursued in tension with the Laboratory strategic plan. The Division 1000 strategic plan is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming months.
FY16 Strategic Themes.

Energy Technology Data Exchange (ETDEWEB)

Leland, Robert W. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

2017-03-01

I am pleased to present this summary of the Division 1000 Science and Technology Strategic Plan. This plan was created with considerable participation from all levels of management in Division 1000, and is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. The plan is characterized by four strategic themes: Mission Engagement, Bold Outcomes, Collaborative Environment, and the Safety Imperative. Each theme is accompanied by a brief vision statement, several goals, and planned actions to support those goals throughout FY16. I want to be clear that this is not a strategy to be pursued in tension with the Laboratory strategic plan. Rather, it is intended to describe “how” we intend to show up for the “what” described in Sandia’s Strategic Plan. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming year.
Achieving synergy between strategy and innovation: The key to value creation

Directory of Open Access Journals (Sweden)

Dobni, C.B.

2010-01-01

Full Text Available An innovation perspective provides an unencumbered clean sheet view of the future, as it is only concerned with what opportunities lie ahead. It prompts the organization to consider the question of 'what future state do we want to achieve?' as opposed to the orchestrated approaches of strategic planning that promotes incrementalism. The perspective chosen will often determine whether an organization is a competitive innovator and competitive imitator. In today's economic environment, organizations are required to create differentiable value. To do so requires a certain synergy between strategy and innovation. This article outlines the importance of innovation, but more importantly discusses the relationship between strategy and innovation. It argues that strategic innovation is logical, yet strategy and innovation are quite different, both in terms of definition and function. These differences are identified, and approaches to achieving synergy are outlined.
DEFINITION AND DEVELOPMENT OF COMPETENCES: A PARADIGM IN THE STRATEGIC PROCESS

Directory of Open Access Journals (Sweden)

Glauco Corbari Corrêa

2015-09-01

Full Text Available This study aims to examine the issue of defining and developing of competences and their definitive insertion in the strategic process of organizations. The relevance is evident, since in the globalized world of the twenty-first century new skills are being required of workers, employers and citizens in general. The understanding of the current dynamics of competence-based management becomes important, since it can be approached as a set of knowledge, skills and attitudes that accredit an individual to perform a certain function or, on the other hand, as achievements of the citizen in his/her work, i.e., the first definition focuses on the acquired potential and the second one lies in the effected performance. The paper also identifies the methods and techniques for assessing competences, in order to obtain a more objective view of human potential that exists in certain company and what are the needs for updating. Moreover, it attempts to present the importance of emotional competence in the strategic process and its close links with the concept of emotional intelligence, as well as it aims to demonstrate the importance of the irrevocable insertion of competences as a paradigm in the strategic process. Keywords: Competences. Management. Organizations. Globalization. Strategic Process.
Antecedents to strategic flexibility : Management cognition, firm resources and strategic options

NARCIS (Netherlands)

Combe, I.; Rudd, J.M.; Leeflang, P.S.H.; Greenley, G.E.

2012-01-01

Purpose - Current conceptualisations of strategic flexibility and its antecedents are theory-driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility.
Is lesional stability in vitiligo more important than disease stability for performing surgical interventions? results from a multicentric study

Directory of Open Access Journals (Sweden)

Imran Majid

2016-01-01

Full Text Available Background: Ensuring stability of the disease process is essential for undertaking surgical intervention in vitiligo. However, there is no consensus regarding the minimum duration of stability or the relative importance of disease and lesional stability in selecting patients for vitiligo grafting. Aim: This multicentric study aims to assess the relative importance of lesional and disease stability on selecting patients for vitiligo grafting. Materials and Methods: One hundred seventy patients were recruited into the study and divided into two groups: Group A with lesional stability of >1 year but overall disease stability of only 6-11 months and Group B with overall disease stability of >1 year. Patients underwent either tissue or cellular vitiligo grafting on the selected lesions and the repigmentation achieved was scored from 0 (no repigmentation to 6 (100% repigmentation. Repigmentation achieved on different sites of the body was compared between the two groups. Adverse effects at both the donor and the recipient sites were also compared. Results: Of the 170 patients who were enrolled, 82 patients were placed in Group A and 88 patients in Group B. Average repigmentation achieved (on scale of 0 to 6 was 3.8 and 4.04 in Group A and Group B, respectively. In Group A, ≥90% repigmentation was achieved in 36.6% (30/82 patients, while 37.5% (33/88 achieved similar results in Group B. Additionally, 47.6% (39/82 and 53.4% (47/88 of cases achieved partial repigmentation in Group A and Group B, respectively. Perigraft halo was the commonest adverse effect observed in both groups. Statistical analysis revealed no significant differences between the two groups with respect to the repigmentation achieved or adverse effects observed. Repigmentation achieved was the best on the face and neck area, while acral areas responded the least. Conclusions: Lesional stability seems to be as relevant as the overall disease stability in selecting patients for
The strategic security officer.

Science.gov (United States)

Hodges, Charles

2014-01-01

This article discusses the concept of the strategic security officer, and the potential that it brings to the healthcare security operational environment. The author believes that training and development, along with strict hiring practices, can enable a security department to reach a new level of professionalism, proficiency and efficiency. The strategic officer for healthcare security is adapted from the "strategic corporal" concept of US Marine Corps General Charles C. Krulak which focuses on understanding the total force implications of the decisions made by the lowest level leaders within the Corps (Krulak, 1999). This article focuses on the strategic organizational implications of every security officer's decisions in the constantly changing and increasingly volatile operational environment of healthcare security.
ABSTRACTS Preliminary Study of Strategic Inner Cores

Institute of Scientific and Technical Information of China (English)

2012-01-01

When a strategic entity attempts to make a dicision, first the project must be m accoroance wlm its strategic framework as well as make the strategic inner cores prominent. The existing theories of development strategy indicate that the formation of the framework can be divided into the following parts： inside and outside environments, purpose, goal, key points, and countermeasures. The strategic inner cores that put forward by this paper is the intensification and advancement for the theory of strategic framework, strategic orientation, strategic vision and main line are inciuded. Appearance of these ideas have improved the theory and enhanced strategic practice.

Conceptual Analysis for the Strategic and Operational Knowledge Man-agement of a Port Community

Directory of Open Access Journals (Sweden)

Claudia DURAN

2012-01-01

Full Text Available Ports working in a network-community that is composed of a group of associative enterprises and logistic chains require managing their strategic and operational knowledge for achieving the efficiency of their activities at both levels. A conceptual model is presented that allows the development of a strategy for a port community through a strategic planning approach using operational knowledge. The different actors that participate in the community, their roles, and the main processes in which they participate are characterized. Then the vision and the mission of the community, and the strategic objectives in the four perspectives of the Balanced Scorecard: financial, clients, processes, and learning and growth, are defined. Finally, a set of indicators oriented toward the knowledge management of the main actors participating in the community is designed.
Strategic Risk Assessment

Science.gov (United States)

Derleth, Jason; Lobia, Marcus

2009-01-01

This slide presentation provides an overview of the attempt to develop and demonstrate a methodology for the comparative assessment of risks across the entire portfolio of NASA projects and assets. It includes information about strategic risk identification, normalizing strategic risks, calculation of relative risk score, and implementation options.
Microfoundations of strategic decision effectiveness

NARCIS (Netherlands)

Jansen, R.J.G.; Van Santen, Sarah

2017-01-01

How do organizations make effective strategic decisions? In this study we build on research on the microfoundations of strategy and strategic decision-making to study the underpinnings of strategic decision effectiveness. We argue that the process-effectiveness link can be more fully understood if
CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

Energy Technology Data Exchange (ETDEWEB)

NELSON, R.L.

2000-05-08

The CH2M Hill Hanford Group, Inc., Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project
CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

International Nuclear Information System (INIS)

NELSON, R.L.

2000-01-01

The CH2M Hill Hanford Group, Inc., Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project
Strategic Control of 60 GHz Millimeter-Wave High-Speed Wireless Links for Distributed Virtual Reality Platforms

Directory of Open Access Journals (Sweden)

Joongheon Kim

2017-01-01

Full Text Available This paper discusses the stochastic and strategic control of 60 GHz millimeter-wave (mmWave wireless transmission for distributed and mobile virtual reality (VR applications. In VR scenarios, establishing wireless connection between VR data-center (called VR server (VRS and head-mounted VR device (called VRD allows various mobile services. Consequently, utilizing wireless technologies is obviously beneficial in VR applications. In order to transmit massive VR data, the 60 GHz mmWave wireless technology is considered in this research. However, transmitting the maximum amount of data introduces maximum power consumption in transceivers. Therefore, this paper proposes a dynamic/adaptive algorithm that can control the power allocation in the 60 GHz mmWave transceivers. The proposed algorithm dynamically controls the power allocation in order to achieve time-average energy-efficiency for VR data transmission over 60 GHz mmWave channels while preserving queue stabilization. The simulation results show that the proposed algorithm presents desired performance.
Crowdnursing - Strategizing Shitstorms

DEFF Research Database (Denmark)

Christensen, Lars Holmgaard

2018-01-01

This paper will introduce a framework for distinguishing between shitstorm types and social media crises. In need of strategies for handling social media crowds the paper suggests a strategic approach that focus on the cultivation of social media crowds and offers a valuable conceptual...... understanding of crowdnursing as a strategic tool....
Strategic Leverage of Engineering Knowledge through Taxonomy Governance

Directory of Open Access Journals (Sweden)

Rod Dilnutt

2009-10-01

Full Text Available In the heavy engineering industrial sector numerous technical standards, ISO (International Standards Organisation in particular, exist which invariably contain a glossary of terms providing definition within the context of the standard. However, there is a high level of ambiguity surrounding common terminology and limited consistency across these standards. Our case study company Silcar Pty Limited (Silcar has recognised the opportunity to strategically expand its business into the provision of high value services to assist clients with the management of large and complex technical assets in heavy industry and essential service utilities. The strategic development of a knowledge management capability enables Silcar to take-on larger scale, higher value added and more flexible asset performance management propositions across a diverse range of industry, client and geographical situations. This research paper explores the concepts that support this capability and discusses the approach taken to achieve the vision of consistency on language.
Strategic Planning and Financial Management

Science.gov (United States)

Conneely, James F.

2010-01-01

Strong financial management is a strategy for strategic planning success in student affairs. It is crucial that student affairs professionals understand the necessity of linking their strategic planning with their financial management processes. An effective strategic planner needs strong financial management skills to implement the plan over…
Strategic Partnerships in Higher Education

Science.gov (United States)

Ortega, Janet L.

2013-01-01

The purpose of this study was to investigate the impacts of strategic partnerships between community colleges and key stakeholders; to specifically examine strategic partnerships; leadership decision-making; criteria to evaluate strategic partnerships that added value to the institution, value to the students, faculty, staff, and the local…
The Possibilities of Strategic Finance

Science.gov (United States)

Chaffee, Ellen

2010-01-01

Strategic finance is aligning financial decisions--regarding revenues, creating and maintaining institutional assets, and using those assets--with the institution's mission and strategic plan. The concept known as "strategic finance" increasingly is being seen as a useful perspective for helping boards and presidents develop a sustainable…
Strategic and non-strategic problem gamblers differ on decision-making under risk and ambiguity.

Science.gov (United States)

Lorains, Felicity K; Dowling, Nicki A; Enticott, Peter G; Bradshaw, John L; Trueblood, Jennifer S; Stout, Julie C

2014-07-01

To analyse problem gamblers' decision-making under conditions of risk and ambiguity, investigate underlying psychological factors associated with their choice behaviour and examine whether decision-making differed in strategic (e.g., sports betting) and non-strategic (e.g., electronic gaming machine) problem gamblers. Cross-sectional study. Out-patient treatment centres and university testing facilities in Victoria, Australia. Thirty-nine problem gamblers and 41 age, gender and estimated IQ-matched controls. Decision-making tasks included the Iowa Gambling Task (IGT) and a loss aversion task. The Prospect Valence Learning (PVL) model was used to provide an explanation of cognitive, motivational and response style factors involved in IGT performance. Overall, problem gamblers performed more poorly than controls on both the IGT (P = 0.04) and the loss aversion task (P = 0.01), and their IGT decisions were associated with heightened attention to gains (P = 0.003) and less consistency (P = 0.002). Strategic problem gamblers did not differ from matched controls on either decision-making task, but non-strategic problem gamblers performed worse on both the IGT (P = 0.006) and the loss aversion task (P = 0.02). Furthermore, we found differences in the PVL model parameters underlying strategic and non-strategic problem gamblers' choices on the IGT. Problem gamblers demonstrated poor decision-making under conditions of risk and ambiguity. Strategic (e.g. sports betting, poker) and non-strategic (e.g. electronic gaming machines) problem gamblers differed in decision-making and the underlying psychological processes associated with their decisions. © 2014 Society for the Study of Addiction.
A patient/family-centered strategic plan can drive significant improvement.

Science.gov (United States)

Brilli, Richard J; Crandall, Wallace V; Berry, Janet C; Stoverock, Linda; Rosen, Kerry; Budin, Lee; Kelleher, Kelly J; Gleeson, Sean P; Davis, J Terrance

2014-08-01

The use of a PFCSP, as a road map to operationalize the hospital's vision, has been a compelling paradigm to achieve significant QI results. The framework is simple yet directly aligns with the IOM domains of quality. It has inspired and helped actively engage hospital personnel in the work required to achieve the goals and vision of the hospital system. Five years after initiating this type of plan, activity is flourishing in each of the domains and midterm results are substantial. We think that the nature of this strategic plan has been an important aspect of our success to date.
7 CFR 25.202 - Strategic plan.

Science.gov (United States)

2010-01-01

... contributed to the planning process; (3) Identify the amount of State, local, and private resources that will... 7 Agriculture 1 2010-01-01 2010-01-01 false Strategic plan. 25.202 Section 25.202 Agriculture... Procedure § 25.202 Strategic plan. (a) Principles of strategic plan. The strategic plan included in the...
2 SDI, alliance coherence, and East-West nuclear stability

International Nuclear Information System (INIS)

Kolodzie, E.A.

1988-01-01

The nuclear modernization programme, offensive and defensive, now being implemented or seriously proposed by the Western nuclear states and the Soviet Union pose critical problems for the stability of the European and global nuclear balance. The Reagan administration's Strategic Defence Initiative (SDI) and the dramatic growth of British and French nuclear capabilities add new strains on the arms race now underway between the superpowers. Current and emerging instabilities must be addressed promptly along a broad political front, within and outside the framework of the Atlantic Alliance, before they further split the alliance and damage efforts---principally those being pursued at Geneva in the superpower arms control talks---to manage the nuclear balance and the conflicts that divide the two blocs in Europe and elsewhere. The first part of this paper diagnoses the disturbing elements of the evolving nuclear environment which promotes instability. The second suggests an approach -- complex bilateralism -- that might be employed to bring these destabilizing trends under control to promote the development of more coherent, cohesive, and mutually confident alliance strategic policies than exist today and to enhance East-West stability
Strategic interaction between fiscal and monetary policies in an export-oriented economy

Directory of Open Access Journals (Sweden)

Merzlyakov Sergey

2012-01-01

Full Text Available Solving the problem of stabilizing the economy is directly tied to the necessity of keeping the main macroeconomic variables stable. However, macroeconomic stability is not in the general case a purely fiscal or a purely monetary problem. How the central bank and the government interact is of principle importance. We investigate the impact of macroeconomic policies on the dynamics of the exchange rate, inflation, output and stabilization fund and consider different forms of strategic interaction between the government and the central bank. In this paper we build a stylized model of an export-oriented economy. We use numerical examples for our analysis and practical conclusions. The effective interaction of fiscal and monetary policies is possible under a cooperative Stackelberg game interaction with the government as leader. It is shown that the independence of the central bank does not play a crucial role.
Using interlayer step-wise triplet transfer to achieve an efficient white organic light-emitting diode with high color-stability

Energy Technology Data Exchange (ETDEWEB)

Wang, Qi [State Key Laboratory of Polymer Physics and Chemistry, Changchun Institute of Applied Chemistry, Chinese Academy of Sciences, Changchun, Jilin 130022 (China); Department of Electrical Engineering and Computer Sciences, College of Engineering, South Dakota State University, Brookings, South Dakota 57007 (United States); Ma, Dongge, E-mail: mdg1014@ciac.jl.cn; Ding, Junqiao; Wang, Lixiang [State Key Laboratory of Polymer Physics and Chemistry, Changchun Institute of Applied Chemistry, Chinese Academy of Sciences, Changchun, Jilin 130022 (China); Leo, Karl [Tech. Univ. Dresden, Inst. Angew. Photophys., D-01062 Dresden (Germany); Qiao, Qiquan [Department of Electrical Engineering and Computer Sciences, College of Engineering, South Dakota State University, Brookings, South Dakota 57007 (United States); Jia, Huiping; Gnade, Bruce E. [Department of Materials Science and Engineering and Erik Jonsson School of Engineering and Computer Science, University of Texas at Dallas, Richardson, Texas 75083 (United States)

2014-05-12

An efficient phosphorescent white organic light emitting-diode with a red-green-blue tri-emitting-layer structure is reported. The host of the red dopant possesses a lower triplet-energy than the green dye. An interlayer step-wise triplet transfer via blue dye → green dye → red host → red dye is achieved. This mechanism allows an efficient triplet harvesting by the three dopants, thus maintaining a balanced white light and reducing energy loss. Moreover, the color stability of the device is improved significantly. The white device not only achieves a peak external quantum efficiency of 21.1 ± 0.8% and power efficiency of 37.5 ± 1.4 lm/W but shows no color shift over a wide range of voltages.
Peaceful Development and Strategic Opportunity

Institute of Scientific and Technical Information of China (English)

Yang Yi

2006-01-01

@@ The international strategic situation and environment China faces have changed dramatically since September 11. China has closely followed and adapted itself to the ever-changing situation, seized strategic opportunity, adjusted its global strategy, adhered to peaceful development and displayed diplomacy and strategic flexibility. These are manifested in the following four aspects:
Strategic Success Of SRI Lankan Government Against LTTE Remains Tentative Despite Military Success

Science.gov (United States)

2016-02-13

approach. While the SLG achieved a military success it has had difficulty translating the triumph into a strategic success through the application of...2004, based upon the tragedy and impact of a tsunami, the Indonesian government and insurgent forces negotiated a peace settlement for the greater
The new strategic orientation in innovating hospitality logistics system

OpenAIRE

Christian Stipanović; Elena Rudan

2014-01-01

Purpose – This paper investigates ways how to innovate logistics processes in the hospitality industry aimed at achieving spatio - temporal transformation of resource base into competitive advantages based on innovation and quality. Economic goal of modern logistics based on knowledge is to provide a unique experience for tourists at minimum cost in order to multiply operational profit. Operational profit has to be largely reinvested in the new strategic orientations as well as in new inta...

The Strategic Planning in Terms of the Enterprise’s Marketing Potential

Directory of Open Access Journals (Sweden)

Koval Tetiana O.

2017-10-01

Full Text Available The need to address the economic problem of optimizing the distribution of resources in the midst of uncertainty and unpredictability of changes in the economic environment requires formation of an appropriate strategic approach to the management of enterprise by choosing a specific development strategy, the implementation of which should lead to the achievement of desirable economic outcomes. The article analyzes the regularities of strategic planning in terms of the enterprise’s marketing potential. Solving the complex tasks of improving the use of the enterprise’s marketing potential requires a thorough marketing study of business conditions, definition of the market segmentation characteristics and determining the key advantages that would ensure that producers would be sustainable in the competitive concurrence.
Selection of strategic replacement areas for CBM exploration and development in China

Directory of Open Access Journals (Sweden)

Longyi Shao

2015-03-01

Full Text Available At present, the increase in proved reserves and production of coalbed methane (CBM in China depends mainly on several CBM bases in the southern Qinshui Basin and in the eastern margin of the Ordos Basin. Therefore, it is urgent to find new batches of exploration and development strategic replacement areas. For this purpose, we investigated the resources, reservoir properties, preservation conditions, and development conditions of CBM in China, and put forward eight general factors and four critical factors that can be used in establishing selection criteria of strategic replacement areas for affecting the CBM exploration and development in China. The eight general factors are resource abundance, coalbed thickness, gas content, original permeability, burial depth, hydrogeological conditions, coalbed depositional environment, and landforms, and the four critical factors include genetic type, stability type, later reservoir reformation, and damage degree of coal structure. Comparison shows that the low-rank coal area in the northwestern area, the northeastern medium-low rank coal area, and the southwestern medium-high rank and structurally-complex coal area are the major replacement areas for CBM following the northern area of China. Key factors affecting CBM enrichment in each of the three key areas, respectively, are: a genetic type and stability of coal seams, b genetic type and reconstruction of the reservoir by volcanic intrusion, and c stability of coal seams and damage degree of coal structure. Based on these factors, a system for selection and evaluation of strategic replacement areas for CBM development was established. Fifteen blocks in the above three areas were evaluated by using multi-layered fuzzy mathematics, selecting eight favorable areas and seven relatively favorable areas that contain 1.8 trillion m3 of predicted CBM geological resources. The eight favorable areas include the Wucaiwan-Dajing coal exploration area in the Zhundong
Strategic management in company information centre

International Nuclear Information System (INIS)

Judita Kopacikova, J.

2004-01-01

The presentation deals with the necessity of strategic management in libraries and information centres, with the process of creation, realization and regulation of settlement of strategic objectives and plans. It analyzes two levels of strategic management - information support of strategic management towards the superior body, provider, top management of the enterprise and organisation and proper strategic management of the information workplace. Marginally it also interferes with the problems of the so-called functional strategies - personal, technical provision and marketing. The current political, economical, social and for librarians and informative workers even information environs are subject to review of continual changes and show the organisations, institutions, enterprises and libraries how to compete successfully in competition. Changes, which are typical for the current period, will continue constantly. Consequently we must try to get them under the control, respond to them elastically, to be ready for them and to expect and predict them. For their managing we keep the modern management tools and methods at disposal - strategic management, TQM, knowledge management, management of human sources, etc. Increasing intensity and change ranges in the environs around us effect exceeding of strategic management demand - strategy. The higher uncertainty of the future development and the more solution alternatives are, the more important demand for strategic thinking and strategic proceeding is. By the strategic management the strategic thinking is the supposition of success and increasing of the effectiveness, performance and quality of products and services are the target. The final outcome is a satisfied customer, reader, user and its purpose is a long-term success in the activity or in the business. (author)
Strategic management in company information centre

International Nuclear Information System (INIS)

Judita Kopacikova, J.

2004-01-01

The article deals with the necessity of strategic management in libraries and information centres, with the process of creation, realization and regulation of settlement of strategic objectives and plans. It analyzes two levels of strategic management - information support of strategic management towards the superior body, provider, top management of the enterprise and organisation and proper strategic management of the information workplace. Marginally it also interferes with the problems of the so-called functional strategies - personal, technical provision and marketing. The current political, economical, social and for librarians and informative workers even information environs are subject to review of continual changes and show the organisations, institutions, enterprises and libraries how to compete successfully in competition. Changes, which are typical for the current period, will continue constantly. Consequently we must try to get them under the control, respond to them elastically, to be ready for them and to expect and predict them. For their managing we keep the modern management tools and methods at disposal - strategic management, TQM, knowledge management, management of human sources, etc. Increasing intensity and change ranges in the environs around us effect exceeding of strategic management demand - strategy. The higher uncertainty of the future development and the more solution alternatives are, the more important demand for strategic thinking and strategic proceeding is. By the strategic management the strategic thinking is the supposition of success and increasing of the effectiveness, performance and quality of products and services are the target. The final outcome is a satisfied customer, reader, user and its purpose is a long-term success in the activity or in the business. (author)
Dispersion stability of a ceramic glaze achieved through ionic surfactant adsorption.

Science.gov (United States)

Panya, Preecha; Arquero, Orn-anong; Franks, George V; Wanless, Erica J

2004-11-01

The adsorption of cetylpyridinium chloride (CPC) and sodium dodecylbenzenesulfonate (SDBS) onto a ceramic glaze mixture composed of limestone, feldspar, quartz, and kaolin has been investigated. Both adsorption isotherms and the average particle zeta potential have been studied in order to understand the suspension stability as a function of pH, ionic strength, and surfactant concentration. The adsorption of small amounts of cationic CPC onto the primarily negatively charged surfaces of the particles at pH 7 and 9 results in strong attraction and flocculation due to hydrophobic interactions. At higher surfactant concentrations a zeta potential of more than +60 mV results from the bilayered adsorbed surfactant, providing stability at salt concentrations dispersion or hydrophobic interactions, the magnitude of the negative zeta potential increases slightly. At pH 9 this increase is enough to promote stability with an average zeta potential of more than -55 mV, whereas at pH 7 the zeta potential is lower at about -45 mV. The stability of suspensions at pH 7 is additionally due to steric repulsion caused by the adsorption of thick layers of neutrally charged Ca(DBS)2 complexes created when the surfactant interacts with dissolved calcium ions from the calcium carbonate component.
Strategic Corporate Museums: An Analysis of the Bohemia Brewery

Directory of Open Access Journals (Sweden)

Alessandra de Sá Mello da Costa

2016-08-01

Full Text Available The interest of companies in establishing their historical spaces is not new. Over time, however, corporate museums have been resignified and, alongside traditional museums (static structures with the exhibition of old objects that tell the story of the company and serve as historical deposits, the strategic museum arises and the memory becomes a strategic asset of the organization. In this context, this research has sought to identify, describe and discuss the tour through the Cervejaria Bohemia factory as a strategic area of corporate memory. To achieve this goal - from the data collected in visits to the brewery that has been recorded in photos and videos, including field notes and a collection of institutional documents - the rooms that make up the visitation route have been analyzed in the light of the four primary functions of corporate museums. As a result, two functions have not been identified, namely, preserving the history of the company and developing a sense of pride and employee identification. The others have all been identified: all through their way visitors are informed about the company and its product line; thus it can be considered that the museum is actually used as a way to positively impact the public opinion. Nevertheless, when it comes to the construction of an organizational identity , it can be said that this space has not yet explored all its strategic potential, apparently tending to a setting that only favors a very specific utilitarian function for the use of memory and historical facts: to legitimize their business brand.
Using Model to Plan of Strategic Objectives

OpenAIRE

Terezie Bartusková; Jitka Baňařová; Zuzana Kusněřová

2012-01-01

Importance of strategic planning is unquestionable. However, the practical implementation of a strategic plan faces too many obstacles. The aim of the article is explained the importance of strategic planning and to find how companies in Moravian-Silesian Region deal with strategic planning, and to introduce the model, which helps to set strategic goals in financial indicators area. This model should be part of the whole process of strategic planning and can be use to predict the future value...
CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

Energy Technology Data Exchange (ETDEWEB)

NELSON, R.L.

2000-06-06

The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm.
CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

International Nuclear Information System (INIS)

NELSON, R.L.

2000-01-01

The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm
Strategic versus financial investors: The role of strategic objectives in financial contracting

NARCIS (Netherlands)

Arping, S.; Falconieri, S.

2009-01-01

Strategic investors, such as corporate venture capitalists, engage in the financing of start-up firms to complement their core businesses and to facilitate the internalization of externalities. We argue that while strategic objectives make it more worthwhile for an investor to elicit high
Strategic Management of Large Projects

Institute of Scientific and Technical Information of China (English)

WangYingluo; LiuYi; LiYuan

2004-01-01

The strategic management of large projects is both theoretically and practically important. Some scholars have advanced flexible strategy theory in China. The difference of strategic flexibility and flexible strategy is pointed out. The supporting system and characteristics of flexible strategy are analyzed. The changes of flexible strategy and integration of strategic management are discussed.
Strategical integration and prior evaluation of science and innovation projects in Ecuadorians sports organizations.

Directory of Open Access Journals (Sweden)

Gloria Barroso Rodríguez

2015-09-01

Full Text Available This work shows the design of a procedure for evaluating the strategical integration of science and innovation projects level in the physical and sport sphere, and its validation through expert criteria for application to Ecuadorian sports organizations. As a result, it was possible to demonstrate the validity of the procedure designed, so it will be possible to be used to facilitate decision-making in relation to the execution of such projects considering, as a value judgment, the level of their essential components integration for the achievement of objectives aligned to the strategic priorities of the Ecuadorians sports organizations.
Being Strategic in HE Management

Science.gov (United States)

West, Andrew

2008-01-01

The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In…
Strategic outlook for the US Dept. of Energy uranium enrichment enterprise

International Nuclear Information System (INIS)

Longenecker, J.R.

1987-01-01

Mounting problems in the early 1980s resulted in a business crisis for the US uranium enrichment enterprise. To address these problems, the US Dept. of Energy (DOE) developed and announced in 1984 a plan for reestablishing its competitive position in the world marketplace. This recovery plan has been very successful. The US DOE is now implementing the third phase of that strategy, institutional restructuring. Maintaining a healthy, stable, and competitive uranium enrichment capability in the US is a high-priority effort for DOE, whose uranium enrichment enterprise has two major goals: in the near term, DOE's goal is to provide reliable, competitive enrichment services to commercial and defense customers in a manner that assures a reasonable return on the government's investment. In the future, to assure adequate supplies of competitively priced nuclear fuel, DOE must adapt to the changing needs of the marketplace. Thus, we must stabilize and maintain the long-term vitality of the US enrichment enterprise by restructuring it and by providing the means by which the private sector can become involved in the business. Restructuring and private ownership obviously will require the approval of Congress. To achieve these goals, DOE has developed strategic objectives, which are briefly described
Strategic management process in hospitals.

Science.gov (United States)

Zovko, V

2001-01-01

Strategic management is concerned with strategic choices and strategic implementation; it provides the means by which organizations meet their objectives. In the case of hospitals it helps executives and all employees to understand the real purpose and long term goals of the hospital. Also, it helps the hospital find its place in the health care service provision chain, and enables the hospital to coordinate its activities with other organizations in the health care system. Strategic management is a tool, rather than a solution, that helps executives to identify root causes of major problems in the hospital.
HUMAN RESOURCES AND HUMAN RESOURCES STRATEGY – STRATEGIC PARTNERS OF AN ORGANIZATION

Directory of Open Access Journals (Sweden)

MUNTEANU ANCA-IOANA

2015-03-01

Full Text Available This work is purely theoretical, based on information in the literature, but also on their correlations. The text does not have a generalized, but are personal opinions and conclusions. The objective of this paper is to present particular emphasis to be placed today on the implications of human resources of an organization and human resources strategy have on vital processes within any organization, namely strategic planning, implementing changes and achieve competitive advantage. Organizations should have easily adaptable employees with skills needed to meet customer needs and adapt to permanent changes in the environment in real time. The goal of any organization is to attract more customers to get a favorable market position and competitive advantage against competitors. To achieve these goals, the role and importance of human resources in an organization has evolved into a considerably. Being accepted as a strategic partners of the organizations, human resources begin to be involved in determining strategy, decision-making on the organization as a whole. The emphasis in this paper on presenting the importance of human resources and human resources strategy in an organization, the special role that they have in supporting the overall strategy of the organization through strategic planning, implementation of organizational changes that are so necessary to adapt company's current customer requirements, can be a focal point for business and cause awareness among key stakeholders in a company, the need straightening attention to the foregoing
Coal Corporation of Victoria strategic plan

Energy Technology Data Exchange (ETDEWEB)

1987-01-01

The Coal Corporation has been established by the Victorian Parliament to plan for and to manage the responsible utilisation of the brown coal resource (Victoria's most abundant fossil resource) in order to underpin economic growth and job creation. For each of 5 issues, the Strategic Plan outlines the current situation, reviews recent factors which have affected or may affect the situation and outlines the goals, strategies and targets which have been set for the period 1985/1989. In each case, the achievements to date are also outlined. The issues addressed are: project development, marketing, resource planning and inter corporate relations, organisation of the Corporation, and finance.
Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

Directory of Open Access Journals (Sweden)

Minseok Kim

2018-04-01

Full Text Available These days, companies are moving from Corporate Social Responsibility (CSR activities for short-term profit generation to the ones for achieving economic and social long-term goals. This phenomenon results from the idea that CSR is not a mere cost but can be used as a source of opportunity, innovation and competitive advantage. Deemed as a great business strategy, strategic CSR activities are being emphasized by various stakeholders in the global market. The purpose of this study is to present specific implications and to empirically research the relations among relational benefits, commitment, and authenticity. It identifies the main factors of relationship management in expanding the stakeholder pool and forming relationships for strategic CSR activities. To this end, we conducted a questionnaire survey of 113 CSR practitioners in Korea and analyzed how social, psychological, and economic benefits affect the satisfaction and durability of strategic CSR activities through relational commitment and authenticity. Consequently, social, psychological, and economic benefits have an impact on relationships and, by extension, have a positive effect on relational satisfaction and durability. However, economic benefits affect relational authenticity, but social and psychological benefits do not. As a result, relational benefits cannot affect satisfaction through relationships. Therefore, relational benefits and commitment are more important variables for the satisfaction and durability of strategic CSR activities.
2007 Stability, Security, Transition and Reconstruction Operations Conference

Science.gov (United States)

2007-11-28

narcotics Foster sustainable economy U.S.PRT tasks Jalalabad June 2007 Who can respond to which challeges ? 2. Battlespace or Humanitarian Space...Education Integrated Interagency Stabilization and Reconstruction Training Plug and Play System Lessons Learned from the Field USAID NGOs World Bank ...World Bank , IMF? Expanding the Focus… At the US and NATO Strategic/Operational Level Enhanced/new structures and procedures to improve: Interaction
Jesus the Strategic Leader

National Research Council Canada - National Science Library

Martin, Gregg

2000-01-01

Jesus was a great strategic leader who changed the world in many ways. Close study of what he did and how he did it reveals a pattern of behavior that is extremely useful and relevant to the modern strategic leader...

Strategic Alliance Development - A Process Model A Case Study Integrating Elements of Strategic Alliances

OpenAIRE

Mohd Yunos, Mohd Bulkiah

2007-01-01

There has been enormous increase in the formation of strategic alliance and the research efforts devoted to understanding alliance development process over the last few decades. However, the critical elements that influence the each stage of alliance development are yet unexplored. This dissertation aims to fill this gap and to supplement it by introducing an integrated process model of strategic alliance development and its critical elements. The process model for strategic alliance developm...
The paradox of strategic environmental assessment

Energy Technology Data Exchange (ETDEWEB)

Bidstrup, Morten, E-mail: bidstrup@plan.aau.dk; Hansen, Anne Merrild, E-mail: merrild@plan.aau.dk

2014-07-01

Strategic Environmental Assessment (SEA) is a tool that can facilitate sustainable development and improve decision-making by introducing environmental concern early in planning processes. However, various international studies conclude that current planning practice is not taking full advantage of the tool, and we therefore define the paradox of SEA as the methodological ambiguity of non-strategic SEA. This article explores causality through at three-step case study on aggregates extraction planning in Denmark, which consists of a document analysis; a questionnaire survey and follow-up communication with key planners. Though the environmental reports on one hand largely lack strategic considerations, practitioners express an inherent will for strategy and reveal that their SEAs in fact have been an integrated part of the planning process. Institutional context is found to be the most significant barrier for a strategy and this suggests that non-strategic planning setups can prove more important than non-strategic planning in SEA practice. Planners may try to execute strategy within the confinements of SEA-restricted planning contexts; however, such efforts can be overlooked if evaluated by a narrow criterion for strategy formation. Consequently, the paradox may also spark from challenged documentation. These findings contribute to the common understanding of SEA quality; however, further research is needed on how to communicate and influence the strategic options which arguably remain inside non-strategic planning realities. - Highlights: • International studies conclude that SEAs are not strategic. = The paradox of SEA. • Even on the highest managerial level, some contexts do not leave room for strategy. • Non-strategic SEA can derive from challenged documentation. • Descriptive and emergent strategy formation can, in practice, be deemed non-strategic.
The paradox of strategic environmental assessment

International Nuclear Information System (INIS)

Bidstrup, Morten; Hansen, Anne Merrild

2014-01-01

Strategic Environmental Assessment (SEA) is a tool that can facilitate sustainable development and improve decision-making by introducing environmental concern early in planning processes. However, various international studies conclude that current planning practice is not taking full advantage of the tool, and we therefore define the paradox of SEA as the methodological ambiguity of non-strategic SEA. This article explores causality through at three-step case study on aggregates extraction planning in Denmark, which consists of a document analysis; a questionnaire survey and follow-up communication with key planners. Though the environmental reports on one hand largely lack strategic considerations, practitioners express an inherent will for strategy and reveal that their SEAs in fact have been an integrated part of the planning process. Institutional context is found to be the most significant barrier for a strategy and this suggests that non-strategic planning setups can prove more important than non-strategic planning in SEA practice. Planners may try to execute strategy within the confinements of SEA-restricted planning contexts; however, such efforts can be overlooked if evaluated by a narrow criterion for strategy formation. Consequently, the paradox may also spark from challenged documentation. These findings contribute to the common understanding of SEA quality; however, further research is needed on how to communicate and influence the strategic options which arguably remain inside non-strategic planning realities. - Highlights: • International studies conclude that SEAs are not strategic. = The paradox of SEA. • Even on the highest managerial level, some contexts do not leave room for strategy. • Non-strategic SEA can derive from challenged documentation. • Descriptive and emergent strategy formation can, in practice, be deemed non-strategic
Strategic aspects of innovation management

Directory of Open Access Journals (Sweden)

Baruk Jerzy

2017-12-01

Full Text Available Innovations are regarded as the main factor for the development of organizations, regions and whole economies. In practice the innovativeness of economic entities is limited by many factors of internal and external origin. Among the internal factors there are factors associated with management itself focusing the attention of managers on the current problems, limited utilization of modern methods of management, especially strategic management and innovation management. In this publication the emphasis was put on the discussion of the essence of strategic approach to innovation management; the essence of strategic innovations and their role in the development of organizations; three model solutions were proposed, they facilitate: rationalization of decision-making processes for the selection of the strategy of innovative activity; making rational decisions with regard to the moments for the implementation of strategic and facilitating innovations; making rational decisions based on the cycle of strategic innovation in the horizontal and vertical system. Thus, the goal of this publication is to propose a strategic approach to innovation management based not on an intuitive approach, but on a rational approach using chosen model solutions.
Crisis - Strategic Management in Public Relation

OpenAIRE

Saari Ahmad

2012-01-01

This is a concept paper to explore the strategic management approaches in public relations during crisis. The main objective of this article is to identify the most effective action plan for Public relation. The review of the strategic management in public relations literature reveals that the relationship between strategic management and public relations is still vague. Four stages were identified in the process of establishing the action plan for public relations and eleven strategic action...
Strategic Management in Times of Crisis

OpenAIRE

Groh, Maximilian

2014-01-01

This aim of this article is to identify unusual strategic-management matters in times of crisis. The research scope is strategic management processes, the characteristics of the processes and methods of strategic crisis management. The study reports research on the contemporary state of strategic crisis-management problems and provides an analysis of some theoretical and methodological principles. The analysis includes a classification of the main problems which must be solved for efficient, ...
STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

OpenAIRE

Pylypiv, Nadiia; Pіatnychuk, Iryna

2017-01-01

The article is dedicated to learning the essence of the definition of “strategic management accounting” in domestic and foreign literature. Strategic management accounting tools has been studied and identified constraints that affect its choice. The result of the study is that the understanding of strategic management accounting was formed by authors. The tools which are common for both traditional managerial accounting and strategic and the specific tools necessary for efficient implementati...
Towards a Theory for Strategic Posture in New Technology Based Firms

Directory of Open Access Journals (Sweden)

Héctor Montiel-Campos

2014-06-01

Full Text Available This paper elaborates a theory from the existing literature on subjects about entrepreneurship, strategy and innovation. Dubin’s methodology approach is used in order to develop a theory that helps better understand the strategic posture adopted by a New Technology Based Firm in its competitive environment. The theory proposes the competitive context conditions as precedents of the dominant logic and the technology strategy, which, in turn, influence in the competitive behavior adopted by the new firm. An Entrepreneurial Orientation by the new firm, combined with very particular dynamic capabilities, improve the firm’s performance. From the achieved performance, a feedback process to the strategic stance initiates. In addition to the theory, interaction laws, a set of propositions, as well as suggestions for future research projects are presented.
24 CFR 598.215 - What are the purpose and content of the strategic plan?

Science.gov (United States)

2010-04-01

... needs, and maximize opportunities that exist within the community. Such resources may include financial..., infrastructure, and other community and regional assets that form the basis for the formulation and... statement of the strategies the community proposes to use to achieve the strategic plan goals, and the...
Feedback stabilization initiative

International Nuclear Information System (INIS)

1997-06-01

Much progress has been made in attaining high confinement regimes in magnetic confinement devices. These operating modes tend to be transient, however, due to the onset of MHD instabilities, and their stabilization is critical for improved performance at steady state. This report describes the Feedback Stabilization Initiative (FSI), a broad-based, multi-institutional effort to develop and implement methods for raising the achievable plasma betas through active MHD feedback stabilization. A key element in this proposed effort is the Feedback Stabilization Experiment (FSX), a medium-sized, national facility that would be specifically dedicated to demonstrating beta improvement in reactor relevant plasmas by using a variety of MHD feedback stabilization schemes
Feedback stabilization initiative

Energy Technology Data Exchange (ETDEWEB)

NONE

1997-06-01

Much progress has been made in attaining high confinement regimes in magnetic confinement devices. These operating modes tend to be transient, however, due to the onset of MHD instabilities, and their stabilization is critical for improved performance at steady state. This report describes the Feedback Stabilization Initiative (FSI), a broad-based, multi-institutional effort to develop and implement methods for raising the achievable plasma betas through active MHD feedback stabilization. A key element in this proposed effort is the Feedback Stabilization Experiment (FSX), a medium-sized, national facility that would be specifically dedicated to demonstrating beta improvement in reactor relevant plasmas by using a variety of MHD feedback stabilization schemes.
Strategic Self-Ignorance

DEFF Research Database (Denmark)

Thunström, Linda; Nordström, Leif Jonas; Shogren, Jason F.

We examine strategic self-ignorance—the use of ignorance as an excuse to overindulge in pleasurable activities that may be harmful to one’s future self. Our model shows that guilt aversion provides a behavioral rationale for present-biased agents to avoid information about negative future impacts...... of such activities. We then confront our model with data from an experiment using prepared, restaurant-style meals — a good that is transparent in immediate pleasure (taste) but non-transparent in future harm (calories). Our results support the notion that strategic self-ignorance matters: nearly three of five...... subjects (58 percent) chose to ignore free information on calorie content, leading at-risk subjects to consume significantly more calories. We also find evidence consistent with our model on the determinants of strategic self-ignorance....
Strategic self-ignorance

DEFF Research Database (Denmark)

Thunström, Linda; Nordström, Leif Jonas; Shogren, Jason F.

2016-01-01

We examine strategic self-ignorance—the use of ignorance as an excuse to over-indulge in pleasurable activities that may be harmful to one’s future self. Our model shows that guilt aversion provides a behavioral rationale for present-biased agents to avoid information about negative future impacts...... of such activities. We then confront our model with data from an experiment using prepared, restaurant-style meals—a good that is transparent in immediate pleasure (taste) but non-transparent in future harm (calories). Our results support the notion that strategic self-ignorance matters: nearly three of five...... subjects (58%) chose to ignore free information on calorie content, leading at-risk subjects to consume significantly more calories. We also find evidence consistent with our model on the determinants of strategic self-ignorance....
Quantifying River Channel Stability at the Basin Scale

Directory of Open Access Journals (Sweden)

Philip J. Soar

2017-02-01

Full Text Available This paper examines the feasibility of a basin‐scale scheme for characterising and quantifying river reaches in terms of their geomorphological stability status and potential for morphological adjustment based on auditing stream energy. A River Energy Audit Scheme (REAS is explored, which involves integrating stream power with flow duration to investigate the downstream distribution of Annual Geomorphic Energy (AGE. This measure represents the average annual energy available with which to perform geomorphological work in reshaping the channel boundary. Changes in AGE between successive reaches might indicate whether adjustments are likely to be led by erosion or deposition at the channel perimeter. A case study of the River Kent in Cumbria, UK, demonstrates that basin‐wide application is achievable without excessive field work and data processing. However, in addressing the basin scale, the research found that this is inevitably at the cost of a number of assumptions and limitations, which are discussed herein. Technological advances in remotely sensed data capture, developments in image processing and emerging GIS tools provide the near‐term prospect of fully quantifying river channel stability at the basin scale, although as yet not fully realized. Potential applications of this type of approach include system‐wide assessment of river channel stability and sensitivity to land‐use or climate change, and informing strategic planning for river channel and flood risk management.
STRATEGIC BUSINESS UNIT – THE CENTRAL ELEMENT OF THE BUSINESS PORTFOLIO STRATEGIC PLANNING PROCESS

OpenAIRE

FLORIN TUDOR IONESCU

2011-01-01

Over time, due to changes in the marketing environment, generated by the tightening competition, technological, social and political pressures the companies have adopted a new approach, by which the potential businesses began to be treated as strategic business units. A strategic business unit can be considered a part of a company, a product line within a division, and sometimes a single product or brand. From a strategic perspective, the diversified companies represent a collection of busine...
Is strategic stockpiling essential?

International Nuclear Information System (INIS)

Anon.

2007-01-01

As mentioned by the European Commission, a consultant has surveyed stakeholders on the concept of setting up strategic stockpiles of natural gas, namely to boost the security of Europe's supply, much like the strategic stockpiling for petroleum products the OECD member countries carried out after the petroleum crisis. If strategic stockpiling consists in blocking off a quantity of gas in addition to the usable stockpile, the AFG believes it is necessary to assess the implications of such a measure and to examine the security gain it would actually offer compared to the measures that have already been implemented to secure supplies. (author)
A Competitive Strategic Position Analysis of Major Container Ports in Southeast Asia

Directory of Open Access Journals (Sweden)

Viet Linh Dang

2017-03-01

Full Text Available The importance of planning strategies to achieve higher competitiveness has become more apparent in the context of seaports since seaports have been encountering quickly changing and highly competitive business environments. Therefore, the strategic competitive position of seaports needs to be investigated using strategic positioning methods. The purpose of this study was to analyze the competitive positions of the top 20 container ports of five countries in the Association of Southeast Asian Nations (ASEAN-5 in six years from 2009 to 2014 using dynamic portfolio analysis. This study aims to fill the gap in research on the competitive strategic position and analysis of Southeast Asian container ports in order to allow seaport operators to visualize the position and progress of selected ports as well as to predict the future development possibilities of seaports. The findings revealed effective operations at the following ports that retained their dominant positions during the duration of the study: Port Klang, Tanjung Pelepas (Malaysia, Manila (the Philippines, Laem Chabang (Thailand, and Tan Cang Sai Gon (Vietnam. However, findings revealed a common deterioration at other ports studied.
Sensation seeking in a community sample of French gamblers: Comparison between strategic and non-strategic gamblers.

Science.gov (United States)

Bonnaire, Céline; Bungener, Catherine; Varescon, Isabelle

2017-04-01

The purpose of this research is to examine the relationship between sensation seeking and gambling disorder (GD) in a community sample of gamblers (when controlling for the effect of substance use, gender and age) and see whether sensation seeking scores depend on the gambling activity when comparing strategic and non-strategic gamblers. A total of 380 gamblers was recruited. First, pathological gamblers (PGs) (n =143) were compared to non-pathological gamblers (NPGs) (n =237). Second, strategic gamblers (n =93) were compared to non-strategic gamblers (n =110). Sociodemographic data, gambling behavior (SOGS, DSM-IV), tobacco and alcohol use (CAGE), and sensation seeking (SSS) were evaluated. PGs have higher boredom susceptibility scores than NPGs and this factor is associated with GD. Nevertheless, the relationship between sensation seeking and GD depends on the gambling activity. In fact, sensation seeking is associated with GD in strategic gamblers only. PGs playing strategic games display different profiles from non-strategic PGs. Thus, factors associated with GD differ when the gambling activity is taken into account. These findings are consistent with the idea of it being essential to identify clinically distinct subgroups of PGs in the treatment of GD. Copyright © 2017 Elsevier Ireland Ltd. All rights reserved.
Strategic Petroleum Reserve Program stewardship report No. 1

Energy Technology Data Exchange (ETDEWEB)

None

1978-11-03

This report is a managerial evaluation of the Strategic Petroleum Reserve (SPR) Program conducted by the SPR program director and project manager. Current capabilities and goals of the program have been assessed resulting in an achievable SPR baseline for performance and measurement of this program. Projections and recommendations are based on available technical, schedule, and cost information, taking into account known influencing factors. The SPR Baseline incorporates current critical factors and deviations from the FY 1980 budget data bases. Data on existing sites, expansion sites, turnkey sites, program cost, and withdrawal are included.
The analysis of strategic planning in transport

OpenAIRE

Išoraitė, Margarita

2006-01-01

Strategic planning is a process whish brings to life the mission and vision of an enterprise. The article analyses the following issues: 1. Concepts of strategy. 2. Components of strategic planning. 3. The basis of strategic planning. 4. Formal strategic planning. 5. Tools used in strategy development. 6. Problems of strategic planning. Strateginis planavimas yra procesas, kurio metu įgyvendinami įmonės tikslai. Šiame straipsnyje nagrinėjama: strategijos sąvoka; strateginio planavimo kompo...

Value innovation: the strategic logic of high growth.

Science.gov (United States)

Kim, W C; Mauborgne, R

1997-01-01

Why are some companies able to sustain high growth in revenues and profits--and others are not? To answer that question, the authors, both of INSEAD, spent five years studying more than 30 companies around the world. They found that the difference between the high-growth companies and their less successful competitors was in each group's assumptions about strategy. Managers of the less successful companies followed conventional strategic logic. Managers of the high-growth companies followed what the authors call the logic of value innovation. Conventional strategic logic and value innovation differ along the basic dimensions of strategy. Many companies take their industry's conditions as given; value innovators don't. Many companies let competitors set the parameters of their strategic thinking; value innovators do not use rivals as benchmarks. Rather than focus on the differences among customers, value innovators look for what customers value in common. Rather than view opportunities through the lens of existing assets and capabilities, value innovators ask, What if we start anew? The authors tell the story of the French hotelier Accor, which discarded the notion of what a hotel is supposed to look like in order to offer what most customers want: a good night's sleep at a low price. And Virgin Atlantic challenged industry conventions by eliminating first-class service and channeling savings into innovations for business-class passengers. Those companies didn't set out to build advantages over the competition, but they ended up achieving the greatest competitive advantages.
Structure, environment and strategic outcome: a study of Pennsylvania nursing homes.

Science.gov (United States)

Aaronson, W E; Zinn, J S; Rosko, M D

1995-02-01

This study applies Porter's model of competitive advantage to the nursing home industry. Discriminant analysis is used to identify organizational and environmental characteristics associated with nursing homes which have demonstrated valued strategic outcomes, and to distinguish the more successful nursing homes from their rivals. The results of the discriminant analysis suggest that nursing homes with superior payer mix outcomes are distinguishable from their less successful rivals in areas associated with a focused generic strategy. The study suggests that nursing homes which are better staffed, of smaller size and lower price are more likely to achieve high levels of self-pay utilization. Independent living units, continuing care retirement communities in particular, are likely to act synergistically with nursing home organizational characteristics to enhance competitive advantage by linking the value chain of the nursing home to that of retirement housing. Nursing homes with higher proportions of Medicare were found to provide a unique product when compared to their rivals. Profit status does not discriminate better self-pay strategic utilization, but for-profit facilities are more likely to pursue a Medicare strategy. Concern was raised that, as nursing homes become more strategically oriented, Medicaid access may become more problematic.
Strategic decision quality in Flemish municipalities

NARCIS (Netherlands)

B.R.J. George (Bert); S. Desmidt (Sebastian); J. De Moyer (Julie)

2016-01-01

textabstractStrategic planning (SP) has taken the public sector by storm because it is widely believed that SP’s approach to strategic decision-making strengthens strategic decision quality (SDQ) in public organizations. However, if or how SP relates to SDQ seems to lack empirical evidence. Drawing
Healthcare's Future: Strategic Investment in Technology.

Science.gov (United States)

Franklin, Michael A

2018-01-01

Recent and rapid advances in the implementation of technology have greatly affected the quality and efficiency of healthcare delivery in the United States. Simultaneously, diverse generational pressures-including the consumerism of millennials and unsustainable growth in the costs of care for baby boomers-have accelerated a revolution in healthcare delivery that was marked in 2010 by the passage of the Affordable Care Act.Against this backdrop, Maryland and the Centers for Medicare & Medicaid Services entered into a partnership in 2014 to modernize the Maryland All-Payer Model. Under this architecture, each Maryland hospital negotiates a global budget revenue agreement with the state's rate-setting agency, limiting the hospital's annual revenue to the budgetary cap established by the state.At Atlantic General Hospital (AGH), leaders had established a disciplined strategic planning process in which the board of trustees, medical staff, and administration annually agree on goals and initiatives to achieve the objectives set forth in its five-year strategic plans. This article describes two initiatives to improve care using technology. In 2006, AGH introduced a service guarantee in the emergency room (ER); the ER 30-Minute Promise assures patients that they will be placed in a bed or receive care within 30 minutes of arrival in the ER. In 2007, several independent hospitals in the state formed Maryland eCare to jointly contract for intensive care unit (ICU) physician coverage via telemedicine. This technology allows clinical staff to continuously monitor ICU patients remotely. The positive results of the ER 30-Minute Promise and Maryland eCare program show that technological advances in an independent, small, rural hospital can make a significant impact on its ability to maintain independence. AGH's strategic investments prepared the organization well for the transition in 2014 to a value-based payment system.
Strategic Decision Making Paradigms: A Primer for Senior Leaders

Science.gov (United States)

2009-07-01

decision making . STRATEGIC DECISION MAKING Strategic Change: There are several strategic...influenced by stakeholders outside of the organization. The Ontology of Strategic Decision Making . Strategic decisions are non-routine and involve...Coates USAWC, July 2009 5 The Complexity of Strategic Decision Making Strategic decisions entail “ill-structured,”6 “messy” or
Strategic predictors of performance in a divided attention task

Science.gov (United States)

Faragó, Kinga Bettina; Lőrincz, András

2018-01-01

In this study we investigate the strategies of subjects in a complex divided attention task. We conducted a series of experiments with ten participants and evaluated their performance. After an extensive analysis, we identified four strategic measures that justify the achievement of the participants, by highlighting the individual differences and predicting performance in a regression analysis using generalized estimating equations. Selecting the more urgent task and user action between multiple simultaneous possibilities form two of the strategic decisions, respectively. The third one refers to choosing a response within the same task when the opportunity is present. The fourth and most important measure of strategy involves thinking ahead and executing an action before a situation would become critical. This latter one has the effect of reducing later cognitive load or timing constraints and it is shown to explain almost as much variance in performance as the other three, more straightforward predictors together. In addition to determining these strategic predictors, we also show how manipulating task difficulty induces a shift in strategy, thus impairing human performance in the rehearsed task. The results of this study indicate that considerable differences in the divided attention ability of normal subjects can be identified early and with simple measurements. The importance of describing and analyzing strategies is also emphasized, which can substantially influence performance in complex tasks and may serve training needs. PMID:29621292
Strategic predictors of performance in a divided attention task.

Directory of Open Access Journals (Sweden)

Róbert Adrian Rill

Full Text Available In this study we investigate the strategies of subjects in a complex divided attention task. We conducted a series of experiments with ten participants and evaluated their performance. After an extensive analysis, we identified four strategic measures that justify the achievement of the participants, by highlighting the individual differences and predicting performance in a regression analysis using generalized estimating equations. Selecting the more urgent task and user action between multiple simultaneous possibilities form two of the strategic decisions, respectively. The third one refers to choosing a response within the same task when the opportunity is present. The fourth and most important measure of strategy involves thinking ahead and executing an action before a situation would become critical. This latter one has the effect of reducing later cognitive load or timing constraints and it is shown to explain almost as much variance in performance as the other three, more straightforward predictors together. In addition to determining these strategic predictors, we also show how manipulating task difficulty induces a shift in strategy, thus impairing human performance in the rehearsed task. The results of this study indicate that considerable differences in the divided attention ability of normal subjects can be identified early and with simple measurements. The importance of describing and analyzing strategies is also emphasized, which can substantially influence performance in complex tasks and may serve training needs.
Strategic predictors of performance in a divided attention task.

Science.gov (United States)

Rill, Róbert Adrian; Faragó, Kinga Bettina; Lőrincz, András

2018-01-01

In this study we investigate the strategies of subjects in a complex divided attention task. We conducted a series of experiments with ten participants and evaluated their performance. After an extensive analysis, we identified four strategic measures that justify the achievement of the participants, by highlighting the individual differences and predicting performance in a regression analysis using generalized estimating equations. Selecting the more urgent task and user action between multiple simultaneous possibilities form two of the strategic decisions, respectively. The third one refers to choosing a response within the same task when the opportunity is present. The fourth and most important measure of strategy involves thinking ahead and executing an action before a situation would become critical. This latter one has the effect of reducing later cognitive load or timing constraints and it is shown to explain almost as much variance in performance as the other three, more straightforward predictors together. In addition to determining these strategic predictors, we also show how manipulating task difficulty induces a shift in strategy, thus impairing human performance in the rehearsed task. The results of this study indicate that considerable differences in the divided attention ability of normal subjects can be identified early and with simple measurements. The importance of describing and analyzing strategies is also emphasized, which can substantially influence performance in complex tasks and may serve training needs.
Strategic management of population programs

OpenAIRE

Bernhart, Michael H.

1992-01-01

Formal strategic planning and management appear to contribute to organizational effectiveness. The author surveys the literature on strategic management in private/for-profit organizations and applies lessons from that literature to population programs. Few would argue that population programs would not benefit from strategic planning and management, but it would be inadvisable to initiate the process when the organization is faced with a short-term crisis; during or immediately before a chan...
Enhancing the Strategic Capability of the Army: An Investigation of Strategic Thinking Tasks, Skills, and Development

Science.gov (United States)

2016-02-01

Army assignments. Teaching can also help develop visualization skills and innovative thinking through the use of certain teaching methods...required. Some of the specific strategic thinking KSAs built through exposure to complex problems that were mentioned in the interviews were visualization ...Research Report 1995 Enhancing the Strategic Capability of the Army: An Investigation of Strategic Thinking Tasks, Skills
Collaborative Strategic Planning: Myth or Reality?

Science.gov (United States)

Mbugua, Flora; Rarieya, Jane F. A.

2014-01-01

The concept and practice of strategic planning, while entrenched in educational institutions in the West, is just catching on in Kenya. While literature emphasizes the importance of collaborative strategic planning, it does not indicate the challenges presented by collaboratively engaging in strategic planning. This article reports on findings of…
Neural mechanisms mediating degrees of strategic uncertainty.

Science.gov (United States)

Nagel, Rosemarie; Brovelli, Andrea; Heinemann, Frank; Coricelli, Giorgio

2018-01-01

In social interactions, strategic uncertainty arises when the outcome of one's choice depends on the choices of others. An important question is whether strategic uncertainty can be resolved by assessing subjective probabilities to the counterparts' behavior, as if playing against nature, and thus transforming the strategic interaction into a risky (individual) situation. By means of functional magnetic resonance imaging with human participants we tested the hypothesis that choices under strategic uncertainty are supported by the neural circuits mediating choices under individual risk and deliberation in social settings (i.e. strategic thinking). Participants were confronted with risky lotteries and two types of coordination games requiring different degrees of strategic thinking of the kind 'I think that you think that I think etc.' We found that the brain network mediating risk during lotteries (anterior insula, dorsomedial prefrontal cortex and parietal cortex) is also engaged in the processing of strategic uncertainty in games. In social settings, activity in this network is modulated by the level of strategic thinking that is reflected in the activity of the dorsomedial and dorsolateral prefrontal cortex. These results suggest that strategic uncertainty is resolved by the interplay between the neural circuits mediating risk and higher order beliefs (i.e. beliefs about others' beliefs). © The Author(s) (2017). Published by Oxford University Press.
Strategic planning and radiology practice management in the new health care environment.

Science.gov (United States)

Sharpe, Richard E; Mehta, Tejas S; Eisenberg, Ronald L; Kruskal, Jonathan B

2015-01-01

Current comprehensive health care reform in the United States demands that policy makers, insurers, providers, and patients work in reshaping the health care system to deliver care that is both more affordable and of higher quality. A tectonic shift is under way that runs contrary to the traditional goal of radiology groups to perform and interpret large numbers of imaging examinations. In fact, radiology service requisitions now must be evaluated for their appropriateness, possibly resulting in a reduction in the number of imaging studies performed. To be successful, radiology groups will have to restructure their business practices and strategies to align with the emerging health care paradigm. This article outlines a four-stage strategic framework that has aided corporations in achieving their goals and that can be readily adapted and applied by radiologists. The four stages are (a) definition and articulation of a purpose, (b) clear definition of strategic goals, (c) prioritization of specific strategic enablers, and (d) implementation of processes for tracking progress and enabling continuous adaptation. The authors provide practical guidance for applying specific tools such as analyses of strengths, weaknesses, opportunities, and threats (so-called SWOT analyses), prioritization matrices, and balanced scorecards to accomplish each stage. By adopting and applying these tools within the strategic framework outlined, radiology groups can position themselves to succeed in the evolving health care environment. RSNA, 2015
Manage "Human Capital" Strategically

Science.gov (United States)

Odden, Allan

2011-01-01

To strategically manage human capital in education means restructuring the entire human resource system so that schools not only recruit and retain smart and capable individuals, but also manage them in ways that support the strategic directions of the organization. These management practices must be aligned with a district's education improvement…
Managing transdisciplinarity in strategic foresight

DEFF Research Database (Denmark)

Rasmussen, Birgitte; Andersen, Per Dannemand; Borch, Kristian

2010-01-01

Strategic foresight deals with the long term future and is a transdisciplinary exercise which, among other aims, addresses the prioritization of science and other decision making in science and innovation advisory and funding bodies. This article discusses challenges in strategic foresight...... in relation to transdisciplinarity based on empirical as well as theoretical work in technological domains. By strategic foresight is meant future oriented, participatory consultation of actors and stakeholders, both within and outside a scientific community. It therefore allows multiple stakeholders...... strategic foresight has now been widely accepted for strategy-making and priority-setting in science and innovation policy, the methodologies underpinning it still need further development. Key findings are the identification of challenges, aspects and issues related to management and facilitation...
Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage

OpenAIRE

Handrimurtjahjo, Agustinus Dedy

2014-01-01

Strategic entrepreneurship has emerged as a new concept in examining convergence in entrepreneurship studies (opportunity-seeking behavior) and strategic management (advantage-seeking behavior). Studies in the area of strategic management have gradually exposed the relationship betweenstrategic management and entrepreneurship: entrepreneurial strategy making; intrapreneurship; entrepreneurial strategic posture within organizations; entrepreneurial orientation; strategic managementintegration ...
Assessing the integration of Twitter into the strategic operations of sporting organisations: the case of national governing bodies for sports in England

Directory of Open Access Journals (Sweden)

Simon Chadwick

2013-01-01

Full Text Available Twitter, a social media application, has opened up communicative avenues for many stakeholders in the sports industry. The pervasive and rapid emergence of Twitter has given sports business and management researchers an opportunity to explore the strategic exploitation of the application by all kinds of sporting organisations. The purpose of this paper is to assess how sporting organisations’ social media content helps them achieve their strategic goals in terms of engagement and persuasion. To this end, the paper empirically examines how nine national governing bodiesfor various sports in England use Twitter. The study’s results accentuate the opportunities that these organisations have to use Twitter to achieve their ultimate goal of increasing participation in their respective sports. Accordingly, the paper recommends that these sporting organisations adopt proactive approaches to the way they use social media/networking and integrate Twitter into their strategic operations.
GAO Strategic Plan 2007-2012

National Research Council Canada - National Science Library

2007-01-01

In keeping with GAO's commitment to update its strategic plan at least once every 3 years consistent with the Government Performance and Results Act this strategic plan describes our proposed goals...
STRATEGIC ANALYSIS OF THE STATE-PRIVATE PARTNERSHIP INSTITUTE IN THE HEALTHCARE

Directory of Open Access Journals (Sweden)

V. L. Adzhienko

2017-01-01

Full Text Available Management decisions, both at the enterprise level and at the industry level as a whole, is impossible without carrying out a strategic analysis, which is regarded as the performance of a corresponding management function that is perspective-oriented and has a high level of uncertainty. Strategic analysis involves researching the system of factors that determine the future state of the public-private partnership (PPP in the development of health care. The strategic analysis of PPP in the healthcare sector as a complex study of positive and negative factors that may affect the efficiency of the development of the PPP institution in the development of the healthcare is under consideration in the article. A number of new components complementing the system of strategic analysis of PPPs in the healthcare were proposed, and generalizations and conclusions were made.The aim of the research is to study the impact of the strategic analysis of PPPs in the sphere of healthcare on the formation of strategic directions for increasing the efficiency of using the PPP institution in healthcare.Materials and methods. In the process of achieving the research goal, methods of strategic and integrated economic analysis were used.Results and discussion. In our strategic analysis of PPP in the healthcare, it was revealed that under the conditions of underfunding national economy, medical institutions based on PPPs are being established in order to modernize and improve the quality of public services. PPP is an effective mechanism for attracting long-term investments aimed at the development of the health sector. The results of our analysis of PPP in the sphere of Russian healthcare made it possible to reveal that at present there are more than 70 projects in the process of implementation, 61 projects are already under construction and operation. Within the framework of the PPP-implemented healthcare projects, it is planned to attract investments of 61 billion rubles
An Overview of the NASA Aeronautics Test Program Strategic Plan

Science.gov (United States)

Marshall, Timothy J.

2010-01-01

portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

Improving Strategic Planning for Federal Public Health Agencies Through Collaborative Strategic Management

Science.gov (United States)

2013-03-01

and Results Act (GPRA) was passed, requiring all federal agencies to engage in strategic planning and nudging them towards comprehensive strategic...involves the social- psychological process of sense making that leads to negotiations. This stage is when the individual partner organizations...expectations through informal bargaining and informal sense making Commitments For future action through formal legal contract or psychological contract
Engineering the Pores of Biomass-Derived Carbon: Insights for Achieving Ultrahigh Stability at High Power in High-Energy Supercapacitors.

Science.gov (United States)

Thangavel, Ranjith; Kaliyappan, Karthikeyan; Ramasamy, Hari Vignesh; Sun, Xueliang; Lee, Yun-Sung

2017-07-10

Electrochemical supercapacitors with high energy density are promising devices due to their simple construction and long-term cycling performance. The development of a supercapacitor based on electrical double-layer charge storage with high energy density that can preserve its cyclability at higher power presents an ongoing challenge. Herein, we provide insights to achieve a high energy density at high power with an ultrahigh stability in an electrical double-layer capacitor (EDLC) system by using carbon from a biomass precursor (cinnamon sticks) in a sodium ion-based organic electrolyte. Herein, we investigated the dependence of EDLC performance on structural, textural, and functional properties of porous carbon engineered by using various activation agents. The results demonstrate that the performance of EDLCs is not only dependent on their textural properties but also on their structural features and surface functionalities, as is evident from the electrochemical studies. The electrochemical results are highly promising and revealed that the porous carbon with poor textural properties has great potential to deliver high capacitance and outstanding stability over 300 000 cycles compared with porous carbon with good textural properties. A very low capacitance degradation of around 0.066 % per 1000 cycles, along with high energy density (≈71 Wh kg -1 ) and high power density, have been achieved. These results offer a new platform for the application of low-surface-area biomass-derived carbons in the design of highly stable high-energy supercapacitors. © 2017 Wiley-VCH Verlag GmbH & Co. KGaA, Weinheim.
Alibaba's strategic drift

OpenAIRE

Kim, Young-Chan; Chen, Pi-Chi

2016-01-01

It is fundamental in both a theoretical and practical sense, to analyse the strategies of successful e-businesses who were formulated and operated alongside incumbent competitors. Thus, there have been an array of strategic arguments concerning the rapidly-burgeoning virtual powerhouse Alibaba, who amidst a sea of fortified competitors, found their ground to become one of the most prominent e-businesses of the decade. At the commencing stages, Alibaba lacked a specific strategic goal, aside f...
New Military Strategic Communications System

National Research Council Canada - National Science Library

Baldwin, Robert F

2007-01-01

... audience through unified action. The Quadrennial Defense Review Roadmap for Strategic Communications and the Department of Defense, Report of the Defense Science Board Task Force on Strategic Communication both concluded that the US...
Strategic planning and managerial control

OpenAIRE

Mihaela Ghicajanu

2004-01-01

In this paper present relationship among strategic planning and managerial control process. For begin I want present few elements about strategic planning and managerial control in order to identify link inter these elements.
Strategic alliances in engineering, technology and development

International Nuclear Information System (INIS)

Jazrawi, W.

1991-01-01

The role of strategic alliances in the development of heavy oil resources, both mineable and in-situ, is discussed. A strategic alliance is defined as a custom designed, long term collaborative working arrangement between two parties to pool, exchange, and integrate their resources to maximize mutual gain. A combination of one or more of the following success factors is seen as contributing to the unlocking of static heavy oil resources: sufficiently high and sustained crude oil prices; strategic intent to pursue heavy oil development regardless of short-term setbacks or economic downturns; technology breakthroughs that can reduce bitumen supply and upgrading costs; and strategic alliances. An idealized model for strategic alliances designed to help develop heavy oil resources is illustrated. The advantages and pitfalls involved in strategic alliances are listed along with the characteristics of viable contract agreements for such alliances. Some examples of strategic alliances in engineering and technology development are presented from Alberta experience. 2 figs., 1 tab
The strategic impact of social networks on the online gaming industry : strategic use of technology

OpenAIRE

Sousa, Sofia Taveira de

2012-01-01

This dissertation focuses on assessing the strategic potential of social networks by answering the following research question: Is there any strategic impact of social networks on the online gaming industry? In order to analyze the strategic potential of social networks for online games, we identify the main factors that online players consider as crucial for them to keep playing. These factors can either be related to the game’s strategy itself, such as all the details, graphics and ambig...
Proceedings of the 6. international conference on stability and handling of liquid fuels. Volume 1

Energy Technology Data Exchange (ETDEWEB)

Giles, H.N. [ed.] [Deputy Assistant Secretary for Strategic Petroleum Reserve, Washington, DC (United States). Operations and Readiness Office

1998-12-01

Volume 1 of these proceedings contain 29 papers related to aviation fuels and long term and strategic storage. Studies investigated fuel contamination, separation processes, measurement techniques, thermal stability, compatibility with fuel system materials, oxidation reactions, and degradation during storage.
12 CFR 228.27 - Strategic plan.

Science.gov (United States)

2010-01-01

... 12 Banks and Banking 3 2010-01-01 2010-01-01 false Strategic plan. 228.27 Section 228.27 Banks and... REINVESTMENT (REGULATION BB) Standards for Assessing Performance § 228.27 Strategic plan. (a) Alternative...(s) under a strategic plan if: (1) The bank has submitted the plan to the Board as provided for in...
13 CFR 313.6 - Strategic Plans.

Science.gov (United States)

2010-01-01

... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Strategic Plans. 313.6 Section 313... § 313.6 Strategic Plans. (a) General. An Impacted Community that intends to apply for a grant for implementation assistance under § 313.7 shall develop and submit a Strategic Plan to EDA for evaluation and...
The value contribution of strategic foresight

DEFF Research Database (Denmark)

Rohrbeck, René; Schwarz, Jan Oliver

2013-01-01

This paper focuses on exploring the potential and empirically observable value creation of strategic foresight activities in firms. We first review the literature on strategic foresight, innovation management and strategic management in order to identify the potential value contributions. We use ......, (3) influencing other actors, (4) and through an enhanced capacity for organizational learning....
23 CFR 1335.6 - Strategic plan.

Science.gov (United States)

2010-04-01

... 23 Highways 1 2010-04-01 2010-04-01 false Strategic plan. 1335.6 Section 1335.6 Highways NATIONAL... § 1335.6 Strategic plan. A strategic plan shall— (a) Be a multi-year plan that identifies and prioritizes... performance-based measures by which progress toward those goals will be determined; and (c) Be submitted to...
Reducing greenhouse gas emissions for climate stabilization: framing regional options.

Science.gov (United States)

Olabisi, Laura Schmitt; Reich, Peter B; Johnson, Kris A; Kapuscinski, Anne R; Su, Sangwon H; Wilson, Elizabeth J

2009-03-15

The Intergovernmental Panel on Climate Change (IPCC) has stated that stabilizing atmospheric CO2 concentrations will require reduction of global greenhouse gas (GHG) emissions by as much as 80% by 2050. Subnational efforts to cut emissions will inform policy development nationally and globally. We projected GHG mitigation strategies for Minnesota, which has adopted a strategic goal of 80% emissions reduction by 2050. A portfolio of conservation strategies, including electricity conservation, increased vehicle fleet fuel efficiency, and reduced vehicle miles traveled, is likely the most cost-effective option for Minnesota and could reduce emissions by 18% below 2005 levels. An 80% GHG reduction would require complete decarbonization of the electricity and transportation sectors, combined with carbon capture and sequestration at power plants, or deep cuts in other relatively more intransigent GHG-emitting sectors. In order to achieve ambitious GHG reduction goals, policymakers should promote aggressive conservation efforts, which would probably have negative net costs, while phasing in alternative fuels to replace coal and motor gasoline over the long-term.
Reducing greenhouse gas emissions for climate stabilization: framing regional options

Energy Technology Data Exchange (ETDEWEB)

Laura Schmitt Olabisi; Peter B. Reich; Kris A. Johnson; Anne R. Kapuscinski; Sangwon Suh; Elizabeth J. Wilson [University of Minnesota, Saint Paul, MN (United States). Ecosystem Science and Sustainability Initiative

2009-03-15

The Intergovernmental Panel on Climate Change (IPCC) has stated that stabilizing atmospheric CO{sub 2} concentrations will require reduction of global greenhouse gas (GHG) emissions by as much as 80% by 2050. Subnational efforts to cut emissions will inform policy development nationally and globally. We projected GHG mitigation strategies for Minnesota, which has adopted a strategic goal of 80% emissions reduction by 2050. A portfolio of conservation strategies, including electricity conservation, increased vehicle fleet fuel efficiency, and reduced vehicle miles traveled, is likely the most cost-effective option for Minnesota and could reduce emissions by 18% below 2005 levels. An 80% GHG reduction would require complete decarbonization of the electricity and transportation sectors, combined with carbon capture and sequestration at power plants, or deep cuts in other relatively more intransigent GHG-emitting sectors. In order to achieve ambitious GHG reduction goals, policymakers should promote aggressive conservation efforts, which would probably have negative net costs, while phasing in alternative fuels to replace coal and motor gasoline over the long-term. 31 refs., 3 figs., 1 tab.
Strategic planning: today's hot buttons.

Science.gov (United States)

Bohlmann, R C

1998-01-01

The first generation of mergers and managed care hasn't slowed down group practices' need for strategic planning. Even groups that already went through one merger are asking about new mergers or ownership possibilities, the future of managed care, performance standards and physician unhappiness. Strategic planning, including consideration of bench-marking, production of ancillary services and physician involvement, can help. Even if only a short, general look at the future, strategic planning shows the proactive leadership needed in today's environment.
Strategic communication and behavioral coupling in asymmetric joint action

DEFF Research Database (Denmark)

Vesper, Cordula; Richardson, Michael J.

2014-01-01

How is coordination achieved in asymmetric joint actions where co-actors have unequal access to task information? Pairs of participants performed a non-verbal tapping task with the goal of synchronizing taps to different targets. We tested whether ‘Leaders’ knowing the target locations would...... support ‘Followers’ without this information. Experiment 1 showed that Leaders tapped with higher amplitude that also scaled with specific target distance, thereby emphasizing differences between correct targets and possible alternatives. This strategic communication only occurred when Leaders’ movements...
Strategic issues in information technology international implications for decision makers

CERN Document Server

Schütte, Hellmut

1988-01-01

Strategic Issues in Information Technology: International Implications for Decision Makers presents the significant development of information technology in the output of components, computers, and communication equipment and systems. This book discusses the integration of information technology into factories and offices to increase productivity.Organized into six parts encompassing 12 chapters, this book begins with an overview of the advancement towards an automated interpretation communication system to achieve real international communication. This text then examines the main determining
Turkmenistan: Recent Developments and U.S. Interests

National Research Council Canada - National Science Library

Nichol, Jim

2004-01-01

According to the Bush Administration, the United States "has strategic and economic interests in helping Turkmenistan achieve political stability, independence, and integration into the global economy...
Lo Strategic Management Accounting

OpenAIRE

G. INVERNIZZI

2005-01-01

Il saggio indaga gli aggregati informativi e gli elementi che compongono lo strategic management accounting. Sono quindi analizzate le funzioni svolte nei diversi stadi del processo di gestione strategica osservando il suo ruolo all’interno del management accounting. Infine sono approfonditi i rapporti fra i livelli della gestione strategica e lo strategic management accounting.
Rewarding Stakeholders: The Perspective of Strategic Entrepreneurship

OpenAIRE

Dissanayake, Srinath

2013-01-01

Prime concern on stakeholders is a crucial aspect in each business success. Among the wide spectrum of organizational strategies, Strategic Entrepreneurship pays a greater emphasis. This essay details practical as well as empirical grounds with regard to the notion of Strategic Entrepreneurship. Focally, strategic Entrepreneurship is an integration of Entrepreneurship (Opportunity Seeking Behavior) and Strategic Management (Advantage Seeking Behavior). Thus I conclude, an amalgamation of Str...

Strategizing in multiple ways

DEFF Research Database (Denmark)

Larsen, Mette Vinther; Madsen, Charlotte Øland; Rasmussen, Jørgen Gulddahl

2013-01-01

Strategy processes are kinds of wayfaring where different actors interpret a formally defined strat-egy differently. In the everyday practice of organizations strategizing takes place in multiple ways through narratives and sensible actions. This forms a meshwork of polyphonic ways to enact one...... and the same strategy. The paper focusses on such processes as they develop in a Danish service company. It is done on the basis of an empirical and longitudinal study of a strategy process in the Service Company where the strategic purpose was to implement value-based management. The theme to be developed...... based on this development paper is whether one can understand these diver-gent strategic wayfaring processes as constructive for organizations....
Environmental Management as a Strategic Capability: a Study on the Furniture Manufacturing Cluster of Southern Brazil

Directory of Open Access Journals (Sweden)

Janielen Pissolatto Deliberal

2016-01-01

Full Text Available The incorporation of company programs aimed at sustainability strategies contributes to a balance between economic growth and the use of natural resources. This issue is not exclusive for companies from developed markets. Companies from emerging markets also need to find a way to achieve sustainable practices and organizational performance at the same time. In this context, the aim of this study was to analyze whether environmental management can be considered as a strategic capability, contributing positively to the performance of the manufacturing companies belonging to the Furniture Manufacturing Cluster of Southern Brazil (FMCSB. In order to achieve our objective, we performed a quantitative study through a survey. The sample collected data from 162 companies. Based on univariate and multivariate analysis the results suggest that environmental management can be considered as a strategic capability for the FMCSB since environmental practices are significantly related to organizational performance.
Methodological vs. strategic control in artificial grammar learning: A commentary on Norman, Price and Jones (2011).

Science.gov (United States)

Jiménez, Luis

2011-12-01

Norman et al. (2011) reported that participants exposed in succession to two artificial grammars could be able to learn implicitly about them, and could apply their knowledge strategically to select which string corresponds to one of these two grammars. In this commentary, I identify an artifact that could account for the learning obtained not only in this study, but also in some previous studies using the same procedures. I claim that more methodological control is needed before jumping to conclusions on the kind of strategic control that could be achieved unconsciously. Copyright © 2011 Elsevier Inc. All rights reserved.
Getting it all together. Systems should link their strategic and financial planning.

Science.gov (United States)

Barron, E; Westermann, D A

1995-04-01

Foreseeing dramatic changes in healthcare delivery, the leaders of the Franciscan Health System (FHS) decided in the early 1990s to more closely link their strategic and financial planning. Though this cooperation was tentative at first, by 1993 both our planners and our chief financial officers shared certain assumptions about the future--above all, that the coming delivery model was managed care provided by integrated delivery systems (IDSs). Having agreed on our assumptions, we translated them into a vision statement, from which we derived four strategic goals: Advance the healing mission of our sponsors; Create a culture of continuous improvement in leadership, quality, innovation, cost-effectiveness, and measurable customer value; Create an environment that values and empowers those with whom we work; Develop, through partnering, an IDS that provides affordable care to our communities; Our goals established, we charted what we call a "crosswalk" between the strategic and financial aspects of our budgeting. We found that we had to think in a new way about capital. For example, we began investing as heavily in "soft" items like research, partnerships, and new services as in the traditional "bricks and mortar." This process is new for us, and developing it has not always been comfortable. But we believe it has helped us to more wisely allocate FHS's resources and thus give our system greater stability.
Measuring Stability and Security in Iraq

National Research Council Canada - National Science Library

2006-01-01

.... The first section of the report, Stability and Security in Iraq, describes trends and progress towards meeting goals for political stability, strengthening economic activity, and achieving a stable...
Can the UN Stabilize Mali? Towards a UN Stabilization Doctrine?

Directory of Open Access Journals (Sweden)

Arthur Boutellis

2015-06-01

Full Text Available Almost two years after the deployment of the United Nations Multidimensional Integrated Stabilization Mission in Mali (MINUSMA in July 2013, the increasing number of asymmetric terrorist attacks targeting UN peacekeepers – in the context of a drawn-out peace process – has raised a number of questions in Mali, the sub-region, and in New York, over the relevance and adequacies of MINUSMA’s mandate and capabilities. It also raises a broader issue, of whether the consent-based UN peacekeeping tool is appropriate and can be effective in carrying out stabilization mandates in such a context and what doctrine such operations should be based on. The UN is indeed under increasing pressure from host countries and some African troop-contributing countries to go on the offensive. Member States have also increasingly recognized terrorism and organized crime as a strategic threat, and while opposed to the UN directly engaging in counterterrorism (CT operations, some may wish to see the UN playing a greater stabilization role following the January 2013 French military intervention in Mali. However, little guidance and means have been given so far to UN missions for dealing with such threats and implementing effective stabilization mandates. The High-Level Panel on Peace Operations, which recently released its report, noted that the usage of the term “stabilization” by the UN requires clarification. This article analyses the complex and evolving nature of threats in northern Mali and implications for MINUSMA and describes the military and political tools – including mediation – so far available within and outside the UN. The article concludes that the UN is bound to move towards stabilization when and if deployed in contexts such as Mali’s if it wants to remain relevant. However, such a move should be based on an overarching UN stabilization doctrine and context-specific UN-wide stabilization strategies which are first and foremost political
Strategic relevance and accountability expectations: new perspectives for health care information technology design.

Science.gov (United States)

Tan, J K; Modrow, R E

1999-05-01

In this article, we discuss the traditional systems analysis perspective on end-user information requirements analysis and extend it to merge with the new accountability expectations perspective to guide the future planning and design of health organization information systems. Underlying the strategic relevance of health care information technology (HCIT) are three critical questions: (1) What is the ideal HCIT model for the health organization in terms of achieving strategic expertise and competitive advantage? Specifically, how does this model link industry performance standards with organizational performance and accountability expectations? (2) How should the limitations of past HCIT models be reconciled to the benefits presented by the superior arrangement of the ideal model in the context of changing accountability expectations? (3) How should alternative HCIT solutions be evaluated in light of evidence-based accountability and organizational performance benchmarking? Insights into these questions will ensure that health care managers, HCIT practitioners and researchers can continue to focus on the most critical issues in harnessing today's fast-paced changing technologies for evolving strategically relevant, performance-based health organization systems.
Networks and meshworks in strategizing

DEFF Research Database (Denmark)

Esbjerg, Lars; Andersen, Poul Houman

The purpose of this paper is to examine the business network metaphor in relation to strategizing in business and to tentatively propose an alternative metaphor, that of the business meshwork. The paper reviews existing work on strategy and strategizing within the IMP literature, particularly...... the literature on networks and network pictures, and identifies several shortcomings of this work. To develop the notion of business meshworks as an alternative for understanding strategizing practices in business interaction, the paper draws on recent writings within anthropology and the strategy...
Preparation of [In-111]-labeled-DTPA-bombesin conjugates at high specific activity and stability: Evaluation of labeling parameters and potential stabilizers

Energy Technology Data Exchange (ETDEWEB)

Pujatti, P.B., E-mail: pujatti.pb@gmail.com [Directory of Radiopharmacy, Nuclear and Energy Research Institute (IPEN/CNEN), Av. Prof. Lineu Prestes, 2242 - Cidade Universitaria da USP - Butanta, Sao Paulo - SP - Brazil - CEP: 05508-000 (Brazil); Massicano, A.V.F.; Mengatti, J.; Araujo, E.B. de [Directory of Radiopharmacy, Nuclear and Energy Research Institute (IPEN/CNEN), Av. Prof. Lineu Prestes, 2242 - Cidade Universitaria da USP - Butanta, Sao Paulo - SP - Brazil - CEP: 05508-000 (Brazil)

2012-05-15

The aim of the present work was to obtain stabilized high specific activity (HSA) {sup 111}In-labeled bombesin conjugates for preclinical evaluations. Parameters influencing the kinetics of labeling were investigated and the effect of stabilizers on HSA radiopeptides stability at room temperature were systematically categorized applying chromatography techniques. A SA of 174 GBq/{mu}mol was achieved with high radiochemical purity, but the labeled compounds exhibited low stability. The addition of stabilizers avoided their radiolysis and significantly increased their stability. - Highlights: Black-Right-Pointing-Pointer We aimed to obtain stabilized high specific activity (SA) {sup 111}In-labeled bombesin conjugates. Black-Right-Pointing-Pointer The effect of stabilizers on high SA radiopeptides stability were investigated. Black-Right-Pointing-Pointer A maximum specific activity of 174 GBq/{mu}mol was achieved. Black-Right-Pointing-Pointer The studied stabilizers significantly increased the stability of high SA radiopeptides. Black-Right-Pointing-Pointer These stabilized bombesin conjugates will be applied in preclinical studies.
MEASUREMENT PROCESS OF SOFTWARE DEVELOPMENT PROJECTS FOR SUPPORTING STRATEGIC BUSINESS OBJECTIVES IN SOFTWARE DEVELOPING COMPANIES

Directory of Open Access Journals (Sweden)

Sandra Lais Pedroso

2013-08-01

Full Text Available Software developing companies work in a competitive market and are often challenged to make business decisions with impact on competitiveness. Models accessing maturity for software development processes quality, such as CMMI and MPS-BR, comprise process measurements systems (PMS. However, these models are not necessarily suitable to support business decisions, neither to achieve strategic goals. The objective of this work is to analyze how the PMS of software development projects could support business strategies for software developing companies. Results taken from this work show that PMS results from maturity models for software processes can be suited to help evaluating operating capabilities and supporting strategic business decisions.
Peran Strategic Entrepreneurship dalam Membangun Sustainable Competitive Advantage

Directory of Open Access Journals (Sweden)

Agustinus Dedy Handrimurtjahjo

2014-11-01

Full Text Available Strategic entrepreneurship has emerged as a new concept in examining convergence in entrepreneurship studies (opportunity-seeking behavior and strategic management (advantage-seeking behavior. Studies in the area of strategic management have gradually exposed the relationship betweenstrategic management and entrepreneurship: entrepreneurial strategy making; intrapreneurship; entrepreneurial strategic posture within organizations; entrepreneurial orientation; strategic managementintegration as a context for entrepreneurial actions; and entrepreneurship theory with strategic management and the resource-based view (RBV. A conceptual model of SE that has been developed by Ireland et al.suggested that a firm which linearly and sequentially: employs an entrepreneurial mindset to identify opportunities; manages resources strategically to tackle the opportunity; applies creativity and innovation; andgenerates a competitive advantage is strategic and entrepreneurship operation. Managers must maximize the pursuit of new business opportunities while simultaneously maximize the generation and application of temporary competitive advantages to sustainably create organizational value. This paper develops a conceptual framework that demonstrate the role of strategic entrepreneurship in building sustainable competitiveadvantage.
THE STRATEGIC DIAGNOSIS ANALYSIS - AN ESSENTIAL STAGE OF STRATEGIC MANAGEMENT PROCESS IN SMALL AND MEDIUM ENTERPRISES

OpenAIRE

Vladimir-Codrin IONESCU; Horea COROIU

2010-01-01

The strategic diagnosis analysis aims to assess the potential of small and medium enterprises by evaluating their inner resources and the business environment within which these enterprises perform their activity. As a first stage in the strategic management process, the strategic diagnosis analysis ensures the premises for founding, elaborating and operationalizing a competitive managerial strategy. In this context, the paper presents the conceptual criteria which are essential for thematica...
India-Pakistan: nuclear stability and diplomacy

International Nuclear Information System (INIS)

Mishra, Rajesh Kumar

2005-01-01

The conceptual discourse, contributed to in the main by Western scholars, on the security and strategic stability of new nuclear weapon states like India and Pakistan seems alarmist. In reality, however, India and Pakistan have been mutually deliberating on various aspects of nuclear confidence-building measures (CBMs). This article is an effort to identify the issues of nuclear security concerns in two spheres - academic and policy formulations. The emphasis is more on the nuclear thinking of the two countries and the diplomatic challenges ahead particularly on the nuclear CBMs. (author)
How strategic dynamics complicate the framing of alternatives in strategic environmental assessment

DEFF Research Database (Denmark)

Lyhne, Ivar

2012-01-01

of the Danish Natural Gas Security of Supply Plan. Special emphasis is given to the framing of alternatives in the SEA process, since alternatives are directly related to the contextual developments. Based on a participative approach, strategic dynamics are mapped and the reactions and concerns in the SEA team......Unpredictable and complex developments challenge the application of strategic environmental assessment (SEA), e.g. in terms of timing, prediction, and relevance of assessments. Especially multi-actor and unstructured strategic level decision-making processes often seem to be characterised...... by unpredictable and complex changes. Despite apparent implications, explorative investigations about how unpredictability influences SEA application in practice are rare. This article aims at shedding light on contextual changes and reactions to such changes in practice by a case study of the specific SEA process...
TECHNOLOGICAL ELEMENTS OF THE SYSTEM OF STRATEGIC PLANNING AS TOOLS FOR PROVIDING THE ECONOMIC DEVELOPMENT OF THE SERVICES SPHERE

Directory of Open Access Journals (Sweden)

V. V. Gromov

2015-01-01

Full Text Available Topicality article is to determine the composition of the technological elements of the strategic planning system, the interaction of which is aimed at achieving the planned economic results in the changing factors influence macro microenvironments on the activities of institutions and economic activities of services. The articles structurally is made on the basis of respect for the logical sequence of interactions of technological elements of strategic planning and combat their negative factors of external and internal environment. Active interaction of technological elements of strategic planning tools is to ensure long-term development planning authorities of economic entities, economic activities service sector for sustainable economic growth. Contribution of the author in the scope of this article is to generalize the definition of the target composition and installation of technological elements of strategic planning and development institutions and industry components of the service sector.
Strategic Management Accounting Development during Last 30 Years

OpenAIRE

Šoljaková, Libuše

2012-01-01

This paper analyses some reasons why strategic management accounting was not widely accepted. After initial boom of strategic management accounting there is stagnation in recent year. Application of strategic management accounting in practice does not exceed pilot case study. Strategic management accounting lessons are not commonly included in educational programs. Finally researches on strategic management accounting have only limited results. Paper is based on literature review and empirica...
Leadership side in changing strategic creation of firms

OpenAIRE

Malinovska, Elizabeta

2013-01-01

The research of this master paper focuses on the strategic leadership or the role that the strategic leadership plays when creating strategic changes within companies. Particular matters that this paper considers refer to concepts of leadership and strategic leadership which may be found in countries with developed market economies and enormous knowledge and experience in management, furthermore it is the concepts of strategic management which the leadership becomes vital eleme...
Optimizing Cellular Networks Enabled with Renewal Energy via Strategic Learning.

Science.gov (United States)

Sohn, Insoo; Liu, Huaping; Ansari, Nirwan

2015-01-01

An important issue in the cellular industry is the rising energy cost and carbon footprint due to the rapid expansion of the cellular infrastructure. Greening cellular networks has thus attracted attention. Among the promising green cellular network techniques, the renewable energy-powered cellular network has drawn increasing attention as a critical element towards reducing carbon emissions due to massive energy consumption in the base stations deployed in cellular networks. Game theory is a branch of mathematics that is used to evaluate and optimize systems with multiple players with conflicting objectives and has been successfully used to solve various problems in cellular networks. In this paper, we model the green energy utilization and power consumption optimization problem of a green cellular network as a pilot power selection strategic game and propose a novel distributed algorithm based on a strategic learning method. The simulation results indicate that the proposed algorithm achieves correlated equilibrium of the pilot power selection game, resulting in optimum green energy utilization and power consumption reduction.
Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

Science.gov (United States)

Paul, Heather L.; Lamberth, Erika Guillory; Jennings, Mallory A.

2012-01-01

NASA has defined strategic goals to invest in next-generation technologies and innovations, inspire students to become the future leaders of space exploration, and expand partnerships with industry and academia around the world. The Crew and Thermal Systems Division (CTSD) at the NASA Johnson Space Center actively supports these NASA initiatives. In July 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to external technical audiences for business development and collaborative initiatives, and to students, educators, and the general public for education and public outreach efforts. This paper summarizes the CTSD Strategic Communications efforts and metrics through the first half of fiscal year 2012 with projections for end of fiscal year data.
Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

Science.gov (United States)

Paul, Heather L.

2012-01-01

NASA has defined strategic goals to invest in next-generation technologies and innovations, to inspire students to become the future leaders of space exploration, and to expand partnerships with industry and academia around the world. The Crew and Thermal Systems Division (CTSD) at the NASA Johnson Space Center actively supports these NASA initiatives. In July 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for business development and collaborative initiatives, and to students, educators, and the general public for education and public outreach efforts. This paper summarizes the CTSD Strategic Communications efforts and metrics through the first nine months of fiscal year 2012.

Measuring Stability and Security in Iraq

National Research Council Canada - National Science Library

2006-01-01

... of the report, "Stability and Security in Iraq," describes trends and progress towards meeting goals for political stability, strengthening economic activity, and achieving a stable security environment in Iraq...
Strategic environmental assessment for UK LLW management - 16392

International Nuclear Information System (INIS)

Craze, Andrew; Clark, Matthew; Davis, Pete

2009-01-01

NDA is delivering a Strategic Environmental Assessment (SEA) to underpin the UK Nuclear Industry Low Level Waste Strategy. The purpose of this assessment is embed sustainability issues into our decision making and to fulfill our requirements under the European Union's Strategic Environmental Assessment (SEA) Directive (2004/42/EU) and transposing UK Regulations, and to underpin the development of the strategy. The outputs of the SEA have provided input into particular aspects of the strategy, leading to a more robust and better informed result. Development of options to be assessed under the SEA has looked at a number of factors, including: - what the strategy is aiming to achieve - expectation from stakeholders as to what should be addressed - consideration of tactical approaches to implementation of the strategy in addition to high level strategic issues - links to other projects and programmes (for example the Environmental Safety Case for the Low Level Waste Repository. The SEA aims to provide a robust assessment of the environmental and sustainability impacts of alternative strategies for providing continued capability and capacity for the management and disposal of LLW in the UK. The assessment also considers other, more tactical, issues around implementation of the strategy, for example: issues around the location of LLW management facilities; the environmental impacts of alternative waste treatment options (metal recycling etc); considerations of alternative approaches to the classification of radioactive waste and opportunities that would result. Critical to the development of the SEA has been the involvement of statutory and non-statutory stakeholders, who have informed both the output and the approach taken. (authors)
Extending Ansoff’s Strategic Diagnosis Model

OpenAIRE

Daniel Kipley; Alfred O. Lewis; Jau-Lian Jeng

2012-01-01

Given the complex and disruptive open-ended dynamics in the current dynamic global environment, senior management recognizes the need for a formalized, consistent, and comprehensive framework to analyze the firm’s strategic posture. Modern assessment tools, such as H. Igor Ansoff’s seminal contributions to strategic diagnosis, primarily focused on identifying and enhancing the firm’s strategic performance potential thr...
Strategic Planning in Irish Quantity Surveying Pracitces

OpenAIRE

Murphy, Roisin

2011-01-01

The role and usefulness of strategic planning has been well documented over several decades of strategic management research. Despite the significant body of existing knowledge in the field of strategic planning, there remains a paucity of investigation into the construction sector, specifically in Professional Service Firms (PSF’s) operating within it. The aim of this research was to ascertain the type, scope and extent of strategic planning within Irish Quantity Surveying (QS) practices and...
STRATEGIC MANAGEMENT OF A TERRITORIAL DISTRIBUTED COMPLEX

OpenAIRE

Vidovskiy L. A.; Yanaeva M. V.; Murlin A. G.; Murlinа V. A.

2015-01-01

The article is devoted to strategic management and implementation of the strategy. Management strategy is based on the management of strategic potential of the enterprise. The strategic potential of the company generates only those resources that can be changed because of strategic decisions. Analysis of the potential of the enterprise should cover almost all spheres of its activity: the enterprise management, production, marketing, finance, human resources. The article has designed a system ...
Strategic entrepreneurship in the future: Theoretical views

Directory of Open Access Journals (Sweden)

Martinović Milan

2016-01-01

Full Text Available The paper describes the role and importance of strategy in contemporary entrepreneurship, which operates under conditions of rapid change. Strategic Enterprise includes a set of entrepreneurial actions undertaken for the purpose of strategic perspective. It describes the key characteristics of modern entrepreneurs with strategic emphasis on the needs of the strategic analysis of business opportunities and possibilities of business enterprises in the specific conditions, at the beginning of the third millennium.
Services of strategic consulting: special features and types

OpenAIRE

Klenin Oleh Volodymyrovych

2016-01-01

In the article essence of terms “consulting” and “strategic consulting” was studied. It was proved that strategic consulting must be analyzed as professional activity in the system of enterprise strategic management. Specific features of consultative services and its composition was added from the point of view of strategic management and innovative development were studied. In the process of providing consulting services it was suggested to take into account the strategic orientation of huma...
Estimating strategic interactions in petroleum exploration

International Nuclear Information System (INIS)

Lin, C.-Y. Cynthia

2009-01-01

When individual petroleum-producing firms make their exploration decisions, information externalities and extraction externalities may lead them to interact strategically with their neighbors. If they do occur, strategic interactions in exploration would lead to a loss in both firm profit and government royalty revenue. Since these strategic interactions would be inefficient, changes in the government offshore leasing policy would need to be considered. The possibility of strategic interactions thus poses a concern to policy-makers and affects the optimal government policy. This paper examines whether these inefficient strategic interactions take place in U.S. federal lands in the Gulf of Mexico. In particular, it analyzes whether a firm's exploration decisions depend on the decisions of firms owning neighboring tracts of land. A discrete response model of a firm's exploration timing decision that uses variables based on the timing of a neighbor's lease term as instruments for the neighbor's decision is employed. The results suggest that strategic interactions do not actually take place, at least not in exploration, and therefore that the current parameters of the government offshore leasing policy do not lead to inefficient petroleum exploration. (author)
It Effectiveness and Flexibility versus Strategic Alignment: Assessing the Correlative Effects in Higher Education

Science.gov (United States)

Burke, Michael F.

2011-01-01

Fiscal challenges are forcing institutions of higher education to do more with less, while retaining the quality of service that the institution has established. The net result is that these institutions need to prepare themselves to achieve a sustained competitive advantage. In business, the focus has been on strategic alignment of IT to provide…
Taking Human Capital Seriously: Talented Teachers in Every Classroom, Talented Principals in Every School. Principles and Recommendations for the Strategic Management of Human Capital in Public Education

Science.gov (United States)

Consortium for Policy Research in Education, 2009

2009-01-01

The Strategic Management of Human Capital in Education Project was founded in 2008 with one goal: to improve student achievement dramatically in the 100 largest urban school districts. Unless teaching quality and principal leadership improve significantly, lasting education improvement is impossible. In policy terms, without "strategic management"…
2015 Enterprise Strategic Vision

Energy Technology Data Exchange (ETDEWEB)

None

2015-08-01

This document aligns with the Department of Energy Strategic Plan for 2014-2018 and provides a framework for integrating our missions and direction for pursuing DOE’s strategic goals. The vision is a guide to advancing world-class science and engineering, supporting our people, modernizing our infrastructure, and developing a management culture that operates a safe and secure enterprise in an efficient manner.
DIRECTIONS OF THE SMALL-SCALE ENTERPRISES FINANCIAL STABILITY GROTH IN THE REGION

Directory of Open Access Journals (Sweden)

A.Y. Makarova

2008-12-01

Full Text Available Directions of the small-scale business financial stability increase, focused on its economic power strengthening, are offered. They are connected with development of the external factors of financial stability and the internal factors including orientation of the small enterprises in strategic management on the company's value growth. Applicability of a balanced scorecard which fully reflects interrelation of small enterprises’ both financial and non-financial indicators of work to maintenance those small enterprises’ growth of cost and their embedding into the system of the economic power of state and large business is proved.
The Science of Strategic Communication

Science.gov (United States)

The field of Strategic Communication involves a focused effort to identify, develop, and present multiple types of communication media on a given subject. A Strategic Communication program recognizes the limitations of the most common communication models (primarily “one s...
Strategic Partnerships in International Development

Science.gov (United States)

Treat, Tod; Hartenstine, Mary Beth

2013-01-01

This chapter provides a framework and recommendations for development of strategic partnerships in a variety of cultural contexts. Additionally, this study elucidates barriers and possibilities in interagency collaborations. Without careful consideration regarding strategic partnerships' approaches, functions, and goals, the ability to…
Development and implementation of Strategic Environmental Assessment in Taiwan

International Nuclear Information System (INIS)

Liou, M.-L.; Yu, Y.-H.

2004-01-01

Taiwan is one of the few Asian countries to have officially adopted Strategic Environmental Assessment (SEA) as one important means towards the achievement of environmental conservation and sustainable development. Despite implementation almost a decade ago, SEA remains premature in its development. This paper analyzes the progress and characteristics of SEA in Taiwan and, through examination of its limited case studies, reveals the positive and apparent influence of SEA on policy making. This paper also identifies the barriers hindering SEA's advancement and concludes with recommendations on strategies to overcome these obstacles
Hospital boards and hospital strategic focus: the impact of board involvement in strategic decision making.

Science.gov (United States)

Ford-Eickhoff, Karen; Plowman, Donde Ashmos; McDaniel, Reuben R

2011-01-01

Despite pressures to change the role of hospital boards, hospitals have made few changes in board composition or director selection criteria. Hospital boards have often continued to operate in their traditional roles as either "monitors" or "advisors." More attention to the direct involvement of hospital boards in the strategic decision-making process of the organizations they serve, the timing and circumstances under which board involvement occurs, and the board composition that enhances their abilities to participate fully is needed. We investigated the relationship between broader expertise among hospital board members, board involvement in the stages of strategic decision making, and the hospital's strategic focus. We surveyed top management team members of 72 nonacademic hospitals to explore the participation of critical stakeholder groups such as the board of directors in the strategic decision-making process. We used hierarchical regression analysis to explore our hypotheses that there is a relationship between both the nature and involvement of the board and the hospital's strategic orientation. Hospitals with broader expertise on their boards reported an external focus. For some of their externally-oriented goals, hospitals also reported that their boards were involved earlier in the stages of decision making. In light of the complex and dynamic environment of hospitals today, those charged with developing hospital boards should match the variety in the external issues that the hospital faces with more variety in board makeup. By developing a board with greater breadth of expertise, the hospital responds to its complex environment by absorbing that complexity, enabling a greater potential for sensemaking and learning. Rather than acting only as monitors and advisors, boards impact their hospitals' strategic focus through their participation in the strategic decision-making process.
The driving forces of stability. Exploring the nature of long-term bureaucracy-interest group interactions

NARCIS (Netherlands)

Braun, C.H.J.M.

2013-01-01

This article explores the nature of long-term interactions between bureaucrats and interest groups by examining two behavioral logics associated with stability in public policy making. In addition to the implicit short-term strategic choices that usually feature in resource-exchange explanations of
77 FR 25706 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

Science.gov (United States)

2012-05-01

... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory Committee closed meeting.... [[Page 25707
Strategic Planning for Sustainable Forests: The Plan Drives the Budgets Which Drive Results

Science.gov (United States)

Paul Brouha; Elisabeth Grinspoon

2006-01-01

The USDA Forest Service is among the pioneers incorporating the Montreal Process criteria and indicators into its programs. Among its initial efforts is the adaptation of a criteria and indicators framework for its national strategic plan, which is the primary instrument for setting the course to achieve the Forest Service mission of sustaining the nationâs forests and...
Measuring Stability and Security in Iraq

National Research Council Canada - National Science Library

2005-01-01

.... The initial section of the report, "Stability and Security in Iraq," describes trends and progress towards meeting goals for political stability, economic progress, and achieving a stable security environment in Iraq...

Influence of strategic management in Czech SMEs and their growth rate

Directory of Open Access Journals (Sweden)

Jaroslav Vrchota

2016-12-01

Full Text Available The aim of the managers in SMEs is to have a competitive enterprise on the market, to develop and achieve some positive results. The successful strategic management has to adapt to the external environment, analyse emerging issues in time and react quickly and flexibly to changes. With the increasing amounts of business entities, strategic analysis and strategy as such acquire their importance. The basic data for the creation of strategy includes information about the external environment, i.e. about the market and its surroundings and internal business environment. Those managers, who can use the advantages of their enterprise and market opportunities and reduce the effect of weaknesses and threats, may ensure their enterprise prosperity and increase their growth rate. However, they must choose a competitive strategy, with which it is possible to succeed on the market. Such strategy provides SMEs the possibility of differentiation, setting a higher level of services offered to enhance customer satisfaction which is the most important. The paper deals with finding whether the strategic management of SME influences the growth rate of an enterprise. Data were gathered as questionnaires and interviews from 183 enterprises operating in the Czech Republic. The research was made in the period of 2014-15.
The Conceptual Framework of Strategic Management Accounting

Directory of Open Access Journals (Sweden)

Iershova Natalia Yu.

2017-03-01

Full Text Available The aim of the article is to elaborate a conceptual framework for strategic management accounting. By analyzing, systematizing and generalizing the structural and characteristic approaches of many scientists, the content of the concept “strategic management accounting” is defined; the identification of system-forming elements of the conceptual framework of strategic management accounting is presented. Based on the results of the research, the conceptual framework of strategic management accounting revealing the economic mechanism of its functioning is elaborated; scientific approaches that ensure its development as a holistic system and empirical science are defined; the methodology determining the organizational and methodological possibilities of its practical building at enterprises is improved. Prospects for further research in this area are the elaboration of a modern concept of strategic management accounting aimed at information-anticipating reflection of the events sequence and support of feedbacks based on proactive information support for strategic management.
Strategic planning for marketers.

Science.gov (United States)

Wilson, I

1978-12-01

The merits of strategic planning as a marketing tool are discussed in this article which takes the view that although marketers claim to be future-oriented, they focus too little attention on long-term planning and forecasting. Strategic planning, as defined by these authors, usually encompasses periods of between five and twenty-five years and places less emphasis on the past as an absolute predictor of the future. It takes a more probabilistic view of the future than conventional marketing strategy and looks at the corporation as but one component interacting with the total environment. Inputs are examined in terms of environmental, social, political, technological and economic importance. Because of its futuristic orientation, an important tenant of strategic planning is the preparation of several alternative scenarios ranging from most to least likely. By planning for a wide-range of future market conditions, a corporation is more able to be flexible by anticipating the course of future events, and is less likely to become a captive reactor--as the authors believe is now the case. An example of strategic planning at General Elecric is cited.
AECB strategic plan 1999

International Nuclear Information System (INIS)

1999-03-01

This strategic plan provides the direction and focus required to successfully carry out our mandate in an efficient and effective manner over the next two to three years. It gives broad corporate direction by identifying where efforts need to be focussed, and therefore provides guidance for setting priorities and allocating resources. While we cannot ignore any aspect of our mandate, we must recognize that we will always have more work to do than can be accomplished within the resources available to us. Therefore we must set priorities and develop appropriate management systems to ensure that our major efforts and our resources are being directed towards those priorities. Our strategic plan is not a static document. We will always be faced with new challenges, and our strategies for meeting those challenges will also have to change. Therefore our strategic plan must be seen as a guide that reflects both the ever-changing environment and our ability to deal with new or evolving changes effectively. This plan is not intended to be a detailed operational plan. Each directorate must develop its own operational plans and procedures based on the directions in this strategic plan, and on corporate priorities and policies. (author)
The Strategic Communication Plan: Effective Communication for Strategic Leaders

National Research Council Canada - National Science Library

Reeder, Melanie

1998-01-01

.... It addresses the purpose, developmental process, content, and implementation of a strategic communication plan offering specific recommendations for the creation and effective use of a successful plan...
Complex Strategic Choices

DEFF Research Database (Denmark)

Leleur, Steen

to strategic decision making, Complex Strategic Choices presents a methodology which is further illustrated by a number of case studies and example applications. Dr. Techn. Steen Leleur has adapted previously established research based on feedback and input from various conferences, journals and students...... resulting in new material stemming from and focusing on practical application of a systemic approach. The outcome is a coherent and flexible approach named systemic planning. The inclusion of both the theoretical and practical aspects of systemic planning makes this book a key resource for researchers...
Strategic planning processes and hospital financial performance.

Science.gov (United States)

Kaissi, Amer A; Begun, James W

2008-01-01

Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. The purpose of this research is to provide evidence on the extent of strategic planning practices and the association between hospital strategic planning processes and financial performance. In 2006, we surveyed a sample of 138 chief executive officers (CEOs) of hospitals in the state of Texas about strategic planning in their organizations and collected financial information on the hospitals for 2003. Among the sample hospitals, 87 percent reported having a strategic plan, and most reported that they followed a variety of common practices recommended for strategic planning-having a comprehensive plan, involving physicians, involving the board, and implementing the plan. About one-half of the hospitals assigned responsibility for the plan to the CEO. We tested the association between these planning characteristics in 2006 and two measures of financial performance for 2003. Three dimensions of the strategic planning process--having a strategic plan, assigning the CEO responsibility for the plan, and involving the board--are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance.
Evidence for strategic cooperation in humans.

Science.gov (United States)

Burton-Chellew, Maxwell N; El Mouden, Claire; West, Stuart A

2017-06-14

Humans may cooperate strategically, cooperating at higher levels than expected from their short-term interests, to try and stimulate others to cooperate. To test this hypothesis, we experimentally manipulated the extent an individual's behaviour is known to others, and hence whether or not strategic cooperation is possible. In contrast with many previous studies, we avoided confounding factors by preventing individuals from learning during the game about either pay-offs or about how other individuals behave. We found clear evidence for strategic cooperators-just telling some individuals that their groupmates would be informed about their behaviour led to them tripling their initial level of cooperation, from 17 to 50%. We also found that many individuals play as if they do not understand the game, and their presence obscures the detection of strategic cooperation. Identifying such players allowed us to detect and study strategic motives for cooperation in novel, more powerful, ways. © 2017 The Author(s).
Installation Strategic Planning Guidebook

Science.gov (United States)

2012-05-01

Installation natural resource concerns (for example, wetlands , number of endangered species, water use restrictions, encroachment on training lands...Koehler Publishing, 1994 7. Strategy Safari – A Guided Tour Through the Wilds of Strategic Management by Henry Mintzberg, Bruce Ahlstrand, and...T. (1987). NY: Knopf 36. Shaping Strategic Planning: Frogs, Dragons, Bees and Turkey Tails. Pfeiffer, J. W., Goodstein, L. D. & Nolan, T. M. (1989
RUSSIAN BANK ACTIVITY STRATEGIC MANAGEMENT PROBLEMS

Directory of Open Access Journals (Sweden)

V. B. Pogosyan

2011-01-01

Full Text Available Main strategic management problems characteristic for the majority of Russian bank are: absence of systems making it possible to adapt bank activity elements to changing outer and inner business conditions; obsolete client service system; traditional liquidity and risk managementmechanisms; absence of systems of coordinating bank strategic management process participants’ interests with the banks aims. Ways of overcoming basic difficulties in bank activity strategic management are defined.
Methodological approach to strategic performance optimization

OpenAIRE

Hell, Marko; Vidačić, Stjepan; Garača, Željko

2009-01-01

This paper presents a matrix approach to the measuring and optimization of organizational strategic performance. The proposed model is based on the matrix presentation of strategic performance, which follows the theoretical notions of the balanced scorecard (BSC) and strategy map methodologies, initially developed by Kaplan and Norton. Development of a quantitative record of strategic objectives provides an arena for the application of linear programming (LP), which is a mathematical tech...
Extending Ansoff’s Strategic Diagnosis Model

Directory of Open Access Journals (Sweden)

Daniel Kipley

2012-01-01

Full Text Available Given the complex and disruptive open-ended dynamics in the current dynamic global environment, senior management recognizes the need for a formalized, consistent, and comprehensive framework to analyze the firm’s strategic posture. Modern assessment tools, such as H. Igor Ansoff’s seminal contributions to strategic diagnosis, primarily focused on identifying and enhancing the firm’s strategic performance potential through the analysis of the industry’s environmental turbulence level relative to the firm’s aggressiveness and responsiveness of capability. Other epistemic modeling techniques envisage Porter’s generic strategic positions, Strengths, Weaknesses, Opportunities, Threats (SWOT, and Resource-Based View as useful methodologies to aid in the planning process. All are complex and involve multiple managerial perspectives. Over the last two decades, attempts have been made to comprehensively classify the firm’s future competitive position. Most of these proposals utilized matrices to depict the position, such as the Boston Consulting Group, point positioning, and dispersed positioning. The GE/McKinsey later enhanced this typology by expanding to 3 × 3, contributing to management’s deeper understanding of the firm’s position. Both types of assessments, Ansoff’s strategic diagnosis and positional matrices, are invaluable strategic tools for firms. However, it could be argued that these positional analyses singularly reflect a blind spot in modeling the firm’s future strategic performance potential, as neither considers the interactions of the other. This article is conceptual and takes a different approach from earlier methodologies. Although conceptual, the article aims to present a robust model combining Ansoff’s strategic diagnosis with elements of the performance matrices to provide the management with an enriched capability to evaluate the firm’s current and future performance position.
集群式供应链战略联盟的生命周期及其稳定性可拓分析%Extension Analysis on the Life Cycle and Stability of Cluster Supply Chain Strategic Alliance

Institute of Scientific and Technical Information of China (English)

袁科峰

2015-01-01

集群式供应链战略联盟是在全球经济产业发展集群化的趋势下,由集群式供应链思想与战略联盟理论耦合形成的具备生命周期规律的共生体.梳理和总结了生命周期理论在经济和管理领域的演进概况,阐明了集群式供应链战略联盟酝酿、诞生、发展、衰老、蜕变等6个生命周期及其特征,并在分析影响集群式供应链战略联盟稳定性的内、外部因素的基础上建立了可拓综合评价模型,最后依据模型和假设数据验证了模型的有效性.%Cluster supply chain strategic alliance is a symbiont with life cycle regularities formed by the cluster supply chain thinking and strategic alliance theory under the trend of industrial cluster development of global economy.This paper reviews and summarizes the evolution of life cycle theory in economics and management field, explains the six life cycles such as gestation, birth, development, ag-ing, decay of cluster supply chain strategic alliances and their characteristics, and establishes an extensive comprehensive evaluation model based on analyzing the internal and external factors influencing the stability of cluster supply chain strategic alliance, finally, verifies the effectiveness of the model by assumption data.
集群式供应链战略联盟的生命周期及其稳定性可拓分析%Extension Analysis on the Life Cycle and Stability of Cluster Supply Chain Strategic Alliance

Institute of Scientific and Technical Information of China (English)

袁科峰

2015-01-01

Cluster supply chain strategic alliance is a symbiont with life cycle regularities formed by the cluster supply chain thinking and strategic alliance theory under the trend of industrial cluster development of global economy. This paper reviews and summarizes the evolution of life cycle theory in economics and management field, explains the six life cycles such as gestation, birth, development, ag-ing, decay of cluster supply chain strategic alliances and their characteristics, and establishes an extensive comprehensive evaluation model based on analyzing the internal and external factors influencing the stability of cluster supply chain strategic alliance, finally, verifies the effectiveness of the model by assumption data.%集群式供应链战略联盟是在全球经济产业发展集群化的趋势下，由集群式供应链思想与战略联盟理论耦合形成的具备生命周期规律的共生体。梳理和总结了生命周期理论在经济和管理领域的演进概况，阐明了集群式供应链战略联盟酝酿、诞生、发展、衰老、蜕变等6个生命周期及其特征，并在分析影响集群式供应链战略联盟稳定性的内、外部因素的基础上建立了可拓综合评价模型，最后依据模型和假设数据验证了模型的有效性。
Stability measures for rolling schedules with applications to capacity expansion planning, master production scheduling, and lot sizing

OpenAIRE

Kimms, Alf

1996-01-01

This contribution discusses the measurement of (in-)stability of finite horizon production planning when done on a rolling horizon basis. As examples we review strategic capacity expansion planning, tactical master production schedulng, and operational capacitated lot sizing.
Strategic Interactions in Franchise Relationships

NARCIS (Netherlands)

Croonen, Evelien Petronella Maria

2006-01-01

This dissertation deals with understanding strategic interactions between franchisors and franchisees. The empirical part of this study consists of in-depth case studies in four franchise systems in the Dutch drugstore industry. The case studies focus on a total of eight strategic change processes
Macrofoundation for Strategic Technology Management

DEFF Research Database (Denmark)

Pedersen, Jørgen Lindgaard

1995-01-01

Neoclassical mainstream economics has no perspective on strategic technology management issues. Market failure economics (externalities etc.)can be of some use to analyze problems of relevance in strategic management problems with technology as a part. Environment, inequality and democratic...... deficits are important problems today...
The Emerging Strategic Entrepreneurship Field

DEFF Research Database (Denmark)

Foss, Nicolai Juul; Lyngsie, Jacob

The field of strategic entrepreneurship is a fairly recent one. Its central idea is that opportunity-seeking and advantage-seeking — the former the central subject of the entrepreneurship field, the latter the central subject of the strategic management field — are processes that need...... to be considered jointly. The purpose of this brief chapter is to explain the emergence of SE theory field in terms of a response to research gaps in the neighboring fields of entrepreneurship and strategic management; describe the main tenets of SE theory; discuss its relations to neighboring fields; and finally...
Barriers to Strategic Design: A Perspective from China

Directory of Open Access Journals (Sweden)

Sylvia Xihui Liu

Full Text Available Strategic design is a driver for innovation that can lead to sustainable competitive advantage. Over the past two decades, the barriers limiting breakthrough strategic design development have been studied in much detail. However, that research is based on well-developed practices in Europe, where strategic design and innovation capabilities have been nurtured for a long period. Barriers to the adoption of strategic design practices and leadership have seldom been studied in high growth economies in which design and innovation competencies are not yet mature. We examined design-led innovation cases from Chinese design clients and consultancies, and uncovered twelve barriers to strategic design practice and leadership in China. Six of these are similar to hindrances experienced elsewhere, and the other six are unique to this study. We found that in China, certain constraints limiting the adoption of strategic design in practice exist in the environment outside the firm. Based on these findings, we offer suggestions to stakeholders for overcoming the barriers to utilizing design at the strategic level. Key words: Breakthrough innovation, Design-led innovation, Design implementation, Strategic design
Environmental standards as strategic outcomes: A simple model

International Nuclear Information System (INIS)

Bhattacharya, Rabindra N.; Pal, Rupayan

2010-01-01

This paper analyses the strategic nature of choice of environmental standards considering both local and global pollution under alternative regimes of international trade. It also compares and contrasts the strategic equilibrium environmental standards and levels of pollution, local and global, with the world optimum levels. It shows that, in case of open economies, environmental standards can be either strategic substitutes or strategic complements. On the contrary, in case of closed economies, environmental standards are always strategic substitutes. It also shows that the strategic equilibrium environmental standards in case of open economies are higher than the world optimum in certain situations. Whereas, in absence of international trade, countries set, in equilibrium, lower environmental standards than the world optimum. (author)

The new strategic balance and cooperative security

International Nuclear Information System (INIS)

Simpson, J.

1995-01-01

The new strategic balance and cooperative security in the world now is discussed including the following issues: strategic balances and the features of the old strategic environment; the main characteristics of the new political and security environment; the future role of nuclear weapons; the role of arms limitation agreements
Strategic collaborative quality management and employee job satisfaction.

Science.gov (United States)

Mosadeghrad, Ali Mohammad

2014-05-01

This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees' job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees' job satisfaction. However, the success of quality management needs top management commitment and stability.
Strategic Collaborative Quality Management and Employee Job Satisfaction

Directory of Open Access Journals (Sweden)

Ali Mohammad Mosadeghrad

2014-05-01

Full Text Available Background This study aimed to examine Strategic Collaborative Quality Management (SCQM impact on employee job satisfaction. Methods The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees’ job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. Results The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. Conclusion This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees’ job satisfaction. However, the success of quality management needs top management commitment and stability.
Are human resource professionals strategic business partners?

DEFF Research Database (Denmark)

Chiu, Randy; Selmer, Jan

2011-01-01

Theoretical speculations and prescriptive discussions abound in the literature regarding the strategic importance of human resource management. However, evidence based on rigorous empirical studies that the transformation from an administrative service function to strategic partnership has taken...... place has been less pervasive. Based on a sample of CEOs, line managers and HR executives, this study applies both a quantitative and a qualitative approach to examine the research question whether HR professionals are strategic business partners. Although the overall quantitative results provided...... a weak support for an affirmative answer to the research question, quantitative analyses and the qualitative findings revealed that while HR executives regarded themselves as strategic business partners, CEOs and line managers were not sure that they played this strategic business role. Plausible...
An Attributional Theory of Achievement Motivation and Emotion.

Science.gov (United States)

Weiner, Bernard

1985-01-01

This article advances an attributional theory of motivation and emotion, with achievement strivings as the theoretical focus. Causes of success and failure share three common properties: locus, stability, and controllability. Stability of causes influences changes in expectancy of success. Expectancy and affect guide motivated behavior.…
CONSIDERATIONS ABOUT THE STRATEGIC ALLIANCES BETWEEN SMEs IN THE CONSTRUCTION INDUSTRY AND TOURISM

Directory of Open Access Journals (Sweden)

LUDMILA PĂUNESCU (RAILEAN

2012-06-01

Full Text Available The SMEs who are looking the way to success and sustainable development are beginning to seek strategic alliances with one or more players on the market, just to gain fast and inexpensive acces to: technology, expertise, marketing, production, distribution and other benefits.Tourism development both as a way to spend a pleasant and instructive leisure, even as a service activity required at various stages of a tourist trip, is a necessity of today civilization, with broad prospects for development, is at once a consequence and cause of mutations economic, social, cultural and environmental. Thus, this paper approaches the advantages and disadvantages of strategic alliance between SMEs in the construction industry and tourism, and the elements necessary to achieve its objectives, in view to stimulate touristic activities and development of constructions sector.
NERSC Strategic Implementation Plan 2002-2006

Energy Technology Data Exchange (ETDEWEB)

Kramer, William; Bethel, Wes; Craw, James; Draney, Brent; Fortney, William; Gorda, Brend; Harris, William; Meyer, Nancy; Ng, Esmond; Verdier, Francesca; Walter, Howard; Welcome, Tammy

2002-09-01

This strategic proposal presents NERSC's vision for its activities and new directions over the next five years. NERSC's continuing commitment to providing high-end systems and comprehensive scientific support for its users will be enhanced, and these activities will be augmented by two new strategic thrusts: support for Scientific Challenge Teams and deployment of a Unified Science Environment. The proposal is in two volumes, the Strategic Plan and the Implementation Plan.
Strategic Audit and Ownership Strategy

Directory of Open Access Journals (Sweden)

Mike Franz Wahl

2015-10-01

Full Text Available In the new global economy, ownership has become a central issue for organizational performance. Ownership strategy is where corporate governance meets strategic management. Highlighting a knowledge gap in the field of corporate governance, the author is asking the central research question: “how to develop an ownership strategy?” The main purpose of this paper is to answer this original question and develop a better understanding about ownership strategies. Theoretically there is evidence to indicate that there is a link between strategic audit and ownership strategy. Analyzing firm cases from Estonia allows concluding that the strategic audit is useful for developing systemically ownership strategies, which in turn could be a realistic alternative for complete contracts. The use of strategic audits gives the business owner an opportunity to analyze his own actions and behavior, learning, managing knowledge, and finally clearly expressing his will in the form of an ownership strategy.
How to act strategically in a turbulent e-business environment - an eclectic approach to strategic inter-organisational systems (IOS) management

OpenAIRE

Wassenaar, Arjen

2002-01-01

This paper presents an eclectic inter-organisational -oriented approach to so called strategic IOS management as an alternative to the more single organisation-oriented, linear approach of strategic information system planning (SISP). This approach is termed eclectic because it is based on a toolbox of mini-theories integrating existing strategic (IS) planning a n d management theories. The core component of this approach is an IOS scenario and strategic option generator"...
The Structure and Evolution of the Strategic Management Field: A Content Analysis of Twenty-six Years of Strategic Management Research

OpenAIRE

Furrer,Olivier; Thomas, Howard; Goussevskaia, Anna

2014-01-01

This paper analyses 26 years of strategic management research published in Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly and Strategic Management Journal. Through a content analysis, it studies the relationships between the subfields of strategic management. A multiple correspondence analysis provides a map of keywords and authors, and a framework to track this literature over the 26-year period. A discussion of future pathways in the strategic ...
12 CFR 917.5 - Strategic business plan.

Science.gov (United States)

2010-01-01

... reporting requirements and monitor implementation of the strategic business plan and the operating goals and... 12 Banks and Banking 7 2010-01-01 2010-01-01 false Strategic business plan. 917.5 Section 917.5... POWERS AND RESPONSIBILITIES OF BANK BOARDS OF DIRECTORS AND SENIOR MANAGEMENT § 917.5 Strategic business...
Strategic Activism, Educational Leadership and Social Justice

Science.gov (United States)

Ryan, James

2016-01-01

This article describes the strategic activism of educational leaders who promote social justice. Given the risks, educational leaders need to be strategic about the ways in which they pursue their activism. Citing current research, this article explores the ways in which leaders strategically pursue their social justice agendas within their own…
Comprehensive, Integrated Reconstruction Operations: We Need a Master Plan

National Research Council Canada - National Science Library

Dosa, Brian L

2007-01-01

The U.S. military has historically played a critical role during post-conflict stability operations, contributing to the overall goal of achieving long term security and securing our strategic interests...
Making Strategic Planning Work in Local Government: An Empirical Study of Success And Failure

Directory of Open Access Journals (Sweden)

Ángel IGLESIAS

2015-10-01

Full Text Available Since the 1990s, local governments all over Europe have launched reforms to improve local democracy, public management and efficiency in the provision of local services. Some of these reforms are inspired by what previously has worked in private management and some of them have also a macro-level approach, whose main aim is to introduce institutional reforms and reorganizations to ensure contextual problem solving by strengthening governance within the local public sector. In this context, Strategic Planning in public organizations has attracted interest among academic researchers and practitioners as an instrument for dealing with a complex environment and for the achievement of higher performance and the attainment of greater democracy. But the decision on how to introduce Strategic Planning might follow a different rationale. The hypothesis maintained in this paper is that those that are based in an endogenous rationale are more likely to succeed. To test our hypothesis this paper draws on a comparative empirical analysis concerning the design and implementation of a Strategic Planning process within two Spanish city governments: one considered to have been a failure and the other a success. Focusing on the way in which the use of Strategic Planning has to face the trade-offs between urban and economic development and democracy, the paper explores how this formal mechanism of citizen´s and business’ participation serves to establish relational processes to reinvigorate local economic development, democracy and administrative modernization only when a strong political and administrative leadership is put into motion. Overall, the study yields evidence consistent with the notion that a successful Strategic Planning at the local level has to take into account not only institutional issues, but also the communal, social and political resources that frame the deliberations propelled by the Strategic Planning process.
Transformational Assessment: A Simplified Model of Strategic Planning

Science.gov (United States)

Bardwell, Rebecca

2008-01-01

Strategic planning is a way to evaluate a present situation and set a course for the future. While there is no dearth of literature on Strategic Planning, there appears to be reluctance on the part of K-12 educators to engage in strategic planning. Besides the cynicism about change, another roadblock to strategic planning is the time it takes.…
STRATEGIC MARKETING AND QUALITY OF LIFE

Directory of Open Access Journals (Sweden)

Ploesteanu Mara Gabriela

2012-12-01

Full Text Available Theme The strategic marketing phase is one of systematic and continuous analysis of market needs in which the concepts of high performance products or services are developed, further provide the qualitative difference to customer, and which target different categories of consumers, ensuring long-term competitive advantages while increasing their personal welfare and the one society in general. Objectives of the Research The main purpose of our article is to make a documentary study of strategic marketing and quality of life concepts, wanting to emphasize the link between the two, the evolution stages of the concept quality of life and their integration into the concept of quality of life marketing. Research Methodology In order to achieve that goal, a documentary study was conducted, that took into account the conceptualization of the term quality of life marketing. Results The link between quality of life and marketing is even more obviously given by the new paradigm of it - relationship marketing. This focuses on building long term relationships with clients, based on their level of satisfaction felt in relation to companyâ€™s products and services. Starting from this philosophy of relationship marketing, we can say that marketers are inclined towards a subjective definition of quality of life, depending on individual needs and their level of satisfaction Implications The term of quality of life has been introduced in the marketing literature in the last decade and is defined as a marketing practice designed to improve the welfare of clients while maintaining the welfare of other stakeholders of the company. This concept comes as a sequel of the concerns of the relational marketing specialists to provide a high quality offer to customers and add value to all other stakeholders interested in the smooth running of the company (suppliers, distributors, shareholders, employees, general public and various public bodies interacting with the
The Ethics of Strategic Ambiguity.

Science.gov (United States)

Paul, Jim; Strbiak, Christy A.

1997-01-01

Examines the concept of strategic ambiguity in communication, and addresses the ethics of strategic ambiguity from an intrapersonal perspective that considers the congruity of communicators' espoused-ethics, ethics-in-use, and behavior, where ethical judgements are based on the congruity between espoused-ethics and actual behavior. Poses questions…
Foreign Strategic Investment and China’s Financial Security

Institute of Scientific and Technical Information of China (English)

朱盈盈; 曾勇; 李平; 何佳

2008-01-01

We analyze the background, status quo and characteristics of introducing foreign strategic investors into Chinese banks, and summarize various arguments on this issue. Our conclusions are as follows: introducing foreign strategic investors into Chinese banks is a necessary step in the reform and opening of China’s banking sector, and is encouraged by the regulatory authorities; introducing foreign strategic investors into Chinese banks has presented some unique features; from the perspective of control of financial resources, under the current institutional and legal regimes, introducing foreign strategic investors will not threaten China’s financial security; there is no convincing evidence that Chinese banks have been sold short with the introduction of foreign strategic investors; the results of strategic investment remain to be seen.
From institutional merger integration to institutional strategic transformation: A case study of the strategic management paradigm at Shanghai Library

Institute of Scientific and Technical Information of China (English)

CHEN Chao

2010-01-01

This article attempts to apply the strategic management theory to the subsequent shaping up of a readjusted strategic development policy for Shanghai Library after its merger with the Institute of Scientific and Technological Information of Shanghai (ISTIS) in 1995.It also tries to analyze and explicate such an empirical implementation of institutional reintegration process through strategic management at Shanghai Metropolitan Library.By doing so,it aims to present an objective case study of activities based on the strategic management paradigm at a major Chinese metropolitan public library.
From institutional merger integration to institutional strategic transformation:A case study of the strategic management paradigm at Shanghai Library

Institute of Scientific and Technical Information of China (English)

CHEN; Chao

2010-01-01

This article attempts to apply the strategic management theory to the subsequent shaping up of a readjusted strategic development policy for Shanghai Library after its merger with the Institute of Scientific and Technological Information of Shanghai(ISTIS)in 1995.It also tries to analyze and explicate such an empirical implementation of institutional reintegration process through strategic management at Shanghai Metropolitan Library.By doing so,it aims to present an objective case study of activities based on the strategic management paradigm at a major Chinese metropolitan public library.

Strategic Supply

National Research Council Canada - National Science Library

Alexander, Kelly; Cole, Heather; Cural, Ahmet; Daugherty, Darryl; Howard, Russell; Keane, Thomas; Louie, K. Y; McNeely, Rosa; Mordente, Patrick; Petrillo, Robert

2006-01-01

...; but rather, as an enabler across all industries. Therefore, this industry study looked at Strategic Supply as an integrated process performed by industries to obtain comparative and competitive advantage in the global marketplace...
A Strategic Plan Is Just the Beginning

Science.gov (United States)

Wilson, E. B.

2009-01-01

The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds.…
What is strategic management?

Science.gov (United States)

Jasper, Melanie; Crossan, Frank

2012-10-01

To discuss the theoretical concept of strategic management and explore its relevance for healthcare organisations and nursing management. Despite being a relatively new approach, the growth of strategic management within organisations has been consistently and increasingly promoted. However, comprehensive definitions are scarce and commonalities of interpretation are limited. This paper presents an exploratory discussion of the construct of strategic management, drawing on the literature and questioning its relevance within health-care organisations. Literature relating to strategic management across a number of fields was accessed, drawing primarily on meta-studies within management literature, to identify key concepts and attempt to present a consistent definition. The concept within health care is explored in relation to nursing management. Inconsistency in definitions and utilisation of key concepts within this management approach results in the term being loosely applied in health-care organisations without recourse to foundational principles and a deep understanding of the approach as a theory as opposed to an applied term. Nurse managers are increasingly asked to adopt the 'next-best-thing' in managerial theories, yet caution needs to be taken in nurses agreeing to use systems that lack an evidence base in terms of both efficacy and relevance of context. © 2012 Blackwell Publishing Ltd.
General Kenney as a Strategic Leader

National Research Council Canada - National Science Library

Manuel, Kent

1996-01-01

.... The paper analyzes General Kenney's strategic leadership style, framed within the six strategic leadership tasks defined in the Army's draft FM 22-1-3. These tasks are: provide vision; shape culture...
Strategic Leadership in the Transformation Age

National Research Council Canada - National Science Library

Kidd, William

2002-01-01

... retained. This paper describes how The Army is addressing the ATLDP identified disconnects in five strategic baseline skills and offers six more skill sets developed by the Strategic Leader Task Force...
IMPORTANCE OF STRATEGIC ALLIANCES IN COMPANY’S ACTIVITY

Directory of Open Access Journals (Sweden)

Elena BARANOV

2013-01-01

Full Text Available Strategic alliance is an agreement between two or more organizations to cooperate in a specific business activity, so that each benefits from the strengths of the other, and gains competitive advantage. The formation of strategic alliances has been seen as a response to globalization and increasing uncertainty and complexity in the business environment. Strategic alliances involve the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such as relationships with suppliers and the development of new products and technologies. A strategic alliance is sometimes equated with a joint venture, but an alliance may involve competitors, and generally has a shorter life span. Strategic partnership is a closely related concept. This article analyzes definition of strategic alliance, its benefits, types, process of formation, and provides a few cases studies of strategic alliances. This paper tries to synthesize the scope and role of marketing functions in the determination of effectiveness of strategic alliances. Several propositions from a marketing viewpoint concerning the analysis of alliance process are formulated. On the basis of the propositions, a framework is developed for future research.
STRATEGIC PRIORITIES FOR THE INTERNAL MIGRATION PROCESSES REGULATION IN UKRAINE

Directory of Open Access Journals (Sweden)

Olga Balueva

2018-01-01

Full Text Available As the result of the annexation of the Crimea and Donbass military conflict, there was an emergence of forced migration. It ought to be emphasized that today issues related to addressing problems of internally displaced persons (IDPs, are relevant and require an integrated approach. The increase in the number of IDPs in the country raises the issue of identifying the strategic priorities of the state policy. The purpose of this research is to formulate strategic priorities of the state policy of support for IDPs’. The subject of the study is theoretical and methodological principles of the state policy to support IDPs. The research methodology includes a set of scientific research methods that provide identifying the strategic priorities of the state policy for IDPs’ support, developing effective mechanisms for these priorities achievement, and conceptual vision of solving IDPs’ problems. In the course of investigations, the following methods are used: analysis while studying the main problems of internally displaced persons; logical synthesis and synthesis while drawing conclusions. Results. Scientific novelty of the article. In the article, the conceptual foundations of the IDPs support have been formed, an attention has been focused on the feasibility of using a strategic approach, which involves the formation and implementation of a set of strategically oriented measures aimed at solving the most acute issues and matters related to internal forced migration, directing the IDPs potential and internally displaced businesses to strengthen local communities and social and economic development of the resettlement territories. The main stages and conceptual foundations for the Strategy formation on the IDPs support have been proposed. The strategy is based on an integrated approach to addressing IDPs and internally displaced businesses, taking into account the interests of host communities. Practical implications. The result of the Strategy
Evaluation of stabilization techniques for ion implant processing

Science.gov (United States)

Ross, Matthew F.; Wong, Selmer S.; Minter, Jason P.; Marlowe, Trey; Narcy, Mark E.; Livesay, William R.

1999-06-01

With the integration of high current ion implant processing into volume CMOS manufacturing, the need for photoresist stabilization to achieve a stable ion implant process is critical. This study compares electron beam stabilization, a non-thermal process, with more traditional thermal stabilization techniques such as hot plate baking and vacuum oven processing. The electron beam processing is carried out in a flood exposure system with no active heating of the wafer. These stabilization techniques are applied to typical ion implant processes that might be found in a CMOS production process flow. The stabilization processes are applied to a 1.1 micrometers thick PFI-38A i-line photoresist film prior to ion implant processing. Post stabilization CD variation is detailed with respect to wall slope and feature integrity. SEM photographs detail the effects of the stabilization technique on photoresist features. The thermal stability of the photoresist is shown for different levels of stabilization and post stabilization thermal cycling. Thermal flow stability of the photoresist is detailed via SEM photographs. A significant improvement in thermal stability is achieved with the electron beam process, such that photoresist features are stable to temperatures in excess of 200 degrees C. Ion implant processing parameters are evaluated and compared for the different stabilization methods. Ion implant system end-station chamber pressure is detailed as a function of ion implant process and stabilization condition. The ion implant process conditions are detailed for varying factors such as ion current, energy, and total dose. A reduction in the ion implant systems end-station chamber pressure is achieved with the electron beam stabilization process over the other techniques considered. This reduction in end-station chamber pressure is shown to provide a reduction in total process time for a given ion implant dose. Improvements in the ion implant process are detailed across
Framework of Strategic Learning: The PDCA Cycle

Directory of Open Access Journals (Sweden)

Michał Pietrzak

2015-06-01

Full Text Available Nowadays, strategic planning has to be permanent process and organizational learning should support it. Researchers in theories of organizational learning attempt to understand processes, which lead to changes in organizational knowledge, as well as the effects of learning on organizational performance. In traditional approach, the strategy is viewed as one shot event. However, in contemporary turbulent environment this could not be still valid. There is a need of elastic strategic management, which employs organizational learning process. The crucial element of such process is information acquisition, which allows refining the initial version of strategic plan. In this article authors discuss the PDCA cycle as a framework of strategic learning process, including both single-loop and double loop learning. Authors proposed the ideas for further research in area of organizational learning and strategic management.
Achieving demand side management through eco-industrial networks

International Nuclear Information System (INIS)

Knight, N.

2002-01-01

This Power Point presentation describes the progress made by the Greater Vancouver Regional District (GVRD) in achieving sustainable development. The GVRD provides regional level infrastructure for drinking water, liquid waste treatment and solid waste management. Member municipalities provide the complementary services to businesses and residents of the communities. Particular emphasis has been given to protecting the green zone, building complete communities, achieving a compact Metropolitain region, and increasing transportation choices. The GVRD has also adopted a Livable Region Strategic Plan (LRSP) which encompasses economic, social and environmental issues. All member municipalities of the GVRD have prepared statements that indicate how their local policies will help achieve the LRSP goals. This presentation also includes a review of the region's air quality in order to emphasize the link between air quality and the pattern of urban development and transportation choices. The GVRD air quality management is unique in Canada. tabs., figs
Strategic Planning and Online Learning

Science.gov (United States)

McLaughlin-Graham, Karen; Berge, Zane L.

2005-01-01

Strategic planning is a critical part of sustaining distance education. Through such planning, the organization can solve business problems that involve training and education in an effective and often cost savings manner compared to in-person training efforts. This paper examines the strategic planning process as it relates to sustaining distance…
Evaluation of an academic service partnership using a strategic alliance framework.

Science.gov (United States)

Murray, Teri A; James, Dorothy C

2012-01-01

Strategic alliances involve the sharing of resources to achieve mutually relevant benefits and they are flexible ways to access resources outside of one's own institution. The recent landmark report from the Institute of Medicine, The Future of Nursing: Leading Change, Advancing Health, called for academic and health care organizations to strategically align around the future registered nurse workforce to improve the quality and safety of patient care. The dedicated education unit (DEU) is one practical way for 2 entities to align so that students can learn to administer safe, quality care. Because DEUs have great potential, it is critical to evaluate the alignment between the academic and service partner for appropriate fit, mutual benefit, and long-term success. In this article, we analyze the effectiveness of the Saint Louis University School of Nursing (SLUSON) and Mercy Hospital, St. Louis (MHSL) DEU project, an alliance between a medical center and school of nursing, using the Single Alliance Key Success Model. Copyright © 2012 Elsevier Inc. All rights reserved.
Strategic Analysis for the MER Cape Verde Approach

Science.gov (United States)

Gaines, Daniel; Belluta, Paolo; Herman, Jennifer; Hwang, Pauline; Mukai, Ryan; Porter, Dan; Jones, Byron; Wood, Eric; Grotzinger, John; Edgar, Lauren;

2009-01-01

The Mars Exploration Rover Opportunity has recently completed a two year campaign studying Victoria Crater. The campaign culminated in a close approach of Cape Verde in order to acquire high resolution imagery of the exposed stratigraphy in the cliff face. The close approach to Cape Verde provided significant challenges for every subsystem of the rover as the rover needed to traverse difficult, uncharacterised terrain and approach a cliff face with the potential of blocking out solar energy and communications with Earth. In this paper we describe the strategic analyses performed by the science and engineering teams so that we could successfully achieve the science objectives while keeping the rover safe.

A National Strategic Narrative

Science.gov (United States)

2011-01-01

strategic ecosystem . In other words, the U.S. should stop trying to dominate and direct global events. The best we can do is to build our capital so...prosperity and security – within a “strategic ecosystem ,” at home and abroad; that in complexity and uncertainty, there are opportunities and hope, as well...law; sovereignty without tyranny, with assured freedom of expression; and an environment for entrepreneurial freedom and global prosperity, with access
Strategic Mapping of economic intelligence in the public sector of El Salvador

OpenAIRE

Mónica María Cerritos Ascencio

2016-01-01

This study aims to focus on the implementation and development of economic intelligence as a tool for strategic decision making at the governmental level. Likewise, it is also expected that the identification of key players in economic intelligence will allow to create areas of complementarity and coordination to achieve common goals. The document contains a brief summary of economic intelligence today, a theoretical approach to implementation – as economic intelligence should be implemented ...
Allowable pillar to diameter ratio for strategic petroleum reserve caverns.

Energy Technology Data Exchange (ETDEWEB)

Ehgartner, Brian L.; Park, Byoung Yoon

2011-05-01

This report compiles 3-D finite element analyses performed to evaluate the stability of Strategic Petroleum Reserve (SPR) caverns over multiple leach cycles. When oil is withdrawn from a cavern in salt using freshwater, the cavern enlarges. As a result, the pillar separating caverns in the SPR fields is reduced over time due to usage of the reserve. The enlarged cavern diameters and smaller pillars reduce underground stability. Advances in geomechanics modeling enable the allowable pillar to diameter ratio (P/D) to be defined. Prior to such modeling capabilities, the allowable P/D was established as 1.78 based on some very limited experience in other cavern fields. While appropriate for 1980, the ratio conservatively limits the allowable number of oil drawdowns and hence limits the overall utility and life of the SPR cavern field. Analyses from all four cavern fields are evaluated along with operating experience gained over the past 30 years to define a new P/D for the reserve. A new ratio of 1.0 is recommended. This ratio is applicable only to existing SPR caverns.
12 CFR 563e.27 - Strategic plan.

Science.gov (United States)

2010-01-01

... 12 Banks and Banking 5 2010-01-01 2010-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...
Strategic personnel management in an educational institution

OpenAIRE

KOROTKOVA M.V.; RYBKINA M.V.; NIKITINA S.O.; SCHERNYKH A.V.

2016-01-01

The article analyzes the strategic human resource management in an educational institution. Analyzes the basic normative-legal documents regulating educational activities, including the part of management. Particular importance is given to the types of educational institutions (budgetary, state, and autonomous). The stages of strategic management of staff in educational institutions and development model of strategic management personnel are shown.
Preemption in U.S. Strategic Culture

National Research Council Canada - National Science Library

Marca, Daniela

2004-01-01

.... foreign and strategic policy. In essence, this thesis concludes that the Bush doctrine of preemption is inconsistent with the American strategic culture and view of the use of force displayed throughout the American foreign...
A portfolio management system in the strategic management process

Directory of Open Access Journals (Sweden)

Qifan Huang

2017-02-01

Full Text Available Strategic management is the process of “what we are” which decides and implements “what we intend to be and how we are going to get there.” Strategy describes how an organization intends to compete with the resource available in the existing and perceived future environment. “Project management” is ancient, but also emerging. The wise human ancestors left numerous miracles with us, project management is a branch of the discipline of management, including the pyramids, statues of Zeus, Lighthouse of Alexandria, etc., which are brilliant pages in the history of project management. A project is a plan to solve the problem and effectively complete the established goal of the projects, so you have to go on strategic management for the project. Policy management is the means to achieve its objectives, including planning, implementation and control process. Strategic management is to gather staffs with different functions and form the project team. Due to its properties with a variety of different functions, more flexible management of property strategy in accordance with its special functions should be made in response to the changing internal and external environment. Management of functions is the role and performance management. It is not crime and punishment, but sparse and guide. Instead of the occurrence and discovery of issues, the difficulty is finding the solutions to problems by observations and recommendations. The management functions need to recognize their own responsibilities, and help the company to have a more long-term development of rational thinking.

VISION AND STRATEGIC THINKING IN THE ROMANIAN FAST GROWING FIRMS MANAGEMENT

Directory of Open Access Journals (Sweden)

Nicolae BIBU

2016-07-01

Full Text Available The purpose of this paper is to present preliminary specific issues concerning the vision and the strategic thinking of the managers of Romanian fast growing firms in the years of rapid growth. This paper clarifies two research questions. (1 The first research question is what is the message of the manager's vision of the Romanian fast growing firms? Therefore, we must first verify if the managers of the Romanian fast growing firms have a concrete vision about the business they run and if so, what is the vision of the managers about the companies that they lead? (2 The second research question is what findings can be drawn about the role of strategic thinking of the managers in the management of the Romanian fast growing firms? The research that we have conducted is a qualitative research. The research method that we used is the interview. The interview is specific to qualitative research. Regarding the method of analysis that we used it is the content analysis. The research was conducted on a total of 17 Romanian fast growing firms that are located in Timiș County. The firms were identified based on a specific selection criteria set after a thorough review of the literature in the field. The 17 companies that we have analysed represent the foundation of 17 in-depth case studies, which we believe helped us to better understand what it means in the Romanian context to grow fast, through the entrepreneurs managers vision and strategic thinking. The results presented in this paper come to strengthen the results reached by other researchers in this field. The results present an image of the current Romanian context – about the role of strategic thinking of the entrepreneur manager in the management of Romanian fast growing firms. The paper presents a detailed analysis of managers' vision of the Romanian fast growing firms. The paper also presents findings about the role of strategic thinking in helping managers achieve rapid growth in the
IMPROVING THE STRATEGIC PLANNING OF THE DEFENSE-INDUSTRIAL COMPLEX CORPORATIONS OF RUSSIA

Directory of Open Access Journals (Sweden)

Katrina B. Dobrova

2016-01-01

Full Text Available In this paper, we develop proposals to improve the strategic planning of Russian corporations of the defense-industrial complex. The relevance of the study due to the fact that the methodology for the adaptation of the strategic management of the military-industrial enterprises with substantial scientifi c and technical potential, should take into account a number of features, such as the identifi cation of the features of competition in the future; understanding of the prospects and development opportunities in the medium and long term; assessment of resource potential; impact assessment and risk in the implementation of promising strategies. In the more precise understanding of the strategy as a pattern of behavior aimed at achieving these goals, a set of rules for search and opportunities; strategic plan is seen as a series of specifi c steps and actions that are integrated in space and time, which lead to the transformation of the current position to the desired. We consider the practice of corporate transformation strategies of the world defense industry using a system method. To improve the strategic planning of Russian defense industry corporations it is recommended to apply the strategy of adapting the defense industry companies and their diversifi cation with the civilian sectors. The key vectors of the development strategy of the defense-industrial complex of Russian corporations are defi ned: providing an acceptable investment climate in the sphere of military-technical cooperation; neutralization of threats by the activities of DIC TNCs; creation of their own TNK defense industry and others.
Strategic games and truly playable effectivity functions

DEFF Research Database (Denmark)

Goranko, Valentin; Jamroga, Wojciech; Turrini, Paolo

2013-01-01

A well-known result in the logical analysis of cooperative games states that the so-called playable effectivity functions exactly correspond to strategic games. More precisely, this result states that for every playable effectivity function E there exists a strategic game that assigns to coalitions...... of players exactly the same power as E, and every strategic game generates a playable effectivity function. While the latter direction of the correspondence is correct, we show that the former does not hold for a number of infinite state games. We point out where the original proof of correspondence goes...... wrong, and we present examples of playable effectivity functions for which no equivalent strategic game exists. Then, we characterize the class of truly playable effectivity functions, that do correspond to strategic games. Moreover, we discuss a construction that transforms any playable effectivity...
Corporate Governance and Strategic Management Accounting Disclosure

Directory of Open Access Journals (Sweden)

Setianingtyas Honggowati

2017-06-01

Full Text Available The aim of this study is to examine the corporate governance influence on strategic management accounting disclosure. The strategic management accounting disclosure in this study was measured by the disclosure level regarding strategic management accounting published in the company's annual report according to the index (made by the author. The corporate governance is proxied by board size, independent board, and managerial ownership. The data of this study are 497 manufacturing companies in Indonesia in the period of 2011-2015 and the method employed in this study is regression analysis method. The findings show that board size has significant positive influence on the disclosure level of strategic management accounting of manufacturing companies in Indonesia, and the proportion of independent board does not influence SMA disclosure, while managerial ownership has negative influence the disclosure level of strategic management accounting.
STRATEGIC MANAGEMENT OBJECT AS AN OBJECT OF SCIENTIFIC RESEARCH

Directory of Open Access Journals (Sweden)

Mykola Bondar

2015-11-01

Full Text Available The purpose of research is to highlight the main areas of the system of strategic management accounting, improvement of the principles on which it operates. Subject of research is theoretical and practical aspects of functioning and development of strategic management accounting. Subject area is focused on strategic management information support towards the implementation of the principle of balancing of activity of the entities. Objectives of the research is to determine the place and role of strategic management accounting in the creation of information infrastructure management in the current economic conditions; disclosure of decomposition problems and improvement of the functioning of the system of strategic management accounting, prioritization of development. Hypothesis of the research is based on the assumption that the effectiveness of entities management adapted to the needs of the market environment of complete, accurate and timely information, which is formed in properly organized system of strategic management accounting. Methodology is based on analysis of data of respondents from 125 industrial entities of Kharkiv region. Data was collected through direct surveys and in the preparation of Kharkiv Oblast Development Strategy for the period until 2020. Respondents were asked a number of questions that determine: results of the system of information support of strategic management in enterprises employing respondents; direction of the system of strategic management accounting in enterprises employing respondents. By means of expert assessments was evaluated important source of information for making strategic management decisions. General system of research methodology is based on a systematic approach. Conclusion. During the research was confirmed the role and importance of strategic management accounting information for the purpose of strategic management. According to the results outlined challenges facing the leaders of
Strategic pilot for operator support system in nuclear power plant - design considerations

International Nuclear Information System (INIS)

Bucur, I.; Tatar, F.

1999-01-01

In order to improve the plant operational safety the development of an Operator Support System (OSS) is required. This system is intended to process data from nuclear systems and to provide adequate outputs to the plant operation staff. Before implementing this system, a strategic pilot should be produced as a demonstration of the technology. The strategic pilot could be considered as a means of building both skills and credibility in development and implementation of OSS. In any organization this project should be under plant management control with operation group involvement. This paper describes the managerial tasks that should be carried out to define, build and implement such a module. The main objectives, the functional requirements and the benefits of pilot implementation are revealed. Furthermore, the problem relating to the background at CNE-PROD Cernavoda is analyzed and the present achievements are pointed out. (authors)
Strategic Planning Is an Oxymoron

Science.gov (United States)

Bassett, Patrick F.

2012-01-01

The thinking on "strategic thinking" has evolved significantly over the years. In the previous century, the independent school strategy was to focus on long-range planning, blithely projecting 10 years into the future. For decades this worked well enough, but in the late 20th century, independent schools shifted to "strategic planning," with its…
Processes of Strategic Renewal,

OpenAIRE

Harald Aadne, John; Mahnke, Volker

2010-01-01

We discuss strategic renewal from a competence perspective. We argue that the management of speed and timing in this process is viewed distinctively when perceived through a cognitive lens. Managers need more firmly grounded process-understanding. The key idea of this paper is to dynamically conceptualize key activities of strategic renewal, and possible sources of break-down as they relate to the managment of speed and timing. Based on a case from the media industry, we identi...
Strategic planning for remediation projects

International Nuclear Information System (INIS)

Tapp, J.W.

1995-01-01

Remediation projects may range from a single leaking storage tank to an entire plant complex or producing oil and gas field. Strategic planning comes into play when the contamination of soil and groundwater is extensive. If adjacent landowners have been impacted or the community at large is concerned about the quality of drinking water, then strategic planning is even more important. (1) To manage highly complex interrelated issues--for example, the efforts expended on community relations can alter public opinion, which can impact regulatory agency decisions that affect cleanup standards, which can...and so on. (2) To ensure that all potential liabilities are managed--for example, preparation for the defense of future lawsuits is essential during site investigation and remediation. (3) To communicate with senior management--when the remediation team provides a strategic plan that includes both technical and business issues, senior management has the opportunity to become more involved and make sound policy decisions. The following discusses the elements of a strategic plan, who should participate in it, and the issues that should be considered
Strategic Purchasing in Practice: Comparing Ten European Countries.

Science.gov (United States)

Klasa, Katarzyna; Greer, Scott L; van Ginneken, Ewout

2018-02-05

Strategic purchasing of health care services is widely recommended as a policy instrument. We conducted a review of literature of material drawn from the European Observatory on Health Systems and Policies Health Systems in Transition series, other European Observatory databases, and selected country-specific literature to augment the comparative analysis by providing the most recent healthcare trends in ten selected countries. There is little evidence of purchasing being strategic according to any of the established definitions. There is little or no literature suggesting that existing purchasing mechanisms in Europe deliver improved population health, citizen empowerment, stronger governance and stewardship, or develop purchaser organization and capacity. Strategic purchasing has not generally been implemented. Policymakers considering adopting strategic purchasing policies should be aware of this systemic implementation problem. Policymakers in systems with strategic purchasing built into policy should not assume that a purchasing system is strategic or that it is delivering any expected objectives. However, there are individual components of strategic purchasing that are worth pursuing and can provide benefits to health systems. Copyright © 2018. Published by Elsevier B.V.
Tourism and Strategic Planning

DEFF Research Database (Denmark)

Pasgaard, Jens Christian

2012-01-01

the potential of ‘the extraordinary’ tourism-dominated space. As highlighted in the introduction, this report does not present any systematic analysis of strategic planning processes; neither does it provide any unequivocal conclusions. Rather, the report presents a collection of so-called ‘detours......The main purpose of this report is to explore and unfold the complexity of the tourism phenomenon in order to qualify the general discussion of tourism-related planning challenges. Throughout the report I aim to demonstrate the strategic potential of tourism in a wider sense and more specifically......’ – a collection of theoretical discussions and case studies with the aim to inspire future strategic planning. Due to the complexity and heterogeneity of the phenomenon I use a non-linear and non-chronological report format with the ambition to create a new type of overview. In this regard the report is intended...
An Exploration of Strategic Planning Perspectives and Processes within Community Colleges Identified as Being Distinctive in Their Strategic Planning Practices

Science.gov (United States)

Augustyniak, Lisa J.

2015-01-01

Community college leaders face unprecedented change, and some have begun reexamining their institutional strategic planning processes. Yet, studies in higher education strategic planning spend little time examining how community colleges formulate their strategic plans. This mixed-method qualitative study used an expert sampling method to identify…
Strategic Themes in the Haulier Business

DEFF Research Database (Denmark)

Borgström, Benedikte; Gammelgaard, Britta; Wieland, Andreas

2017-01-01

Purpose: This article provides a comprehensive review of the strategic management of transport and logistics services and to identify promising avenues for future research in the field. Design/methodology/approach: A systematic literature review is conducted based on articles published between 2011......: In highly ranked transport journals, only two per cent of the published articles concern haulier strategizing, thus, knowledge development concerning the socio-economic and managerial problems of practitioners and policy makers is delimited. Original/value: The study contributes to a strategic perspective...
Conditional Cooperation : Disentangling Strategic from Non-Strategic Motivations

NARCIS (Netherlands)

Reuben, E.; Suetens, S.

2008-01-01

We use a novel experimental design to examine the role of reputational concerns in explaining conditional cooperation in social dilemmas. By using the strategy method in a repeated sequential prisoners’ dilemma in which the probabilistic end is known, we can distinguish between strategically and
Benchmarking 10 Major Canadian Universities at the Divisional Level: A Powerful Tool for Strategic Decision Making

Science.gov (United States)

Proulx, Roland

2010-01-01

A consortium of 10 Canadian research-intensive universities launched a data exchange program in 1999 to share information that could be used to identify and evaluate the best practices of each institution and to help each institution position itself strategically to achieve its mission. One part of the program was devoted to collecting…
Personal strategic planning

Directory of Open Access Journals (Sweden)

Rolando Juan Soliz Estrada

2011-01-01

Full Text Available Reconciling personal skills with the demands of a globalized and competitive market has become a pre-requisite for professionals aspiring for success in their careers. The quest for personal fulfillment has encouraged people to search for tools which develop their talents and balance their efforts, in order to achieve a better, happier and healthier life. As an option, planning, which historically was restricted to being an organizational tool, today has also come to be used by individuals who desire personal success. In this way, the objective of this article is to develop a model of Personal Strategic Planning which takes into account the various operation areas and human performance. The proposed model is divided into: Individual Planning, Professional Planning, Family Planning, Personal Business Planning and Political Participation, Social and Religious/Spiritual Planning and their respective fields. In order to analyse and validate the model, exploratory research of a qualitative nature was used through primary and secondary data sources. From the results obtained by the model, it is possible to consider their importance to future research, once the studied areas can be developed in subsequent works.
Priority Determination for Higher Education Strategic Planning Using Balanced Scorecard, FAHP and TOPSIS (Case study: XYZ University)

Science.gov (United States)

Yudatama, Uky; Sarno, Riyanarto

2016-01-01

The process of strategic planning is needed by a higher education in some cases, especially in preparing to face the challenges and competition. The results of strategic planning will help the higher education to provide a framework for achieving a competitive advantage as well as determine the direction of future policy in accordance with the desired objectives. In recent decades, the Balanced Scorecard has been applied in the field of information technology as a very popular tool and is used extensively, because it is a model that can explain between information technologies with "Business Objectives" in a comprehensive manner. This study uses 4 perspectives in the Balanced Scorecard and 7 standards in higher education quality assessment as sub-criteria. Fuzzy AHP and Fuzzy TOPSIS are used to determine the priority as making strategic policy recommendations in a higher education. The final result of this research shows the score of Customer Perspective 0.35365 is higher than other perspective, while the score in Research and Student Affairs gains significant score when compared with the others, namely 0.69753948 is also higher. This means that both of them get very serious attention as a strategic planning basis for policy making.
Pre-conceptual-schema-based patterns for deriving key performance indicators from strategic objectives

Directory of Open Access Journals (Sweden)

Carlos Mario Zapata Jaramillo

2017-05-01

Full Text Available Performance measurement is crucial for achieving business success. Moreover, such success is also related to the fulfillment of the organizational strategic objectives. Hence, an adequate determination of relevant performance indicators—or key performance indicators (KPIs—and their relationships to organizational objectives is needed. Even though several approaches for treating KPIs and objective-KPI relationships have been proposed, they exhibit some drawbacks associated with the lack of reusability and traceability. We attempt to fill this gap by proposing a set of patterns based on pre-conceptual schemas for supporting the systematic derivation of KPIs and their relationships to organizational objectives. In this way, the proposed patterns guarantee a reusable and traceable derivation process of a set of candidate KPIs from organizational strategic objectives. Lastly, we provide a lab study in order to illustrate the usefulness of this proposal.
Strategic choices for renewable energy investment: Conceptual framework and opportunities for further research

International Nuclear Information System (INIS)

Wüstenhagen, Rolf; Menichetti, Emanuela

2012-01-01

This paper introduces the special issue on Strategic Choices for Renewable Energy Investment, which is a collection of best papers presented at an international research conference held in St. Gallen (Switzerland) in February 2010. Substantial private investment is needed if public policy objectives to increase the share of renewable energy and prevent dangerous anthropogenic climate change are to be achieved. The aim of this paper, and the entire special issue, is to draw scholarly attention to the processes underlying strategic choices for renewable energy investment, and how they are influenced by energy policy. We disentangle the role of risk-return perceptions, portfolio effects and path dependence in explaining energy investment decisions, and suggest that the heterogeneous universe of investors requires a segmentation of policies. The paper outlines some of the rich opportunities for further research in this emerging area.
Strategic forces: Future requirements and options

Energy Technology Data Exchange (ETDEWEB)

Speed, R.D.

1990-11-01

In the wake of the collapse of the Warsaw Pact and the apparent ending of the Cold War, there have been renewed calls for radical cuts in US strategic forces to levels far below the 10,000 or so warheads allowed each side under the current START proposal. Since it now appears that NATO for the first time will have the capability to defeat a Soviet conventional attack without the necessity of threatening to resort to nuclear weapons, this should pave the way for the rethinking of US strategy and the reduction of US strategic weapons requirements. In this new environment, it seems plausible that, with a modification of the Flexible Response doctrine to forego attempts to disarm the Soviet Union, deterrence could be maintained with 1500 or so survivable strategic weapons. With a new strategy that confined US strategic weapons to the role of deterring the use of nuclear weapons by other countries, a survivable force of about 500 weapons would seem sufficient. With this premise, the implications for the US strategic force structure are examined for two cases: a treaty that allows each side 3000 warheads and one that allows each side 1000 warheads. In Part 1 of this paper, the weapons requirements for deterrence are examined in light of recent changes in the geopolitical environment. In Part 2, it is assumed that the President and Congress have decided that deep cuts in strategic forces are acceptable. 128 refs., 12 figs., 12 tabs. (JF)

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