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...

THE RESPONSE OF THE ENTREPRENEURSHIP TO THE CHANGING BUSINESS ENVIRONMENT: STRATEGIC ENTREPRENEURSHIP

OpenAIRE

GENÇ, Kurtuluş Yılmaz

2015-01-01

The basic aim of this study is to present relatively a new approach in management literature: strategic entrepreneurship (SE). In the study, the basic principles or knowledge of strategic entrepreneurship from the literature are presented and discussed. This study will create an opportunity to benefit from strategic entrepreneurship as a new perspective. Today, there is a rapid change in business life: this change re-quires new approaches to business. Strategic entrepreneurship is the respons...

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.

Stages of driving behavior change within the Transtheoretical Model (TM).

Science.gov (United States)

Kowalski, Kristina; Jeznach, Anna; Tuokko, Holly Anna

2014-09-01

Many older adults voluntarily restrict their driving or stop driving of their own accord. Driving behavior change may occur in stages, as predicted by the Transtheoretical Model of Behavior Change (TM). This study explored the process of older driver behavior change within the TM framework using interviews/focus groups with drivers and former drivers aged 71-94 years. Within those groups of drivers, driving behavior was divided into two classes: those who changed their driving with age and those who did not. Those who changed their driving as they aged included people gradually imposing restrictions ("gradual restrictors") and those making plans in anticipation of stopping driving ("preparers"). Participants who did not change their driving included those who employed lifelong driving restrictions ("consistent") and those who made no changes ("non-changers"). Preliminary support for TM within the driving context was found; however, further exploration of driving behavior change within this framework is warranted. It is important to continue to investigate the factors that might influence driving behavior in older adults. By promoting self-regulation in individuals, it may be possible to help older adults continue to drive, thereby improving older adult's mobility and quality of life. Copyright © 2014 National Safety Council and Elsevier Ltd. All rights reserved.

Oil Regime Change in Iraq. Possible Strategic Implications for OPEC

International Nuclear Information System (INIS)

Boon Von Ochssee, T.A.

2006-06-01

The potential strategic impact of regime change in Iraq and Iran on OPEC in the long-run is explored. In the first part of the paper short overviews are given of the present international oil market; of US oil import issues and energy policy; of the strategic position of the US in the Persian Gulf and of geopolitical developments in the Persian Gulf at large. Also, attention is paid to the OPEC and the role of a 'new' Iraq. In the second part the game of 'boxed pigs' is used to explore the possible strategic impact of regime change in Iraq and possible regime change in Iran on OPEC. This exploration takes place within four possible futures for the Gulf

Definition of the “economic security of strategic changes at an enterprise” notion

Directory of Open Access Journals (Sweden)

Otenko Iryna Pavlivna

2014-01-01

Full Text Available Availability of a multitude of approaches to management of economic security of an enterprise and systemisation of their provisions allow development of a conceptual framework by means of identification of the essence of the “enterprise economic security” notion in the context of development processes management. The article shows that essence and composition of the “economic security of strategic changes of an enterprise” notion should not only take into account the set of views and methods of understanding and their interpretation in various aspects, but also form the basic idea and tasks of ensuring economic security of strategic changes of an enterprise, which is reflected in results of its activity through prevention and assessment of threats and formation of the state of protection and qualitative changes. The presented provision that the economic security management system should be integrated into the processes of strategic changes of an enterprise allows forming methodical provision of management of economic security of strategic changes of an enterprise and instruments of management, directions of forming of which correspond with the enterprise strategic goals.

The Driving Forces for the Practice of Strategic Planning in SMEs: Evidence from Harare Metropolitan Province, Zimbabwe

OpenAIRE

Maxwell Sandada; Raynold Tinomudaishe Chikwama

2016-01-01

Despite Zimbabwe sharing with the rest of the world, the notion that SMEs are the impeccable engines to economic revival, growth and development, many of the nation`s SMEs are plagued with high failure rates. Previous studies carried out in most foreign countries suggested that the high failure rate of SMEs was attributable to lack of strategic planning among a host of other factors. Against this backdrop, the purpose of this study was to examine the driving forces for the practic...

Accelerating Strategic Change Through Action Learning

DEFF Research Database (Denmark)

Younger, Jon; Sørensen, René; Cleemann, Christine

2013-01-01

Purpose – The purpose of this paper is to describe how a leading global company used action-learning based leadership development to accelerate strategic culture change. Design/methodology/approach – It describes the need for change, and the methodology and approach by which the initiative, Impact......, generated significant benefits. Findings – The initiative led to financial benefit, as well as measurable gains in customer centricity, collaboration, and innovation. It was also a powerful experience for participants in their journey as commercial leaders. Originality/value – Impact was created using...

Cognitive problems, self-rated changes in driving skills, driving-related discomfort and self-regulation of driving in old drivers

DEFF Research Database (Denmark)

Meng, Annette; Siren, Anu Kristiina

2012-01-01

Ageing in general is associated with functional decline that may have an adverse effect on driving. Nevertheless, older drivers have been found to show good judgement and to self-regulate their driving, which may enable them to continue driving safely despite functional decline. The process...... of the self-monitoring of driving ability and the awareness of functional decline, and its association with the self-regulation of driving is, however, not fully understood. The aim of the present study was to examine the perceived changes in driving skills, the discomfort experienced in driving, and the self......-related discomfort is an important factor affecting the self-regulation of driving. Finally, the findings indicate that driving-related discomfort functions as an indirect self-monitoring of driving ability and may contribute to the safe driving performance of Danish older drivers....

Kent County Health Department: Using an Agency Strategic Plan to Drive Improvement.

Science.gov (United States)

Saari, Chelsey K

The Kent County Health Department (KCHD) was accredited by the Public Health Accreditation Board (PHAB) in September 2014. Although Michigan has had a state-level accreditation process for local health departments since the late 1990s, the PHAB accreditation process presented a unique opportunity for KCHD to build on successes achieved through state accreditation and enhance performance in all areas of KCHD programs, services, and operations. PHAB's standards, measures, and peer-review process provided a standardized and structured way to identify meaningful opportunities for improvement and to plan and implement strategies for enhanced performance and established a platform for being recognized nationally as a high-performing local health department. The current case report highlights the way in which KCHD has developed and implemented its strategic plan to guide efforts aimed at addressing gaps identified through the accreditation process and to drive overall improvement within our agency.

Processes and driving forces in changing cultural landscapes across Europe

DEFF Research Database (Denmark)

Bürgi, Matthias; Bieling, Claudia; Von Hackwitz, Kim

2017-01-01

Context: Cultural landscapes evolve over time. However, the rate and direction of change might not be in line with societal needs and more information on the forces driving these changes are therefore needed. Objectives: Filling the gap between single case studies and meta-analyses, we present...... perceived landscape changes, and remembered driving forces. Land cover and landscape changes were analysed regarding change, conversions and processes. For all case study areas, narratives on mapped land cover change, perceived landscape changes and driving forces were compiled. Results: Despite a very high...... diversity in extent, direction and rates of change, a few dominant processes and widespread factors driving the changes could be identified in the six case study areas, i.e. access and infrastructure, political shifts, labor market, technological innovations, and for the more recent period climate change...

Strategic reasoning and bargaining in catastrophic climate change games

Science.gov (United States)

Verendel, Vilhelm; Johansson, Daniel J. A.; Lindgren, Kristian

2016-03-01

Two decades of international negotiations show that agreeing on emission levels for climate change mitigation is a hard challenge. However, if early warning signals were to show an upcoming tipping point with catastrophic damage, theory and experiments suggest this could simplify collective action to reduce greenhouse gas emissions. At the actual threshold, no country would have a free-ride incentive to increase emissions over the tipping point, but it remains for countries to negotiate their emission levels to reach these agreements. We model agents bargaining for emission levels using strategic reasoning to predict emission bids by others and ask how this affects the possibility of reaching agreements that avoid catastrophic damage. It is known that policy elites often use a higher degree of strategic reasoning, and in our model this increases the risk for climate catastrophe. Moreover, some forms of higher strategic reasoning make agreements to reduce greenhouse gases unstable. We use empirically informed levels of strategic reasoning when simulating the model.

Strategic advertising plans to deter drunk driving

Science.gov (United States)

1996-12-01

Primary objective for this study was to identify and profile subpopulations at highest risk for drinking and driving, and persons who may be in a position to intervene in their drinking and driving behavior. A related objective was to explore media m...

Avoiding climate change uncertainties in Strategic Environmental Assessment

DEFF Research Database (Denmark)

Larsen, Sanne Vammen; Kørnøv, Lone; Driscoll, Patrick Arthur

2013-01-01

This article is concerned with how Strategic Environmental Assessment (SEA) practice handles climate change uncertainties within the Danish planning system. First, a hypothetical model is set up for how uncertainty is handled and not handled in decision-making. The model incorporates the 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.

Investigation of Strategic Changes Using Patent Co-Inventor Network Analysis: The Case of Samsung Electronics

Directory of Open Access Journals (Sweden)

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.

Individual differences in decision making: Drive and reward responsiveness affect strategic bargaining in economic games

Directory of Open Access Journals (Sweden)

Sanfey Alan G

2006-10-01

Full Text Available Abstract Background In the growing body of literature on economic decision making, the main focus has typically been on explaining aggregate behavior, with little interest in individual differences despite considerable between-subject variability in decision responses. In this study, we were interested in asking to what degree individual differences in fundamental psychological processes can mediate economic decision-making behavior. Methods Specifically, we studied a personality dimension that may influence economic decision-making, the Behavioral Activation System, (BAS which is composed of three components: Reward Responsiveness, Drive, and Fun Seeking. In order to assess economic decision making, we utilized two commonly-used tasks, the Ultimatum Game and Dictator Game. Individual differences in BAS were measured by completion of the BIS/BAS Scales, and correlations between the BAS scales and monetary offers made in the two tasks were computed. Results We found that higher scores on BAS Drive and on BAS Reward Responsiveness were associated with a pattern of higher offers on the Ultimatum Game, lower offers on the Dictator Game, and a correspondingly larger discrepancy between Ultimatum Game and Dictator Game offers. Conclusion These findings are consistent with an interpretation that high scores on Drive and Reward Responsiveness are associated with a strategy that first seeks to maximize the likelihood of reward, and then to maximize the amount of reward. More generally, these results suggest that there are additional factors other than empathy, fairness and selfishness that contribute to strategic decision-making.

Individual differences in decision making: Drive and Reward Responsiveness affect strategic bargaining in economic games.

Science.gov (United States)

Scheres, Anouk; Sanfey, Alan G

2006-10-18

In the growing body of literature on economic decision making, the main focus has typically been on explaining aggregate behavior, with little interest in individual differences despite considerable between-subject variability in decision responses. In this study, we were interested in asking to what degree individual differences in fundamental psychological processes can mediate economic decision-making behavior. Specifically, we studied a personality dimension that may influence economic decision-making, the Behavioral Activation System, (BAS) which is composed of three components: Reward Responsiveness, Drive, and Fun Seeking. In order to assess economic decision making, we utilized two commonly-used tasks, the Ultimatum Game and Dictator Game. Individual differences in BAS were measured by completion of the BIS/BAS Scales, and correlations between the BAS scales and monetary offers made in the two tasks were computed. We found that higher scores on BAS Drive and on BAS Reward Responsiveness were associated with a pattern of higher offers on the Ultimatum Game, lower offers on the Dictator Game, and a correspondingly larger discrepancy between Ultimatum Game and Dictator Game offers. These findings are consistent with an interpretation that high scores on Drive and Reward Responsiveness are associated with a strategy that first seeks to maximize the likelihood of reward, and then to maximize the amount of reward. More generally, these results suggest that there are additional factors other than empathy, fairness and selfishness that contribute to strategic decision-making.

Regulating technological change - The strategic reactions of utility companies towards subsidy policies in the German, Spanish and UK electricity markets

International Nuclear Information System (INIS)

Stenzel, Till; Frenzel, Alexander

2008-01-01

This paper focuses on how incumbent electric utilities strategically react to subsidy schemes supporting renewable energy technologies in the UK, Germany, and Spain. Firms coordinate the development of their technological capabilities and their political activities to shape their regulatory environment. Analysing the diffusion of wind power in these countries, we show that the different ways, in which firms coordinate their technological and political strategies, lead to very different market outcomes, both for the firms' market share and the size of the overall market. Although incumbents are usually seen as being resistant to change in energy systems, we show that Spanish utilities proactively drive the diffusion of wind power. We speculate about the relation between the ownership structure of the energy system and its inertia with respect to the integration of new technologies. We derive novel policy implications that explicitly take into account the strategic actions of incumbent firms shaping the technological and regulatory system

How Strategic Entrepreneurship and the Institutional Context Drive Economic Growth

DEFF Research Database (Denmark)

Bjørnskov, Christian; Foss, Nicolai Juul

2013-01-01

The economics of growth has shown that countries grow by better allocating whatever resources are at their disposal and by introducing productivity-enhancing innovations. Strategic entrepreneurship plays a key role in this process by searching for, combining, trying out, etc., new resource......, and the Fraser Institute's economic freedom data. Copyright © 2013 Strategic Management Society....

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.

How Does a Staggered Board Provision Affect Corporate Strategic Change?—Evidence from China’s Listed Companies

Directory of Open Access Journals (Sweden)

Kai Wang

2018-05-01

Full Text Available As China’s capital market has become more and more developed, listed companies have begun to establish some anti-takeover provisions to protect their controlling right. Existing studies have examined the consequences of the establishment of such provisions. However, few studies have explored how these provisions affect corporate strategic change. Based on agency theory and prospect theory, this paper proposes two channels through which one of the anti-takeover provisions, staggered board provision, impacts strategic change. Using the data of China’s listed companies which issue A-shares in Shenzhen and Shanghai stock exchanges from 2007 to 2014, these two channels are tested. We find that the existence of a staggered board provision negatively affects the extent of strategic change. In addition, if governance mechanisms restrict directors’ power, the relationship between staggered board provision and strategic change will be weakened, which supports the agency theory. If the listed company is faced with a more dynamic external environment, the relationship between staggered board provision and strategic change will be stronger, which supports the prospect theory. These results are robust after we use a different method to measure strategic change. Our conclusions not only enrich literature about strategic change and anti-takeover provisions, but also are helpful for improving corporate governance in China and other developing countries.

Top management team heterogeneity, strategic change and operational performance

NARCIS (Netherlands)

Naranjo Gil, D.; Hartmann, F.; Maas, V.S.

2008-01-01

This study examines the role of top management team (TMT) heterogeneity in facilitating strategic change. Based on the upper echelons literature, we argue that heterogeneous management teams are better able to handle the simultaneous and conflicting demands of refocusing the organization

Changes in self-reported driving intentions and attitudes while learning to drive in Great Britain.

Science.gov (United States)

Helman, S; Kinnear, N A D; McKenna, F P; Allsop, R E; Horswill, M S

2013-10-01

Novice drivers are overrepresented in traffic collisions, especially in their first year of solo driving. It is widely accepted that some driving behaviours (such as speeding and thrill-seeking) increase risk in this group. Increasingly research is suggesting that attitudes and behavioural intentions held in the pre-driver and learning stage are important in determining later driver behaviour in solo driving. In this study we examine changes in several self-reported attitudes and behavioural intentions across the learning stage in a sample of learner drivers in Great Britain. A sample of 204 learner drivers completed a self-report questionnaire near the beginning of their learning, and then again shortly after they passed their practical driving test. Results showed that self-reported intentions regarding speed choice, perceptions regarding skill level, and intentions regarding thrill-seeking (through driving) became less safe over this time period, while self-reported intentions regarding following distance and overtaking tendency became safer. The results are discussed with reference to models of driver behaviour that focus on task difficulty; it is suggested that the manner in which behind-the-wheel experience relates to the risk measures of interest may be the key determining factor in how these change over the course of learning to drive. Crown Copyright © 2013. Published by Elsevier Ltd. All rights reserved.

Changes in the Global Energy System: Implications for China's International Strategic Environment

Directory of Open Access Journals (Sweden)

Zhang Chi

2015-12-01

Full Text Available This article briefly discusses major reasons for the slump of international oil prices and provides a prediction for the future development of international oil prices, before analyzing the three factors leading to significant changes of the global energy system, namely the eastward shift of the world energy consumption centre, the emergence of the United States as a major oil producer and the dramatic waning of the Organization of Petroleum Exporting Countries’ (OPEC influence. These factors and developments are shaping a new order of the global energy strategic landscape and exerting profound influence on China’s international strategic environment. In the foreseeable future, these changes of the global energy system would bring China more uncertainties regarding the country’s oil imports from the Middle East, more strategic pressure from the United States, while promoting China’s leverage on the global energy system and international relations.

The Emerging Roles Of HR Professionals In Driving Organizational Change

OpenAIRE

Md. Mamin Ullah

2012-01-01

To remain competitive in this global business world, organizations often find it necessary to undertake major changes that affect their processes and people. Therefore, change management is seen as a permanent business function to improve efficiency and keep organizations adaptable to the competitive marketplace. Many organizations strategically use change to improve organizational effectiveness. But bringing about successful change in today’s competitive environment requires thoughtful plann...

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....

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

Leadership in the Reform of Malaysian Universities: Analysing the Strategic Role of the Malaysian Qualifications Agency

Science.gov (United States)

Bajunid, Ibrahim Ahmad

2011-01-01

This paper addresses the contemporary development and reform challenges in tertiary education in Malaysia in both national and global contexts. The critical role exercised by the Malaysian Qualifications Agency in driving strategic change in higher education cultures, both in public and private universities is described and analysed. The paper…

Age-related changes in strategic variations during arithmetic problem solving: The role of executive control.

Science.gov (United States)

Hinault, T; Lemaire, P

2016-01-01

In this review, we provide an overview of how age-related changes in executive control influence aging effects in arithmetic processing. More specifically, we consider the role of executive control in strategic variations with age during arithmetic problem solving. Previous studies found that age-related differences in arithmetic performance are associated with strategic variations. That is, when they accomplish arithmetic problem-solving tasks, older adults use fewer strategies than young adults, use strategies in different proportions, and select and execute strategies less efficiently. Here, we review recent evidence, suggesting that age-related changes in inhibition, cognitive flexibility, and working memory processes underlie age-related changes in strategic variations during arithmetic problem solving. We discuss both behavioral and neural mechanisms underlying age-related changes in these executive control processes. © 2016 Elsevier B.V. All rights reserved.

The Effect of Organizational Learning Patterns on Leading Strategic Change among Higher Education Institutions of Ethiopia

Science.gov (United States)

Olla, Woyita W.

2013-01-01

Innovations and reforms are crucial for both public and Christian higher education institutions in order to survive and thrive in an increasingly complex and turbulent today's environment. Although there is a plethora of literature on strategic change, the effect of organizational learning on leading strategic change has been barely investigated…

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.

Marketing Strategic Change in Expansionof Disneyland : Cases Study of Disneyland's Overseas Expansion in Shanghai

OpenAIRE

Zhu, Li; Xu, Dan

2010-01-01

Problem: The international theme park industry is growing but is also facing a series of bottleneck problems. Disneyland as one of the most famous theme parks, is trying to expand its kingdom to China. With the success and failure of the three previous oversea Disneyland, marketing strategic changes are becoming crucial and critical in the expansion of theme parks. Recognizing the elements that lead to strategic changes and generate proper strategies are preconditions of any successful expans...

LEADERSHIP AND MANAGEMENT OF STRATEGIC CHANGE

Directory of Open Access Journals (Sweden)

Yehia AL-DAAJA

2017-08-01

Full Text Available In Today’s turbulent business environment Anticipatory leadership is a need, the organizations that can be flexible in anticipation of inevitable change are expected to survive, and the key as they say today is in anticipating the future. This paper deals with the anticipatory of strategic change and it aims to outline the framework of leadership that needs to be employed in the changing scenario and provide an additional understanding of what modern leadership entails trends, skill set. Leaders are required to be aware, authentic, audacious, and adaptable and action oriented. These skills, also termed as literacies which should be in line with the trends in leadership where are all required of modern leaders, these trends of leadership and a developed set of skills discussed alongside with the illustrations of the ministry of health in Jordan as an example also will conclude a set of recommendations. Data sources were of secondary research and a desk research was used to illustrate most important points and findings of the topic.

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 nation’s forests and...

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.

Terrestrial transect study on driving mechanism of vegetation changes

Institute of Scientific and Technical Information of China (English)

2008-01-01

In terms of Chinese climate-vegetation model based on the classification of plant functional types, to- gether with climatic data from 1951 to 1980 and two future climatic scenarios (SRES-A2 and SRES-B2) in China from the highest and the lowest emission scenarios of greenhouse gases, the distribution patterns of vegetation types and their changes along the Northeast China Transect (NECT) and the North-South Transect of Eastern China (NSTEC) were simulated in order to understand the driving mechanisms of vegetation changes under climatic change. The results indicated that the vegetation distribution patterns would change significantly under future climate, and the major factors driving the vegetation changes were water and heat. However, the responses of various vegetation types to the changes in water and heat factors were obviously different. The vegetation changes were more sensi- tive to heat factors than to water factors. Thus, in the future climate warming will significantly affect vegetation distribution patterns.

Climate change mitigation and adaptation in strategic environmental assessment

International Nuclear Information System (INIS)

Wende, Wolfgang; Bond, Alan; Bobylev, Nikolai; Stratmann, Lars

2012-01-01

Countries are implementing CO 2 emission reduction targets in order to meet a globally agreed global warming limit of +2 °C. However, it was hypothesised that these national reduction targets are not translated to regional or state level planning, and are not considered through Strategic Environmental Assessment (SEA) in order to meet emission reduction obligations falling on the transport, energy, housing, agriculture, and forestry sectors. SEAs of land use plans in the German state of Saxony, and the English region of the East of England were examined for their consideration of climate change impacts based on a set of criteria drawn from the literature. It was found that SEAs in both cases failed to consider climate change impacts at scales larger than the boundary of the spatial plan, and that CO 2 reduction targets were not considered. This suggests a need for more clarity in the legal obligations for climate change consideration within the text of the SEA Directive, a requirement for monitoring of carbon emissions, a need for methodological guidance to devolve global climate change targets down to regional and local levels, and a need for guidance on properly implementing climate change protection in SEA. - Highlights: ► Strategic Environmental Assessments (SEA) of 12 land use plans from Germany and England have been examined. ► SEA failed to consider climate change impacts at scales larger than the boundary of the land use plans. ► SEA should be an important instrument for climate protection. ► Concrete steps for climate protection mainstreaming into SEA at the European Union and national levels have been suggested.

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 vectors of transformational shifts in the national tourism system of Ukraine

Directory of Open Access Journals (Sweden)

Alla OKHRIMENKO

2017-10-01

Full Text Available The article determines transformational factors, which influence a national tourism system (NTS of Ukraine and proposes strategical vectors of its development. Research of the NTS as an economic system is a pre-condition for formation of strategic vectors of development. Transformational driving forces principally change scales, components, and proportions between external and internal factors of development of the NTS. Correspondingly, the mentioned processes objectively encourage modernization of the national tourism system and application of innovative managerial methods. The following Strategical vectors of transformational shifts in the NTS were grounded: 1 Safety of tourists and investors; 2 The normative and legislative framework of the NTS development; 3 Development of infrastructure of the NTS component; 4 Human resources development; 5 A marketing policy of the NTS promotion; 6 Ecological and cultural policies. Their implementation will improve efficiency and competitiveness of the NTS and the national economy.

Avoiding climate change uncertainties in Strategic Environmental Assessment

Energy Technology Data Exchange (ETDEWEB)

Larsen, Sanne Vammen, E-mail: sannevl@plan.aau.dk [The Danish Centre for Environmental Assessment, Aalborg University-Copenhagen, A.C. Meyers Vænge 15, 2450 København SV (Denmark); Kørnøv, Lone, E-mail: lonek@plan.aau.dk [The Danish Centre for Environmental Assessment, Aalborg University, Skibbrogade 5, 1. Sal, 9000 Aalborg (Denmark); Driscoll, Patrick, E-mail: patrick@plan.aau.dk [The Danish Centre for Environmental Assessment, Aalborg University-Copenhagen, A.C. Meyers Vænge 15, 2450 København SV (Denmark)

2013-11-15

This article is concerned with how Strategic Environmental Assessment (SEA) practice handles climate change uncertainties within the Danish planning system. First, a hypothetical model is set up for how uncertainty is handled and not handled in decision-making. The model incorporates the strategies ‘reduction’ and ‘resilience’, ‘denying’, ‘ignoring’ and ‘postponing’. Second, 151 Danish SEAs are analysed with a focus on the extent to which climate change uncertainties are acknowledged and presented, and the empirical findings are discussed in relation to the model. The findings indicate that despite incentives to do so, climate change uncertainties were systematically avoided or downplayed in all but 5 of the 151 SEAs that were reviewed. Finally, two possible explanatory mechanisms are proposed to explain this: conflict avoidance and a need to quantify uncertainty.

Avoiding climate change uncertainties in Strategic Environmental Assessment

International Nuclear Information System (INIS)

Larsen, Sanne Vammen; Kørnøv, Lone; Driscoll, Patrick

2013-01-01

This article is concerned with how Strategic Environmental Assessment (SEA) practice handles climate change uncertainties within the Danish planning system. First, a hypothetical model is set up for how uncertainty is handled and not handled in decision-making. The model incorporates the strategies ‘reduction’ and ‘resilience’, ‘denying’, ‘ignoring’ and ‘postponing’. Second, 151 Danish SEAs are analysed with a focus on the extent to which climate change uncertainties are acknowledged and presented, and the empirical findings are discussed in relation to the model. The findings indicate that despite incentives to do so, climate change uncertainties were systematically avoided or downplayed in all but 5 of the 151 SEAs that were reviewed. Finally, two possible explanatory mechanisms are proposed to explain this: conflict avoidance and a need to quantify uncertainty

Changing Perspectives: Teaching and Learning Centres' Strategic Contributions to Academic Development in Australian Higher Education

Science.gov (United States)

Holt, Dale; Palmer, Stuart; Challis, Di

2011-01-01

This article reports on a study of Australian teaching and learning centres to identify factors that contribute to their effective strategic leadership. These centres remain in a state of flux, with seemingly endless reconfiguration. The drivers for such change appear to lie in decision makers' search for their centres to add more strategic value…

FARSYS : a knowledge-based system for managing strategic change

NARCIS (Netherlands)

Volberda, H W; Rutges, A

In theories of strategic management, organizational flexibility is considered as a strategic asset in situations in which anticipation is impossible and strategic surprise likely. In these situations, the use of traditional planning strategies will be increasingly supplemented and sometimes replaced

Performance feedback and middle managers’ divergent strategic behavior : The roles of social comparisons and organizational identification

NARCIS (Netherlands)

Tarakci, Murat; Ates, Nufer; Floyd, Steven W.; Ahn, Yoojung; Wooldridge, Bill

2018-01-01

Research Abstract: What drives middle managers to search for new strategic initiatives and champion them to top management? This behavior—labeled divergent strategic behaviorspawns emergent strategies and thereby provides one of the essential ingredients of strategic renewal. We conceptualize

The Influence of Leadership in The Conduct of the Implementation Process of Strategic Planning: A Case Study at the University Hospital of the University of St Catherine

Directory of Open Access Journals (Sweden)

Giselly Rizzatti

2012-09-01

Full Text Available Teaching hospitals are undergoing profound and fast changes, especially resulting from the implementation of new policies for health. To achieve their goals and remain competitive, these organizations have been forced to adopt more effective management tools, among which are the elaboration of a strategic plan. The goal of this study is to analyze the influence of leadership in driving the implementation process of strategic planning in a teaching hospital. The study was conducted in the university hospital Prof. Polydoro Ernani de São Thiago from Federal University of Santa Catarina - HU / UFSC, where a semi-structured interview was conducted with the coordinator of the Strategic Planning Team HU / UFSC. Authors Hersey et al (1986, Northouse (2004, Schein (1997 Senge (1999, among others, were grounded theoretically in the theme of leadership. The theory of strategic planning was primarily based on works by authors Ansoff (l991, Hrebiniak (2006 and Pereira (2010. With the research results, we can conclude the great influence that leadership plays in driving the implementation process of strategic planning.

Plasticity in the Human Speech Motor System Drives Changes in Speech Perception

Science.gov (United States)

Lametti, Daniel R.; Rochet-Capellan, Amélie; Neufeld, Emily; Shiller, Douglas M.

2014-01-01

Recent studies of human speech motor learning suggest that learning is accompanied by changes in auditory perception. But what drives the perceptual change? Is it a consequence of changes in the motor system? Or is it a result of sensory inflow during learning? Here, subjects participated in a speech motor-learning task involving adaptation to altered auditory feedback and they were subsequently tested for perceptual change. In two separate experiments, involving two different auditory perceptual continua, we show that changes in the speech motor system that accompany learning drive changes in auditory speech perception. Specifically, we obtained changes in speech perception when adaptation to altered auditory feedback led to speech production that fell into the phonetic range of the speech perceptual tests. However, a similar change in perception was not observed when the auditory feedback that subjects' received during learning fell into the phonetic range of the perceptual tests. This indicates that the central motor outflow associated with vocal sensorimotor adaptation drives changes to the perceptual classification of speech sounds. PMID:25080594

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 Plan for the U.S. Climate Change Science Program

Science.gov (United States)

2003-07-01

Program objectives. Source: Chris Sabine , NOAA-PMEL. Chapter 15. International Research and CooperationClimate Change Science Program Strategic Plan...Laboratory Mary C. Erickson National Oceanic and Atmospheric Administration Jaime Esper National Aeronautics and Space Administration 181 Robert Etkins...Sweeney, C., Poison, A., Metzl, N., Tilbrook, B., Bates, N.,Wanninkhof, R., Feely, R.A., Sabine , C., Olafsson, J., and Nojiri,Y., 2002: Global sea-air

Fluctuating attentional demand in a simulated driving assessment: the roles of age and driving complexity.

Science.gov (United States)

Stinchcombe, Arne; Gagnon, Sylvain; Zhang, J Jane; Montembeault, Patricia; Bedard, Michel

2011-12-01

The purpose of the study was to explore age differences in attentional demand in response to driving situations of varying complexity within the context of a simulated assessment protocol. It was hypothesized that as road complexity increased, an indicator of attentional demand (i.e., latency to respond to a secondary task) would increase and, independent of the road complexity, older adults would exhibit greater attentional demand in comparison with younger and middle-aged drivers. Drivers from 3 age categories (i.e., young, middle-aged, and older) completed an assessment protocol in a STISIM driving simulator (Systems Technology, Inc., Hawthorne, CA) during which participants responded to a series of strategically placed secondary tasks (i.e., peripheral detection tasks, PDTs). Situations where secondary tasks occurred were grouped according to whether they were straight-road, crossing-path, or lane-change events. Two global indices of driving safety as well as several cognitive measures external to the driving simulator were also collected. The results supported the hypothesis in that complex driving situations elicited greater attentional demand among drivers of all ages. Older adults showed greater attentional demand in comparison to young and middle-aged adults even after controlling for baseline response time. Older drivers also scored poorer on a global measure of driving safety. The findings are highly consistent with the literature on road complexity and attention that show that increased driving complexity is associated with poorer performance on tasks designed to concurrently assess attention, an effect that is more pronounced for older drivers. The results point to intrinsic and extrinsic factors that contribute to motor vehicle collisions (MVCs) among older drivers. The relevance of these findings is discussed in relation to interventions and future research aimed at improving road safety.

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

Changing conditions require a higher level of entrepreneurship by farmers: use of an interactive strategic management tool

NARCIS (Netherlands)

Beldman, A.C.G.; Lakner, D.; Smit, A.B.

2013-01-01

Changing conditions require a higher level of entrepreneurship by farmers. The method of interactive strategic management (ISM) has been developed to support farmers in developing strategic skills. The method is based on three principles: (1) emphasis is on the entrepreneur; (2) interaction with the

Strategic planning for organizational effectiveness during dynamic change.

Science.gov (United States)

Carlson, Susan L; Harris, Melodee; McLeskey, Nanci

2013-01-01

The leadership of a professional association is charged with developing a strategic plan to operationalize the organization's goals, tactics, and progress. Within the context of its values and goals, a strategic plan steers the organization toward its mission. While there are a variety of models and approaches used in strategic planning, the National Gerontological Nursing Association (NGNA) has historically used goal-based methodology. This method is congruent with the organization's leadership preferences, consistent with the mission-driven culture of the organization, and collaborative in its approach. In 2009 the NGNA Board of Directors initiated a plan for the organization's transformation to a more dynamic and member-driven association through a deliberate process. This article addresses the process used to arrive at the 2010–2011 NGNA strategic initiatives, including a discussion of pertinent data revealed in the 2011 needs assessment survey and NGNA's future initiatives focused on networking, communication, and membership benefits. This process is relevant for all organizations and groups seeking improvement in serving their constituents.

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...

Health care administrators' perspectives on the role of absorptive capacity for strategic change initiatives: a qualitative study.

Science.gov (United States)

Kash, Bita A; Spaulding, Aaron; Gamm, Larry; Johnson, Christopher E

2013-01-01

The dimensions of absorptive capacity (ACAP) are defined, and the importance of ACAP is established in the management literature, but the concept has not been applied to health care organizations attempting to implement multiple strategic initiatives. The aim of this study was to test the utility of ACAP by analyzing health care administrators' experiences with multiple strategic initiatives within two health systems. Results are drawn from administrators' assessments of multiple initiatives within two health systems using in-depth personal interviews with a total of 61 health care administrators. Data analysis was performed following deductive qualitative analysis guidelines. Interview transcripts were coded based on the four dimensions of ACAP: acquiring, assimilating, internalizing/transforming, and exploiting knowledge. Furthermore, we link results related to utilization of management resources, including number of key personnel involved and time consumption, to dimensions of ACAP. Participants' description of multiple strategic change initiatives confirmed the importance of the four ACAP dimensions. ACAP can be a useful framework to assess organizational capacity with respect to the organization's ability to concurrently implement multiple strategic initiatives. This capacity specifically revolves around human capital requirements from upper management based on the initiatives' location or stage within the ACAP framework. Strategic change initiatives in health care can be usefully viewed from an ACAP perspective. There is a tendency for those strategic initiatives ranking higher in priority and time consumption to reflect more advanced dimensions of ACAP (assimilate and transform), whereas few initiatives were identified in the ACAP "exploit" dimension. This may suggest that health care leaders tend to no longer identify as strategic initiatives those innovations that have moved to the exploitation stage or that less attention is given to the exploitation

Strategic Action in Institutional Change: Layering, Conversion and Architectural Policy Design

DEFF Research Database (Denmark)

Pechmann, Philipp

This paper theorizes different types of strategic action in order to better understand and explain how institutional and policy change comes about and how single events in gradual change processes are causally connected. It conceptualizes situational change strategies which are favored in contexts...... configured along two dimensions identified in the literature: the level of veto barriers in the political environment, and the level of institutional discretion in rule interpretation and enforcement. More specifically, it suggests a conceptual merging of modes of institutional change like layering...... and conversion with elements of architectural policy design such as the compartmentalization of resource flows, the creation of reporting mechanisms, or the judicialization and professionalization of institutions. The benefits of this approach are threefold: First, it advances the gradual change literature...

Developmental changes of neuronal networks associated with strategic social decision-making.

Science.gov (United States)

Steinmann, Elisabeth; Schmalor, Antonia; Prehn-Kristensen, Alexander; Wolff, Stephan; Galka, Andreas; Möhring, Jan; Gerber, Wolf-Dieter; Petermann, Franz; Stephani, Ulrich; Siniatchkin, Michael

2014-04-01

One of the important prerequisites for successful social interaction is the willingness of each individual to cooperate socially. Using the ultimatum game, several studies have demonstrated that the process of decision-making to cooperate or to defeat in interaction with a partner is associated with activation of the dorsolateral prefrontal cortex (DLPFC), anterior cingulate cortex (ACC), anterior insula (AI), and inferior frontal cortex (IFC). This study investigates developmental changes in this neuronal network. 15 healthy children (8-12 years), 15 adolescents (13-18 years) and 15 young adults (19-28 years) were investigated using the ultimatum game. Neuronal networks representing decision-making based on strategic thinking were characterized using functional MRI. In all age groups, the process of decision-making in reaction to unfair offers was associated with hemodynamic changes in similar regions. Compared with children, however, healthy adults and adolescents revealed greater activation in the IFC and the fusiform gyrus, as well as the nucleus accumbens. In contrast, healthy children displayed more activation in the AI, the dorsal part of the ACC, and the DLPFC. There were no differences in brain activations between adults and adolescents. The neuronal mechanisms underlying strategic social decision making are already developed by the age of eight. Decision-making based on strategic thinking is associated with age-dependent involvement of different brain regions. Neuronal networks underlying theory of mind and reward anticipation are more activated in adults and adolescents with regard to the increasing perspective taking with age. In relation to emotional reactivity and respective compensatory coping in younger ages, children have higher activations in a neuronal network associated with emotional processing and executive control. Copyright © 2014 Elsevier Ltd. All rights reserved.

A dynamic-epistemic hybrid logic for intentions and information changes in strategic games

NARCIS (Netherlands)

Roy, O.

2009-01-01

In this paper I present a dynamic-epistemic hybrid logic for reasoning about information and intention changes in situations of strategic interaction. I provide a complete axiomatization for this logic, and then use it to study intentions-based transformations of decision problems.

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.

Monitoring and evaluation of strategic change programme implementation-Lessons from a case analysis.

Science.gov (United States)

Neumann, Jan; Robson, Andrew; Sloan, Diane

2018-02-01

This study considered the monitoring and evaluation of a large-scale and domestic and global strategic change programme implementation. It considers the necessary prerequisites to overcome challenges and barriers that prevent systematic and effective monitoring and evaluation to take place alongside its operationalisation. The work involves a case study based on a major industrial company from the energy sector. The change programme makes particular reference to changes in business models, business processes, organisation structures as well as Enterprise Resource Planning infrastructure. The case study focussed on the summative evaluation of the programme post-implementation. This assessment involved 25 semi-structured interviews with employees across a range of managerial strata capturing more than 65 roles within the change programme at both local and global levels. Data relating to their perception of evaluation effectiveness and shortcomings were analysed by means of template analysis. The study identifies responsibilities for executing an evaluation alongside various methods and tools that are appropriate, thereby focussing on the "Who" (roles, responsibility for particular activities) and "How" (methods and tools) rather than "What" to monitor and evaluate. The findings are presented generically so they offer new insights and transferability for practitioners involved in managing strategic change and its associated evaluation. Copyright © 2017 Elsevier Ltd. All rights reserved.

Environmental Scanning, Futures Research, Strategic Foresight and Organizational Future Orientation

DEFF Research Database (Denmark)

Rohrbeck, René; Bade, Manuel

to adjacent research disciplines. Through such integration and linkage research should produce better recommendations for managers on how to build an organizational future orientation, drive organizational adaptation, and make their firms robust towards external discontinuous change.......In this paper we explore the current understanding on how firms explore future changes and trends as well as plan their managerial responses. We review literature in four research streams: (1) environmental scanning, (2) futures research, (3) peripheral vision, and (4) corporate/strategic foresight....... Through the analysis of more than 250 articles we (a) trace the evolution over time, (b) highlight the linkages between the different research streams, and (c) give recommendations for future research. Overall we call for more cross-fertilization of the different research streams and a stronger linkage...

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...

Characterization of dynamic change of Fan-delta reservoir properties in water-drive development

Energy Technology Data Exchange (ETDEWEB)

Wu Shenghe; Xiong Qihua; Liu Yuhong [Univ. of Petroleum Changping, Beijing (China)

1997-08-01

Fan-delta reservoir in Huzhuangji oil field of east China, is a typical highly heterogeneous reservoir. The oil field has been developed by water-drive for 10 years, but the oil recovery is less than 12%, and water cut is over 90%, resulting from high heterogeneity and serious dynamic change of reservoir properties. This paper aims at the study of dynamic change of reservoir properties in water-drive development. Through quantitative imaging analysis and mercury injection analysis of cores from inspection wells, the dynamic change of reservoir pore structure in water-drive development was studied. The results show that the {open_quotes}large pore channels{close_quotes} develop in distributary channel sandstone and become larger in water-drive development, resulting in more serious pore heterogeneity. Through reservoir sensitivity experiments, the rock-fluid reaction in water-drive development is studied. The results show the permeability of some distal bar sandstone and deserted channel sandstone becomes lower due to swelling of I/S clay minerals in pore throats. OD the other hand, the permeability of distributary channel and mouth bar sandstone become larger because the authigenic Koalinites in pore throats are flushed away with the increase of flow rate of injection water. Well-logging analysis of flooded reservoirs are used to study the dynamic change of reservoir properties in various flow units. The distribution of remaining oil is closely related to the types and distribution of flow units.

Appraising longitudinal trends in the strategic risks cited by risk managers in the international water utility sector, 2005-2015.

Science.gov (United States)

Chalker, Rosemary T C; Pollard, Simon J T; Leinster, Paul; Jude, Simon

2018-03-15

We report dynamic changes in the priorities for strategic risks faced by international water utilities over a 10year period, as cited by managers responsible for managing them. A content analysis of interviews with three cohorts of risk managers in the water sector was undertaken. Interviews probed the focus risk managers' were giving to strategic risks within utilities, as well as specific questions on risk analysis tools (2005); risk management cultures (2011) and the integration of risk management with corporate decision-making (2015). The coding frequency of strategic (business, enterprise, corporate) risk terms from 18 structured interviews (2005) and 28 semi-structured interviews (12 in 2011; 16 in 2015) was used to appraise changes in the perceived importance of strategic risks within the sector. The aggregated coding frequency across the study period, and changes in the frequency of strategic risks cited at three interview periods identified infrastructure assets as the most significant risk over the period and suggests an emergence of extrinsic risk over time. Extended interviews with three utility risk managers (2016) from the UK, Canada and the US were then used to contextualise the findings. This research supports the ongoing focus on infrastructure resilience and the increasing prevalence of extrinsic risk within the water sector, as reported by the insurance sector and by water research organisations. The extended interviews provided insight into how strategic risks are now driving the implementation agenda within utilities, and into how utilities can secure tangible business value from proactive risk governance. Strategic external risks affecting the sector are on the rise, involve more players and are less controllable from within a utility's own organisational boundaries. Proportionate risk management processes and structures provide oversight and assurance, whilst allowing a focus on the tangible business value that comes from managing strategic

Multi-lane Changing Model with Coupling Driving Intention and Inclination

Directory of Open Access Journals (Sweden)

Jiangfeng Wang

2017-04-01

Full Text Available Considering the impact of drivers’ psychology and behaviour, a multi-lane changing model coupling driving intention and inclination is proposed by introducing two quantitative indices of intention: strength of lane changing and risk factor. According to the psychological and behavioural characteristics of aggressive drivers and conservative drivers, the safety conditions for lane changing are designed respectively. The numerical simulations show that the proposed model is suitable for describing the traffic flow with frequent lane changing, which is more consistent with the driving behaviour of drivers in China. Compared with symmetric two-lane cellular automata (STCA model, the proposed model can improve the average speed of vehicles by 1.04% under different traffic demands when aggressive drivers are in a higher proportion (the threshold of risk factor is 0.4. When the risk factor increases, the average speed shows the polarization phenomenon with the average speed slowing down in big traffic demand. The proposed model can reflect the relationship among density, flow, and speed, and the risk factor has a significant impact on density and flow.

Promoting structural transformation: Strategic diversification vs laissez-faire approach

NARCIS (Netherlands)

Freire Junior, Clovis

2017-01-01

Economic development is associated with structural transformation and the increase of complexity of production and exports. This paper examines whether strategic diversification is required to increase economic complexity or whether market incentives would be sufficient to drive this process of

Strategic Planning for Health Care Cost Controls in a Constantly Changing Environment.

Science.gov (United States)

Hembree, William E

2015-01-01

Health care cost increases are showing a resurgence. Despite recent years' comparatively modest increases, the projections for 2015 cost increases range from 6.6% to 7%--three to four times larger than 2015's expected underlying inflation. This resurgence is just one of many rapidly changing external and internal challenges health plan sponsors must overcome (and this resurgence advances the date when the majority of employers will trigger the "Cadillac tax"). What's needed is a planning approach that is effective in overcoming all known and yet-to-be-discovered challenges, not just affordability. This article provides detailed guidance in adopting six proven strategic planning steps. Following these steps will proactively and effectively create a flexible strategic plan for the present and future of employers' health plans that will withstand all internal and external challenges.

Creating markets for efficient technologies by establishment of strategic niche markets

International Nuclear Information System (INIS)

Wene, Clas-Otto; Nilsson, Hans

2003-01-01

Creation of markets for more efficient technologies requires careful targeting of actors that have an interest in driving the process further. Such will both reduce the resources needed and make use of the actors self-interest for development and thus uphold the learning process. This is done by identification of strategic niche markets (SNM) where those suppliers and users, that have the biggest interest and benefit of the change will act. Both the identification and the development is a dynamic process that is better designed and operated by use of a triangulation method introduced by the IEA in its recent work

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)

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 Positioning from the Strategic Group Perspective：The Impacts of Strategic Distance, Positioning Direction and Strategic Change on Firm Performance%战略群组视角下的企业战略定位研究--战略距离、定位方向和战略改变对绩效的影响

Institute of Scientific and Technical Information of China (English)

段霄; 金占明

2014-01-01

In this article, the effects of strategic positioning on firm performance are studied via three independent variables from the strategic group perspective. These variables are: the strategic distance from a firm to its strate-gic group, positioning direction among strategic groups, and the strategic change of the firm. Research hypotheses are empirically tested on the basis of grouping listed companies of coal mining industry in China over the period 2008-2011. Results show that strategic distance and positioning direction have negative effects on firm perfor-mance, while strategic change has a positive impact. This study contributes to a more comprehensive strategic group theory by providing a positioning method based on strategic group structure.%通过三个描述战略位置的变量来研究企业在战略群组视角下战略定位对绩效的影响作用。这些变量是：企业与本群组的战略距离、企业在群组间定位的方向以及企业在本时期的战略改变。样本数据来自2008-2011年间我国煤炭采选业上市公司，对其进行战略群组划分后，定量检验了研究假设。结果表明，企业与本群组的战略距离以及企业在群组间定位的方向均负向作用于企业绩效，只有企业的战略改变对绩效有利。

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.

Change detection in urban and rural driving scenes: Effects of target type and safety relevance on change blindness.

Science.gov (United States)

Beanland, Vanessa; Filtness, Ashleigh J; Jeans, Rhiannon

2017-03-01

The ability to detect changes is crucial for safe driving. Previous research has demonstrated that drivers often experience change blindness, which refers to failed or delayed change detection. The current study explored how susceptibility to change blindness varies as a function of the driving environment, type of object changed, and safety relevance of the change. Twenty-six fully-licenced drivers completed a driving-related change detection task. Changes occurred to seven target objects (road signs, cars, motorcycles, traffic lights, pedestrians, animals, or roadside trees) across two environments (urban or rural). The contextual safety relevance of the change was systematically manipulated within each object category, ranging from high safety relevance (i.e., requiring a response by the driver) to low safety relevance (i.e., requiring no response). When viewing rural scenes, compared with urban scenes, participants were significantly faster and more accurate at detecting changes, and were less susceptible to "looked-but-failed-to-see" errors. Interestingly, safety relevance of the change differentially affected performance in urban and rural environments. In urban scenes, participants were more efficient at detecting changes with higher safety relevance, whereas in rural scenes the effect of safety relevance has marginal to no effect on change detection. Finally, even after accounting for safety relevance, change blindness varied significantly between target types. Overall the results suggest that drivers are less susceptible to change blindness for objects that are likely to change or move (e.g., traffic lights vs. road signs), and for moving objects that pose greater danger (e.g., wild animals vs. pedestrians). Copyright © 2017 Elsevier Ltd. All rights reserved.

Changing expectations: Do journals drive methodological changes? Should they?

Science.gov (United States)

Erb, Hollis N

2010-12-01

"Yes" to both questions. I believe that journals can, should, and do drive methodological changes. However, it is not a unilateral responsibility; authors and teachers also must be drivers of improvements. There are multiple ways that journals drive change: Journals promote new concepts and methods in study design and data analysis by publishing them-giving the new methodologies voice and credibility after peer review. Journals further promote new methodologies by asking authors to adhere to the newest appropriate best methods (relying heavily on advice from reviewers). Journals enforce methodological quality standards through their review processes and by asking authors to adhere to recognized, published guidelines for the information that should be included in manuscripts. I summarized what I consider to be the key features of 15 of the statements of guidelines. Now that good guidelines (e.g., CONSORT, STROBE, STARD, PRISMA, REFLECT-LFS) are available on so many topics, I recommend that we require these as minimum reporting standards so that the information content of papers is forced to be high. The guidelines should make is easier for reviewers and editors to make sure nothing was overlooked in the review process, and make it easier for authors to see the minimum standards and their justifications. It should be a positively reinforcing system. Authors develop these new concepts and methods, use the guidelines, and cooperate in good faith with the journals to which their manuscripts are submitted. Some authors also become reviewers and further contribute to the process. Good teachers offer the next academic generations both the best current concepts and practices and the understanding that improvements will come along and must be considered for adoption. I made six recommendations regarding reporting guidelines. Copyright © 2010 Elsevier B.V. All rights reserved.

The changing strategic roles for warehousing in an emerging economy: case study in Ukraine

NARCIS (Netherlands)

de Boer, S.J.; Voordijk, Johannes T.

2014-01-01

The increasing globalisation of the world economy is having a profound impact on logistics. Emerging economies are experiencing rapid developments that affect their warehousing facilities. The purpose of this study is to explore the strategic roles that warehousing plays and the changes therein.

The teratology society 2012-2017 strategic plan: pushing the boundaries.

Science.gov (United States)

Curran, Christine Perdan; Lau, Christopher; Schellpfeffer, Michael A; Stodgell, Christopher J; Carney, Edward W

2013-01-01

The Teratology Society held its fourth strategic planning session in Albuquerque, NM, April 10-12, 2012, and launched the 2012-2017 Strategic Plan in conjunction with the 2012 annual meeting in Baltimore, MD. Building on the energy of the successful implementation of prior strategic plans (San Diego, 2007; Nashville,TN 2002; Cincinnati, OH 1998), session participants worked to identify barriers to success as a scientific society, as well as impending challenges and opportunities to which the Society needs to respond. The following report provides an overview of the Strategic Planning process, objectives, activities, and conclusions. A total of 23 members were present at the session, and the group included representation from Council, various committees, and different member constituencies. This plan, Pushing the Boundaries, and its three strategic intents: Broaden Our Identity, Expand Our Membership, and Increase Our Influence, will drive the direction of the Teratology Society for the next five years. Copyright © 2013 Wiley Periodicals, Inc.

Roundtable on health and climate change : Strategic plan on health and climate change : a framework for collaborative action, final report

International Nuclear Information System (INIS)

2001-03-01

Climate change will have a significant impact on human health, arising from direct effects such as increased extreme weather events, and indirect effects resulting from changes in ecological systems on which humans depend. This paper is a compilation of discussions and input from the many stakeholders and representatives that contributed to the Roundtable on Health and Climate Change held in September 2000. The goal of the Roundtable was to raise the profile and inform policy makers of the health issues associated with climate change and to engage the health sector in the National Implementation Strategy on Climate Change. The strategic framework for collaborative action in addressing the health implications of climate change were presented. The strategic plan is based on the following key principles: (1) incorporating both mitigation and adaptation in all aspects of the plan, (2) maximizing co-benefits, associated with climate change and other key health priorities, (3) building on existing capacity within governments and non-governmental organizations, (4) forming multi-disciplinary alliances, (5) emphasizing collaboration and cooperation, and (6) recognizing the shared responsibility for action on climate change. The major recommendation from the Roundtable was to urge governments to place a high priority on the implementation of measures that will reduce greenhouse gas emissions in Canada, thereby improving health of Canadians. It was recommended that governments should insist that all analyses and modeling of climate change policy options include the assessment and consideration of health implications. 1 tab

Dealing with Change in Hong Kong Schools Using Strategic Thinking Skills

Science.gov (United States)

Pang, Nicholas Sun-Keung; Pisapia, John

2012-01-01

This paper reports an investigation into the strategic thinking skills of school leaders in Hong Kong. By adapting the Strategic Thinking Questionnaire in the school context and based on data self-reported from 543 Hong Kong school leaders, three cognitive capabilities with strategic thinking were identified: reflection, systems thinking and…

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)

Contributions of physical and cognitive impairments to self-reported driving difficulty in chronic whiplash-associated disorders.

Science.gov (United States)

Takasaki, Hiroshi; Treleaven, Julia; Johnston, Venerina; Jull, Gwendolen

2013-08-15

Cross-sectional. To conduct a preliminary analysis of the physical, cognitive, and psychological domains contributing to self-reported driving difficulty after adjusting for neck pain, dizziness, and relevant demographics in chronic whiplash-associated disorders (WAD) using hierarchical regression modeling. Pain is a risk factor for car crashes, and dizziness may affect fitness to drive. Both symptoms are common in chronic WAD and difficulty driving is a common complaint in this group. Chronic WAD is often accompanied by physical, cognitive, and psychological impairments. These impairments may contribute to self-reported driving difficulty beyond neck pain, dizziness, and relevant demographics. Forty individuals with chronic WAD participated. Dependent variables were the magnitude of self-reported driving difficulty assessed in the strategic, tactical, and operational levels of the Neck Pain Driving Index. Three models were developed to assess the contributions of independent variables (physical, cognitive, and psychological domains) to each of the 3 dependent variables after adjusting for neck pain intensity, dizziness, and driving demographics. The measures included were: physical domain-range and maximum speed of head rotation, performances during gaze stability, eye-head coordination, and visual dependency tests; cognitive domain-self-reported cognitive symptoms including fatigue and the trail making tests; and psychological domain-general stress, traumatic stress, depression, and fear of neck movements and driving. Symptom duration was relevant to driving difficulty in the strategic and tactical levels. The cognitive domain increased statistical power to estimate the strategic and operational levels (P < 0.1) beyond other contributors. The physical domain increased statistical power to estimate the tactical level (P < 0.1) beyond other contributors. Physical and cognitive impairments independently contributed to self-reported driving difficulty in chronic WAD

Change Management and the SENCo Role: Developing Key Performance Indicators in the Strategic Development of Inclusivity

Science.gov (United States)

Done, Liz; Murphy, Mike; Watt, Mia

2016-01-01

This article follows an earlier publication highlighting the changing role of special educational needs co-ordinators (SENCos) in England. SENCos are now required to manage change strategically and deliver inclusive school cultures. School-based action research undertaken by a teacher studying for the postgraduate National Award for SEN…

Beyond the Rational: The Strategic Management Process, Cultural Change and Post-Incorporation Further Education.

Science.gov (United States)

Watson, George; Crossley, Michael

2001-01-01

Examines the introduction and evolution of the Strategic Management Process in England's further education sector. Critiques the transfer of business-sector management models to postsecondary education, reviews related policy literature, and summarizes a detailed longitudinal study of cultural change in one college embarking upon incorporation.…

Library performance and service competition developing strategic responses

CERN Document Server

White, Larry Nash

2008-01-01

A practice-driven and proven resource for library administrators of all types of libraries. The work describes how the library can identify the service environment factors impacting customers; strategic needs; identify library competitors; strategic abilities and service environment impacts; and use the combined results to develop proactive competitive responses that drive the service environment instead of reacting to the service environment. These strategic competitive responses would allow the library to increase the value of its service impact and effectiveness while increasing customer appreciation and the libraries advantage in the competitive service environment. Written by a highly knowledgeable practitioner from the library field Experience of the author (library and for-profit management experience) provides a hybrid/blended view of library competition and management responses from both the library and for-profit management worlds Written to applicable to all types of libraries.

Active training and driving-specific feedback improve older drivers' visual search prior to lane changes.

Science.gov (United States)

Lavallière, Martin; Simoneau, Martin; Tremblay, Mathieu; Laurendeau, Denis; Teasdale, Normand

2012-03-02

Driving retraining classes may offer an opportunity to attenuate some effects of aging that may alter driving skills. Unfortunately, there is evidence that classroom programs (driving refresher courses) do not improve the driving performance of older drivers. The aim of the current study was to evaluate if simulator training sessions with video-based feedback can modify visual search behaviors of older drivers while changing lanes in urban driving. In order to evaluate the effectiveness of the video-based feedback training, 10 older drivers who received a driving refresher course and feedback about their driving performance were tested with an on-road standardized evaluation before and after participating to a simulator training program (Feedback group). Their results were compared to a Control group (12 older drivers) who received the same refresher course and in-simulator active practice as the Feedback group without receiving driving-specific feedback. After attending the training program, the Control group showed no increase in the frequency of the visual inspection of three regions of interests (rear view and left side mirrors, and blind spot). In contrast, for the Feedback group, combining active training and driving-specific feedbacks increased the frequency of blind spot inspection by 100% (32.3 to 64.9% of verification before changing lanes). These results suggest that simulator training combined with driving-specific feedbacks helped older drivers to improve their visual inspection strategies, and that in-simulator training transferred positively to on-road driving. In order to be effective, it is claimed that driving programs should include active practice sessions with driving-specific feedbacks. Simulators offer a unique environment for developing such programs adapted to older drivers' needs.

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

Using exploratory regression to identify optimal driving factors for cellular automaton modeling of land use change.

Science.gov (United States)

Feng, Yongjiu; Tong, Xiaohua

2017-09-22

Defining transition rules is an important issue in cellular automaton (CA)-based land use modeling because these models incorporate highly correlated driving factors. Multicollinearity among correlated driving factors may produce negative effects that must be eliminated from the modeling. Using exploratory regression under pre-defined criteria, we identified all possible combinations of factors from the candidate factors affecting land use change. Three combinations that incorporate five driving factors meeting pre-defined criteria were assessed. With the selected combinations of factors, three logistic regression-based CA models were built to simulate dynamic land use change in Shanghai, China, from 2000 to 2015. For comparative purposes, a CA model with all candidate factors was also applied to simulate the land use change. Simulations using three CA models with multicollinearity eliminated performed better (with accuracy improvements about 3.6%) than the model incorporating all candidate factors. Our results showed that not all candidate factors are necessary for accurate CA modeling and the simulations were not sensitive to changes in statistically non-significant driving factors. We conclude that exploratory regression is an effective method to search for the optimal combinations of driving factors, leading to better land use change models that are devoid of multicollinearity. We suggest identification of dominant factors and elimination of multicollinearity before building land change models, making it possible to simulate more realistic outcomes.

The driving forces of landscape change in Europe

DEFF Research Database (Denmark)

Plieninger, Tobias; Draux, Hélène; Fagerholm, Nora

2016-01-01

, we find that distinct combinations of mainly political/institutional, cultural, and natural/spatial underlying drivers are determining landscape change, rather than single key drivers. Our systematic review indicates knowledge gaps that can be filled by: (a) expanding the scope of studies to include...... because landscape research is spread across many domains and disciplines. We here provide a systematic synthesis of 144 studies that identify the proximate and underlying drivers of landscape change across Europe. First, we categorize how driving forces have been addressed and find that most studies......; low Gross Domestic Product; boreal, steppic, and arctic landscapes; as well as forestland systems are underrepresented in the literature. Third, our review shows that land abandonment/extensification is the most prominent (62% of cases) among multiple proximate drivers of landscape change. Fourthly...

The strategic management of sudden changes in the competitive environment: The case of the French dairy industry

Directory of Open Access Journals (Sweden)

Paulette Robic

2003-01-01

Full Text Available The thesis defended is that sudden changes in the competitive environment constitutes more an opportunity than a constraint for pro-active companies. A neo-institutional framework is chosen to analyse the strategic management of such sudden changes. We focus on the sudden change in regulation the dairy industry experienced in 1984 (i.e. the restriction of raw materials by the fixing of milk quotas in 1984. The longitudinal study of a family dairy business – the Laconie society- complemented by a sectorial analysis has allowed us to analyse the effects of milk quotas on the strategy of these businesses. A phenomenon of coercive isomorphism is noted, as all the dairy firms launched into diversification. Simultaneously, we notice an obvious interaction between quotas (coercive institution- and abilities and organizational identity (cognitive institution. Confronted to sudden changes in the competitive environment the firms have, of course, been forced to evolve. However, the firms which had based their preceding development on their ability to anticipate, innovate, and change their organizational identity have been able, in a later stage, to transform these constraints into opportunities. The interaction between the environment and the strategic policy of the firms is obvious. It originates, in particular, from the permanent involvement of the firm in the social and economic sphere, as well as its organizational identity and the manager’s family. The concepts of involvement, isomorphism and interaction between the environment and strategic policy are called upon to conduct this research.

Strategic agency and institutional change: investigating the role of universities in regional innovation systems (RISs)

NARCIS (Netherlands)

Benneworth, Paul; Pinheiro, Rómulo; Karlsen, James

2017-01-01

Strategic agency and institutional change: investigating the role of universities in regional innovation systems (RISs). Regional Studies. Past analyses rooted in the thick description of regions successful in constructing regional innovation systems have given way to analyses more focused on the

Active training and driving-specific feedback improve older drivers' visual search prior to lane changes

Directory of Open Access Journals (Sweden)

Lavallière Martin

2012-03-01

Full Text Available Abstract Background Driving retraining classes may offer an opportunity to attenuate some effects of aging that may alter driving skills. Unfortunately, there is evidence that classroom programs (driving refresher courses do not improve the driving performance of older drivers. The aim of the current study was to evaluate if simulator training sessions with video-based feedback can modify visual search behaviors of older drivers while changing lanes in urban driving. Methods In order to evaluate the effectiveness of the video-based feedback training, 10 older drivers who received a driving refresher course and feedback about their driving performance were tested with an on-road standardized evaluation before and after participating to a simulator training program (Feedback group. Their results were compared to a Control group (12 older drivers who received the same refresher course and in-simulator active practice as the Feedback group without receiving driving-specific feedback. Results After attending the training program, the Control group showed no increase in the frequency of the visual inspection of three regions of interests (rear view and left side mirrors, and blind spot. In contrast, for the Feedback group, combining active training and driving-specific feedbacks increased the frequency of blind spot inspection by 100% (32.3 to 64.9% of verification before changing lanes. Conclusions These results suggest that simulator training combined with driving-specific feedbacks helped older drivers to improve their visual inspection strategies, and that in-simulator training transferred positively to on-road driving. In order to be effective, it is claimed that driving programs should include active practice sessions with driving-specific feedbacks. Simulators offer a unique environment for developing such programs adapted to older drivers' needs.

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.

Competencies Required for Healthcare Information Technology to Be an Effective Strategic Business Change Partner

Science.gov (United States)

Davalos, Eugenia

2013-01-01

One of the core strategies to transform the United States national healthcare system is the implementation of key technologies such as the electronic patient medical record. Such key technologies improve patient care and help the organization gain competitive advantage. With a high demand for strategic and operational change, healthcare providers…

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...

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

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.

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.

Business Model Change in the Newspaper Industry

DEFF Research Database (Denmark)

Uliyanova, Anastasia; Holm, Anna B.; Nielsen, Anne Ellerup

In the strategic management literature, the customer requirements and the opportunity to satisfy a real customer who needs a job to be done are considered to be the main instigators driving the company to initiate a business model change. However, an extensive search in peer-reviewed media...... management literature on triggers of business model change reveals that the literature is sparse in describing the change in young consumers1’ requirements of value of news put in a broader context of postmodernity; neither does it put focus on understanding of young consumers’ alternating and fragmented...

Definition of the "economic security of strategic changes at an enterprise" notion

OpenAIRE

Otenko Iryna Pavlivna; Iartym Irina A.

2014-01-01

Availability of a multitude of approaches to management of economic security of an enterprise and systemisation of their provisions allow development of a conceptual framework by means of identification of the essence of the “enterprise economic security” notion in the context of development processes management. The article shows that essence and composition of the “economic security of strategic changes of an enterprise” notion should not only take into account the set of views and methods ...

The texting and driving epidemic : changing norms to change behavior.

Science.gov (United States)

2013-09-01

This campaign was created to reduce texting and driving and to increase awareness of the serious risks involved with texting and driving. The target audience of the campaign is University of Kansas students. This plan proposes an Anti-Texting and ...

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.

Factors affecting self-regulatory driving practices among older adults.

Science.gov (United States)

Molnar, Lisa J; Charlton, Judith L; Eby, David W; Langford, Jim; Koppel, Sjaan; Kolenic, Giselle E; Marshall, Shawn

2014-01-01

The primary objective of this study was to better understand how self-regulatory driving practices at multiple levels of driver decision making are influenced by various factors. Specifically, the study investigated patterns of tactical and strategic self-regulation among a sample of 246 Australian older drivers. Of special interest was the relative influence of several variables on the adoption of self-regulation, including self-perceptions of health, functioning, and abilities for safe driving and driving confidence and comfort. The research was carried out at the Monash University Accident Research Centre, as part of its Ozcandrive study, a partnership with the Canadian Driving Research Initiative for Vehicular Safety in the Elderly (Candrive), and in conjunction with the University of Michigan Transportation Research Institute (UMTRI). Candrive/Ozcandrive represents the first study to follow a large group of older drivers over several years and collect comprehensive self-reported and objectively derived data on health, functioning, and driving. This study used a subset of data from the Candrive/Ozcandrive study. Upon enrolling in the study, participants underwent a comprehensive clinical assessment during which data on visual, cognitive, and psychomotor functioning were collected. Approximately 4 months after study enrollment, participants completed the Advanced Driving Decisions and Patterns of Travel (ADDAPT) questionnaire, a computer-based self-regulation instrument developed and pilot-tested at UMTRI. Self-regulation among older adults was found to be a multidimensional concept. Rates of self-regulation were tied closely to specific driving situations, as well as level of decision making. In addition, self-regulatory practices at the strategic and tactical levels of decision making were influenced by different sets of factors. Continuing efforts to better understand the self-regulatory practices of older drivers at multiple levels of driver performance and

Global climate change and human health: Information needs, research priorities, and strategic considerations

Energy Technology Data Exchange (ETDEWEB)

Farrell, M.P.; Kanciruk, P. (Oak Ridge National Lab., TN (USA)); O' Hara, F.M. Jr. (O' Hara (Fred M., Jr.), Oak Ridge, TN (USA))

1989-01-01

The US Global Research Plan and the International Geosphere-Biosphere Programme were created to assess the effects of global climate change but have not been able to devote much attention to the consequences climate change will have on human health and welfare. Although researchers and policy makers recognize that climate change will have complex effects on resources, in general, the social and medical sciences have not received appropriate international attention under the banner of global change. To address this imbalance, the public health research community needs to launch a international coordinated effort so that the social and medical sciences are as fully represented as other scientific disciplines. This document discusses the information needs, research priorities and strategic considerations of the global change and its impact on human health.

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.

Strategic Leader Competencies for the Twenty-First Century

National Research Council Canada - National Science Library

Becker, Bradley A

2007-01-01

.... While all these skills and competencies play a role in successful strategic leadership, this paper will advocate that visioning, leading change, and interpersonal skills have the greatest impact on successful strategic leadership in this rapidly changing global environment.

Market driving behaviour in organisations: Antecedents and outcomes

Directory of Open Access Journals (Sweden)

Jurie Van Vuuren

2013-05-01

Full Text Available Previous research suggests that the market driving behaviour of firms is linked to exceptional performance. However, the elements of market driving, its antecedents and outcomes, have so far not been empirically measured. The primary objectives of this study are to identify factors that describe market driving, develop a conceptual model, and then consider influencing factors and performance indicators drawn from the entrepreneurship and marketing literature. The model has been empirically tested using a sample of managers in the South African healthcare industry. A fully structured questionnaire was used to address the objective of this study. The realised sample of n=328 was used to analyse the conceptual model applying a partial least squares path modelling approach (PLS-PM. The results revealed that market driving is a firm behaviour and is distinguished by three distinct concepts: market sensing, influencing customer preferences and alliance formation. Three out of four antecedents: strategic orientation, entrepreneurial capital and entrepreneurial behaviour, influenced market driving ability positively. The study also demonstrated that market driving behaviour positively influences firm performance and relative competitive strength

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

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.

Driving culture change to empower the Aboriginal and Torres Strait Islander Child and Youth Health (ATSIHW) workforce

OpenAIRE

Atkins, Heidi

2018-01-01

Introduction: ATSIHW face significant unique workforce challenges which hinder efforts to improve health for their communities.Practice change: Extensive consultation led to the Qld Child and Youth Clinical Network (QCYCN) establishing a statewide governance model to drive workforce culture change.Aim: To empower ATSIHW to drive change within their workforce & lead an integrated cultural shift toward respect & equity, enabling better health outcomes for ATSI communities.Targeted stake...

Strategic learning in healthcare organizations.

Science.gov (United States)

O'Sullivan, M J

1999-01-01

There is no definitive blueprint for the healthcare organization involved in strategic learning. However, what distinguishes strategic learning institutions is their acknowledgment that they must discover their own paths and solutions rather than blindly follow a detailed strategic mandate from administration. Answers to their most critical implementation and adaptive questions will not flow down ready-made from above, but will be tailored to meet the requirements of their own particular situation. Strategic learning organizations have certain attributes in common in developing their own answers: They continuously experiment rather than seek final solutions. They favor improvisation over forecasts. They formulate new actions rather than defend past ones. They nurture change rather than permanence. They encourage creative conflict rather than tranquillity. They encourage questioning rather than compliance. They expose contradictions rather than hide them (Weick 1977). Most importantly, strategic learning organizations realize that successful strategic change is best undertaken as a process of learning (O'Sullivan 1999). Healthcare organizations can no longer afford the illusion of traditional strategic planning, with its emphasis on bureaucratic controls from the top to the bottom. They must embrace the fundamental truth that most change occurs through processes of learning that occur in many locations simultaneously throughout the organization. The initial step in discovering ways to improve the capability of healthcare organizations is to adapt continuously while fulfilling their mission. Healthcare leaders must create a shared vision of where an institution is heading rather than what the final destination will be, nurture a spirit of experimentation and discovery rather than close supervision and unbending control, and recognize that plans have to be continuously changed and adjusted. To learn means to face the unknown: to recognize that we do not possess all

Stronger communities? Changing prospects for community-led strategic planning in New Zealand

Directory of Open Access Journals (Sweden)

Bruno Brosnan

2010-12-01

Full Text Available New Zealand’s Local Government Act 2002 ushered in a new phase in local government, a phase that is best characterised by the term ‘empowerment’. Not only were councils empowered to promote social, economic, environmental and cultural well-being, in contrast with previous more prescriptive legislation, but citizens were empowered to engage in community-led strategic planning. In many respects the new statute reflected contemporary international public management trends in which governance is increasingly being conducted via networks of public and private actors. However, with the change of government from a centre-left Labour-led coalition to a centre-right National-led government following the November 2008 general election, it is less certain that local government and communities will continue to experience a strengthening of the pluralisation of governance that has been a feature of the past decade. This article argues that the potential disempowerment of local government, and possible attenuation of community-led strategic planning in New Zealand, comes at a time when the momentum for devolution to local government and other communities is increasing elsewhere.

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.

European hydrogen and fuel cell technology platform. Strategic overview

Energy Technology Data Exchange (ETDEWEB)

Alleau, Th

2005-07-01

In January 2004, following the recommendation of the High Level Group, the European Commission set up the European Hydrogen and Fuel Cell Technology Platform (HFP) a partnership of over 300 stakeholders. Its brief? To prepare and direct an effective strategy for bringing hydrogen and fuel cells to market in order to exploit their outstanding environmental and economic potential. An Advisory Council of 35 representatives from a broad range of industry, EC, public authority, academic and NGO stakeholders was set up to guide the activity, together with a number of subsidiary bodies. Two steering panels were then charged with defining a Strategic Research Agenda (SRA) and Deployment Strategy (DS) respectively in order to drive the transition forward. This report gives a work in progress strategic overview, with further details provided in the Executive Summaries of the Strategic Research Agenda and Deployment Strategy foundation documents. (authors)

European hydrogen and fuel cell technology platform. Strategic overview

International Nuclear Information System (INIS)

Alleau, Th.

2005-01-01

In January 2004, following the recommendation of the High Level Group, the European Commission set up the European Hydrogen and Fuel Cell Technology Platform (HFP) a partnership of over 300 stakeholders. Its brief? To prepare and direct an effective strategy for bringing hydrogen and fuel cells to market in order to exploit their outstanding environmental and economic potential. An Advisory Council of 35 representatives from a broad range of industry, EC, public authority, academic and NGO stakeholders was set up to guide the activity, together with a number of subsidiary bodies. Two steering panels were then charged with defining a Strategic Research Agenda (SRA) and Deployment Strategy (DS) respectively in order to drive the transition forward. This report gives a work in progress strategic overview, with further details provided in the Executive Summaries of the Strategic Research Agenda and Deployment Strategy foundation documents. (authors)

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…

Naming as Strategic Communication: Understanding Corporate Name Change through an Integrative Framework Encompassing Branding, Identity and Institutional Theory

DEFF Research Database (Denmark)

Schmeltz, Line; Kjeldsen, Anna Karina

2016-01-01

This article presents a framework for understanding corporate name change as strategic communication. From a corporate branding perspective, the choice of a new name can be seen as a wish to stand out from a group of similar organizations. Conversely, from an institutional perspective, name change...

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.

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.

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.…

Implementation Of Strategic Management: The Challenges And ...

African Journals Online (AJOL)

. Only the discerning organizations can manage the changes and vagaries through the implementation of effective strategic management. This article examines the concept of strategic management and its implication for organizational ...

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.

Age-related changes in perception of movement in driving scenes.

Science.gov (United States)

Lacherez, Philippe; Turner, Laura; Lester, Robert; Burns, Zoe; Wood, Joanne M

2014-07-01

Age-related changes in motion sensitivity have been found to relate to reductions in various indices of driving performance and safety. The aim of this study was to investigate the basis of this relationship in terms of determining which aspects of motion perception are most relevant to driving. Participants included 61 regular drivers (age range 22-87 years). Visual performance was measured binocularly. Measures included visual acuity, contrast sensitivity and motion sensitivity assessed using four different approaches: (1) threshold minimum drift rate for a drifting Gabor patch, (2) Dmin from a random dot display, (3) threshold coherence from a random dot display, and (4) threshold drift rate for a second-order (contrast modulated) sinusoidal grating. Participants then completed the Hazard Perception Test (HPT) in which they were required to identify moving hazards in videos of real driving scenes, and also a Direction of Heading task (DOH) in which they identified deviations from normal lane keeping in brief videos of driving filmed from the interior of a vehicle. In bivariate correlation analyses, all motion sensitivity measures significantly declined with age. Motion coherence thresholds, and minimum drift rate threshold for the first-order stimulus (Gabor patch) both significantly predicted HPT performance even after controlling for age, visual acuity and contrast sensitivity. Bootstrap mediation analysis showed that individual differences in DOH accuracy partly explained these relationships, where those individuals with poorer motion sensitivity on the coherence and Gabor tests showed decreased ability to perceive deviations in motion in the driving videos, which related in turn to their ability to detect the moving hazards. The ability to detect subtle movements in the driving environment (as determined by the DOH task) may be an important contributor to effective hazard perception, and is associated with age, and an individuals' performance on tests of

Theoretical aspects of strategic adaptation management of enterprises

Directory of Open Access Journals (Sweden)

Khaustova Ksenya Mykhailivna

2016-09-01

Full Text Available In the article the theoretical foundations of strategic adaptation management as an actual approach to the management of enterprise under conditions that are constantly changing have been developed. The theoretical approaches to the definition of “adaptation enterprise” have been studied and systematized. The essence and principles of strategic management adaptation were expounded. The model of strategic management was improved through the introduction of continuous monitoring and evaluation of changes in the environment and the actual adjustments to the system and processes. The essence and features adaptive capacity of the enterprise as a key element of strategic management have been investigated.

Conceptualizing strategic environmental assessment: Principles, approaches and research directions

International Nuclear Information System (INIS)

Noble, Bram; Nwanekezie, Kelechi

2017-01-01

Increasing emphasis has been placed in recent years on transitioning strategic environmental assessment (SEA) away from its environmental impact assessment (EIA) roots. Scholars have argued the need to conceptualize SEA as a process designed to facilitate strategic thinking, thus enabling transitions toward sustainability. The practice of SEA, however, remains deeply rooted in the EIA tradition and scholars and practitioners often appear divided on the nature and purpose of SEA. This paper revisits the strategic principles of SEA and conceptualizes SEA as a multi-faceted and multi-dimensional assessment process. It is suggested that SEA can be conceptualized as series of approaches operating along a spectrum from less to more strategic – from impact assessment-based to strategy-based – with each approach to SEA differentiated by the specific objectives of SEA application and the extent to which strategic principles are reflected in its design and implementation. Advancing the effectiveness of SEA requires a continued research agenda focused on improving the traditional SEA approach, as a tool to assess the impacts of policies, plans and programs (PPPs). Realizing the full potential of SEA, however, requires a new research agenda — one focused on the development and testing of a deliberative governance approach to SEA that can facilitate strategic innovations in PPP formulation and drive transitions in short-term policy and initiatives based on longer-term thinking. - Highlights: • SEA facilitates strategic thinking, enabling transitions toward sustainability. • SEA is conceptualized as a spectrum of approaches, from IA-based to strategy-based. • Each approach variably emphasizes strategic principles in its design and practice. • There is no one conceptualization of SEA that is best, SEA is fit for PPP purpose. • Research is needed to advance SEA to facilitate strategic PPP transformations.

Conceptualizing strategic environmental assessment: Principles, approaches and research directions

Energy Technology Data Exchange (ETDEWEB)

Noble, Bram, E-mail: b.noble@usask.ca [Department of Geography and Planning, and School of Environment and Sustainability, University of Saskatchewan, 117 Science Place, Saskatoon, Saskatchewan S7N 5A5 (Canada); Nwanekezie, Kelechi [Department of Geography and Planning, University of Saskatchewan, 117 Science Place, Saskatoon, Saskatchewan S7N 5A5 (Canada)

2017-01-15

Increasing emphasis has been placed in recent years on transitioning strategic environmental assessment (SEA) away from its environmental impact assessment (EIA) roots. Scholars have argued the need to conceptualize SEA as a process designed to facilitate strategic thinking, thus enabling transitions toward sustainability. The practice of SEA, however, remains deeply rooted in the EIA tradition and scholars and practitioners often appear divided on the nature and purpose of SEA. This paper revisits the strategic principles of SEA and conceptualizes SEA as a multi-faceted and multi-dimensional assessment process. It is suggested that SEA can be conceptualized as series of approaches operating along a spectrum from less to more strategic – from impact assessment-based to strategy-based – with each approach to SEA differentiated by the specific objectives of SEA application and the extent to which strategic principles are reflected in its design and implementation. Advancing the effectiveness of SEA requires a continued research agenda focused on improving the traditional SEA approach, as a tool to assess the impacts of policies, plans and programs (PPPs). Realizing the full potential of SEA, however, requires a new research agenda — one focused on the development and testing of a deliberative governance approach to SEA that can facilitate strategic innovations in PPP formulation and drive transitions in short-term policy and initiatives based on longer-term thinking. - Highlights: • SEA facilitates strategic thinking, enabling transitions toward sustainability. • SEA is conceptualized as a spectrum of approaches, from IA-based to strategy-based. • Each approach variably emphasizes strategic principles in its design and practice. • There is no one conceptualization of SEA that is best, SEA is fit for PPP purpose. • Research is needed to advance SEA to facilitate strategic PPP transformations.

DrivingSense: Dangerous Driving Behavior Identification Based on Smartphone Autocalibration

Directory of Open Access Journals (Sweden)

Chunmei Ma

2017-01-01

Full Text Available Since pervasive smartphones own advanced computing capability and are equipped with various sensors, they have been used for dangerous driving behaviors detection, such as drunk driving. However, sensory data gathered by smartphones are noisy, which results in inaccurate driving behaviors estimations. Some existing works try to filter noise from sensor readings, but usually only the outlier data are filtered. The noises caused by hardware of the smartphone cannot be removed from the sensor reading. In this paper, we propose DrivingSense, a reliable dangerous driving behavior identification scheme based on smartphone autocalibration. We first theoretically analyze the impact of the sensor error on the vehicle driving behavior estimation. Then, we propose a smartphone autocalibration algorithm based on sensor noise distribution determination when a vehicle is being driven. DrivingSense leverages the corrected sensor parameters to identify three kinds of dangerous behaviors: speeding, irregular driving direction change, and abnormal speed control. We evaluate the effectiveness of our scheme under realistic environments. The results show that DrivingSense, on average, is able to detect the driving direction change event and abnormal speed control event with 93.95% precision and 90.54% recall, respectively. In addition, the speed estimation error is less than 2.1 m/s, which is an acceptable range.

Strategic planning and action on climate change: A guide for Canadian mining companies

International Nuclear Information System (INIS)

2000-01-01

This Guide has been developed by the Pembina Institute for Appropriate Development of Drayton Valley, Alberta and Stratos Inc., of Ottawa, as a project for the Mining Association of Canada, in an effort to assist senior executives in the Canadian mining industry in developing corporate strategic responses to the risks and opportunities associated with climate change and sustainable development. Section One of the Guide provides an introduction to the scientific, political and legal issues involved in climate change. Section Two outlines the implications of this issue for Canadian mining companies. Section Three and Four provide senior managers with a strategic framework to help understand the scope of a comprehensive response and assist them in developing and integrating climate change policies into their overall corporate strategy and business plan. Section Five outlines the major components of a generic climate change strategy and action plan, while Section Six looks at specific technical opportunity areas where mining companies can reduce greenhouse gas emissions. Section Seven focuses on business opportunities related to greenhouse gas emission reductions that can be implemented domestically or internationally outside of Canadian mining operations. Section Eight concludes the Guide with a comprehensive list of references and additional sources of information to assist users in follow-up and implementation. The accompanying companion handbook, entitled 'Guide to inventorying, measuring and reporting on climate change actions for MAC member companies' is designed to be used by energy managers and technical support staff who are responsible for implementing greenhouse gas measurement reporting systems. In addition to the Guide, the Mining Association and the Pembina Institute also developed three versions of a climate change strategy workshop designed for mining company personnel at different levels and different responsibilities. These workshops can also be

Trends and driving mechanism of land-use change in metropolitan areas of Pearl River Delta

Science.gov (United States)

Chen, Feng-gui; Zhang, Hong-ou; Wang, Juan; Wu, Qi-tao

2008-10-01

Taking Pearl River Delta for an example this study focuses on the trends and the driving mechanism of land-use changes in metropolises, in order to achieve the fundamental objectives of LUCC study increasing the awareness on dynamics of global land-use and land-cover changes, and improving the ability of forecasting LUCC. By analyzing the land-use change in Pearl River Delta from 1996 to 2006, it is found that the differences among internal space are notable. By establishing time-sequence-curve with SPSS software, it is shown that trends of land-use change are very clear. With factor analysis on land-use change, the study summarizes four factors of driving mechanism, including factors of economic development level, regional industrial structure, demographic and agricultural structure adjustment, which impact land change in Pearl River Delta to a different extent.

Senior Strategic Outreach and Engagement Officer | IDRC ...

International Development Research Centre (IDRC) Digital Library (Canada)

The Senior Strategic Outreach and Engagement Officer provides strategic advice ... the third one in the area of knowledge management and the forth one in the area ... or the International Research Initiative on Adaptation to Climate Change.

The new challenges of energy operators. To bring strategic answers to market changes and to unprecedented competitive threats

International Nuclear Information System (INIS)

2016-02-01

Because of regulatory and technological changes, energy operators have to reconsider their business model, i.e. to identify their tomorrow's key activities and skills, and to keep control of the value chain as a multitude of new and various operators try to be present on the production sector and on the distribution sector. In order to give an insight on these issues, this study proposes three reports and a video. While the video proposes an original presentation of the main conclusions of this study, the first document is an executive synthesis which outlines and discusses some important issues: regulatory and technological changes submit energy operators to an unprecedented competitive and strategic paradigm; an efficient management of transition requires a profession-based approach and renewed strategic assets; energy operators must take the risk of 'uberisation' of their profession into account in order to better respond. The second document is an analysis report which addresses the upheavals of the energy operator environment (regulatory changes, technological upheavals, focus on the new energy deal), and the main strategic challenges faced by energy operators (redesign of the energy model, projection on non-core activities, acquisition of new strategic assets). It also proposes a discussion on the reconfiguration of the energy value chain (an upstream disruption of the value chain, a risk of reversal of the whole value chain). The third document proposes presentations of the evolution of key figures of energy markets in France (electricity, gas, renewable energy, turnovers of specialised actors in gas production and distribution and of the electricity sectors), a presentation of the sector economic structure and competitive landscape (sites, personnel, market shares, market key figures, main operators, electric power producers, gas providers, and renewable plant operators), and an overview of main events (asset management strategy

Modeling Lane-Changing Behavior in Freeway Off-Ramp Areas from the Shanghai Naturalistic Driving Study

Directory of Open Access Journals (Sweden)

Lanfang Zhang

2018-01-01

Full Text Available The objective of this study is to investigate lane-changing characteristics in freeway off-ramp areas using Shanghai Naturalistic Driving Study (SH-NDS data, considering a four-lane freeway stretch in various traffic conditions. In SH-NDS, the behavior of drivers is observed unobtrusively in a natural setting for a long period of time. We identified 433 lane-changing events with valid time series data from the whole dataset. Based on the logit model developed to analyze the choice of target lanes, a likelihood analysis of lane-changing behavior was graphed with respect to three traffic conditions: free flow, medium flow, and heavy flow. The results suggested that lane-changing behavior of exiting vehicles is the consequence of the balance between route plan (mandatory incentive and expectation to improve driving condition (discretionary incentive. In higher traffic density, the latter seems to play a significant role. Furthermore, we found that lane-change from the slow lane to the fast lane would lead to higher speed variance value, which indicates a higher crash risk. The findings contribute to a better understanding on drivers’ natural driving behavior in freeway off-ramp areas and can provide important insight into road network design and safety management strategies.

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.

IT Strategic Planning Workshops Develop Long-Term Goals | Poster

Science.gov (United States)

As part of NCI’s Research IT Strategic Planning efforts, a workshop was held on the NIH main campus in June. The main purpose of the workshop was to discuss ways to better integrate IT and informatics throughout NCI, and develop specific, high-level goals and related objectives that will drive the direction of IT and informatics support over the next five years. The initiative

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.

Importance of Strategic Management in Business

Directory of Open Access Journals (Sweden)

Yakup DURMAZ

2016-03-01

Full Text Available Today, we see a busy and fast period of change in all area of our life. This process consistently changes especially the management domain and forces business managers to be ready to change at any moment. Change has become so fast all around the world and it has turned into a multidimensional concept. The period of change in which we live in an interactive and fast way in political, social, cultural and economic areas brings up different processes such as quick start, quick decision making, bringing more dynamics and flexibility structure to management. In this context, the main idea of our study is based on that businesses should manage the process of change by using strategies. Businesses which understand clearly what strategy is and design their future plans based on those strategies are going to be more successful than their competitors in the environments seen fierce competition and fast change. In our study formed around this basic thesis, first we will make a conceptual analysis related to strategies, then refer to the importance of strategic management and we will examine strategic management contributions to businesses and finally, we will mention the importance of connection between strategy and culture of an organization to be enable more success in the strategic management process.

Changing and Differentiated Urban Landscape in China: Spatiotemporal Patterns and Driving Forces.

Science.gov (United States)

Fang, Chuanglin; Li, Guangdong; Wang, Shaojian

2016-03-01

Urban landscape spatiotemporal change patterns and their driving mechanisms in China are poorly understood at the national level. Here we used remote sensing data, landscape metrics, and a spatial econometric model to characterize the spatiotemporal patterns of urban landscape change and investigate its driving forces in China between 1990 and 2005. The results showed that the urban landscape pattern has experienced drastic changes over the past 15 years. Total urban area has expanded approximately 1.61 times, with a 2.98% annual urban-growth rate. Compared to previous single-city studies, although urban areas are expanding rapidly, the overall fragmentation of the urban landscape is decreasing and is more irregular and complex at the national level. We also found a stair-stepping, urban-landscape changing pattern among eastern, central, and western counties. In addition, administrative level, urban size, and hierarchy have effects on the urban landscape pattern. We also found that a combination of landscape metrics can be used to supplement our understanding of the pattern of urbanization. The changes in these metrics are correlated with geographical indicators, socioeconomic factors, infrastructure variables, administrative level factors, policy factors, and historical factors. Our results indicate that the top priority should be strengthening the management of urban planning. A compact and congregate urban landscape may be a good choice of pattern for urban development in China.

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.

Changes in driving behavior and cognitive performance with different breath alcohol concentration levels.

Science.gov (United States)

Liu, Yung-Ching; Fu, Shing-Mei

2007-06-01

This study examines the changes in driving behavior and cognitive performance of drivers with different breath alcohol concentration (BrAC) levels. Eight licensed drivers, aged between 20 and 30 years, with BrAC levels of 0.00, 0.25, 0.4 and 0.5 mg/l performed simulated driving tests under high- and low-load conditions. Subjects were asked to assess their subjective psychological load at specified intervals and perform various tasks. The outcome was measured in terms of reaction times for task completion, accuracy rates, and driver's driving behavior. The effects of BrAC vary depending on the task. Performance of tasks involving attention shift, information processing, and short-term memory showed significant deterioration with increasing BrAC, while dangerous external vehicle driving behavior occurred only when the BrAC reached 0.4 mg/l and the deterioration was marked. We can conclude that the cognitive faculty is the first to be impaired by drinking resulting in deteriorated performance in tasks related to divided attention, short-term memory, logical reasoning, followed by visual perception. On the other hand, increasing alcohol dose may not pose an immediate impact on the external vehicle driving behavior but may negatively affect the driver's motor behavior even at low BrAC levels. Experience and will power could compensate for the negative influence of alcohol enabling the drivers to remain in full steering control. This lag between alcohol consumption and impaired driving performance may mislead the drivers in thinking that they are still capable of safe steering and cause them to ignore the potential dangers of drunk driving.

Naming as Strategic Communication

DEFF Research Database (Denmark)

Schmeltz, Line; Kjeldsen, Anna Karina

2016-01-01

This article presents a framework for understanding corporate name change as strategic communication. From a corporate branding perspective, the choice of a new name can be seen as a wish to stand out from a group of similar organizations. Conversely, from an institutional perspective, name change...

Towards strategic stakeholder management? Integrating perspectives on sustainability challenges such as corporate responses to climate change

International Nuclear Information System (INIS)

Kolk, A.; Pinkse, J.

2007-01-01

The strategic management of corporate sustainability tends to be approached from one theoretical perspective in academic research and publications in mainstream journals simultaneously. In corporate practice, however, a sustainability issue has different dimensions that cannot be captured if only one such lens is taken. The purpose of this article is to develop a more integrated perspective, embedded in a stakeholder view. This paper uses climate change as an example to illustrate how institutional, resource-based, supply chain and stakeholder views are all important to characterize and understand corporate strategic responses to one issue. This is subsequently linked to the climate strategies and related capabilities of companies, reckoning with societal and competitive contexts. Findings - What a corporate climate strategy looks like depends on the type of stakeholders that a company manages more proactively, which is in turn determined by the extent to which these stakeholders control critical resources. While empirical literature usually adopts a particular theoretical perspective, this article has attempted to develop a more integrative approach on corporate responses to climate change

A spectral power analysis of driving behavior changes during the transition from nondistraction to distraction.

Science.gov (United States)

Wang, Yuan; Bao, Shan; Du, Wenjun; Ye, Zhirui; Sayer, James R

2017-11-17

This article investigated and compared frequency domain and time domain characteristics of drivers' behaviors before and after the start of distracted driving. Data from an existing naturalistic driving study were used. Fast Fourier transform (FFT) was applied for the frequency domain analysis to explore drivers' behavior pattern changes between nondistracted (prestarting of visual-manual task) and distracted (poststarting of visual-manual task) driving periods. Average relative spectral power in a low frequency range (0-0.5 Hz) and the standard deviation in a 10-s time window of vehicle control variables (i.e., lane offset, yaw rate, and acceleration) were calculated and further compared. Sensitivity analyses were also applied to examine the reliability of the time and frequency domain analyses. Results of the mixed model analyses from the time and frequency domain analyses all showed significant degradation in lateral control performance after engaging in visual-manual tasks while driving. Results of the sensitivity analyses suggested that the frequency domain analysis was less sensitive to the frequency bandwidth, whereas the time domain analysis was more sensitive to the time intervals selected for variation calculations. Different time interval selections can result in significantly different standard deviation values, whereas average spectral power analysis on yaw rate in both low and high frequency bandwidths showed consistent results, that higher variation values were observed during distracted driving when compared to nondistracted driving. This study suggests that driver state detection needs to consider the behavior changes during the prestarting periods, instead of only focusing on periods with physical presence of distraction, such as cell phone use. Lateral control measures can be a better indicator of distraction detection than longitudinal controls. In addition, frequency domain analyses proved to be a more robust and consistent method in assessing

Chapter 5. The strategic plans of the Company

International Nuclear Information System (INIS)

1998-01-01

In the fifth chapter of this CD ROM the strategic plans of the Slovak Electric, Plc. (Slovenske elektrarne, a.s.), are presented. It consist of next paragraphs (1) The programme of strategic changes (Declaration of the programme; The need for change; Major tasks; The management structure; Interconnections between the PSC target areas; The PSC projects); (2) The development of the Company (The major objectives of the Company; The energy plan of Slovakia; Analysis of development Alternatives; Results of the analysis; Economic comparison of the alternatives; Development of generation, The information system; Strategic goals and legislation). (3) The quality control system

Chapter 5. The strategic plans of the Company

International Nuclear Information System (INIS)

1997-01-01

In the fifth chapter of this CD ROM the strategic plans of the Slovak Electric, Plc. (Slovenske elektrarne, a.s.), are presented. It consist of next paragraphs (1) The programme of strategic changes (Declaration of the programme; The need for change; Major tasks; The management structure; Interconnections between the PSC target areas; The PSC projects); (2) The development of the Company (The major objectives of the Company; The energy plan of Slovakia; Analysis of development Alternatives; Results of the analysis; Economic comparison of the alternatives; Development of generation, The information system; Strategic goals and legislation). (3) The quality control system

Managing Change in the Holding Company as a Factor in Solving Strategic Problems of the Region

Science.gov (United States)

Krivtsov, Artem I.; Polinova, Ludmila V.; Chupina, Irina P.

2016-01-01

The relevance of the investigated problem is caused by the necessity of changes in holding company's management systems to address the strategic problems of the region. The purpose of the study is to develop a method of forming teams at the corporate level for the coordination and implementation of programs for the implementation of reforms and…

The vital issues process: Strategic planning for a changing world

Energy Technology Data Exchange (ETDEWEB)

Engi, D.; Glicken, J.

1995-05-01

The Vital Issues process (VIp) is a strategic planning tool initially developed by Sandia National Laboratories (SNL) for the Office of Foreign Intelligence (OFI)* of the US Department of Energy (DOE). It was further developed and refined through its application to a variety of strategic purposes for a range of public and semipublic organizations. The VIp provides a structured mechanism for assisting organizations in accomplishing specified objectives by identifying and prioritizing a portfolio of strategic issues, programmatic areas, or responses to a specified problem. It employs day-long panel meetings in a specified format to elicit a broad range of perspectives on a particular issue in a nonconfrontational manner and to facilitate the interaction and synthesis of diverse viewpoints on a specific topic. The VIp is unique in its incorporation of two primary approaches in each panel session: a qualitative or transactional segment, which entails the synthesis of the alternatives through negotiations or discussion, and a quantitative or net benefit maximization segment, an analytical approach, which involves prioritization of the alternatives using pairwise comparisons. This combination of facilitated group discussion and quantitative ranking provides input to strategic management decisions in the form of stakeholder-defined and -prioritized items as well as information on potential barriers to the implementation of policies and programs. This is the final volume in the series Identifying Vital Issues: New Intelligence Strategies for a New World, a three-volume set that gives an accounting of the VIp as implemented for OFI. This volume provides an in-depth description of the methodology used in the VIp.

The balanced scorecard advantage: Driving strategic change into Canada's nuclear laboratory site operations

International Nuclear Information System (INIS)

Lafreniere, P.; Weeks, D.

2001-01-01

The challenges presented by the size, diversity, complexity and history of the Facilities and Nuclear Operations (FNO) Group at AECL's Chalk River Laboratories (CRL) required a change to the traditional management approach. As a result, a strategy was adopted that focused on integrating contemporary business practices such as process mapping, activity based management and use of the Balanced Scorecard methodology into the operational culture at CRL. In addition, revitalization of the performance management methods process was undertaken to provide a tool for assessment of business and individual performance. performance. (author)

Strategic planning among the oil and gas major

International Nuclear Information System (INIS)

Grant, R.M.

1998-01-01

The increased focus on profitability and shareholder return, the impossibility of forecasting and the increased need for flexibility have made the strategic planning processes of the oil majors to change considerably in the past decade. While shifting from control to co-ordination, strategic planning has been acting less as a guidance and more as a mechanism for improving the quality of strategic decision-making [it

Ombuds' Corner: A change in your career? Drive it yourself!

CERN Multimedia

Sudeshna Datta-Cockerill

2014-01-01

Contracts come to an end, projects move from one phase to another, hierarchy changes… in the 21st century, things have the tendency to move very quickly in the work environment. Although no change comes without a large dose of stress, the key is to see it as an opportunity for professional growth – keeping in mind that in every end there is a new beginning.   Life is full of changes, it’s inevitable. However, rather than just going with the flow, it is good to see change coming and drive the transition ourselves. Whether a change is imposed or it is something we want, it comes with a lot of unknowns that are more easily overcome if we can anticipate them and allow ourselves time to prepare for the challenges ahead. As nothing can remain the same forever, it is best not to bury our heads in the sand but instead to approach change proactively. Hoping for miracles or pretending change will not happen are usually good recipes for disaster. Conversely, by seeing ch...

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”.

Strategic Global Climate Command?

Science.gov (United States)

Long, J. C. S.

2016-12-01

Researchers have been exploring geoengineering because Anthropogenic GHG emissions could drive the globe towards unihabitability for people, wildlife and vegetation. Potential global deployment of these technologies is inherently strategic. For example, solar radiation management to reflect more sunlight might be strategically useful during a period of time where the population completes an effort to cease emissions and carbon removal technologies might then be strategically deployed to move the atmospheric concentrations back to a safer level. Consequently, deployment of these global technologies requires the ability to think and act strategically on the part of the planet's governments. Such capacity most definitely does not exist today but it behooves scientists and engineers to be involved in thinking through how global command might develop because the way they do the research could support the development of a capacity to deploy intervention rationally -- or irrationally. Internationalizing research would get countries used to working together. Organizing the research in a step-wise manner where at each step scientists become skilled at explaining what they have learned, the quality of the information they have, what they don't know and what more they can do to reduce or handle uncertainty, etc. Such a process can increase societal confidence in being able to make wise decisions about deployment. Global capacity will also be enhanced if the sceintific establishment reinvents misssion driven research so that the programs will identify the systemic issues invovled in any proposed technology and systematically address them with research while still encouraging individual creativity. Geoengineering will diverge from climate science in that geoengineering research needs to design interventions for some publically desirable goal and investigates whether a proposed intervention will acheive desired outcomes. The effort must be a systems-engineering design problem

Developing Strategic Planning for the Retail Market.

Science.gov (United States)

Greenawalt, Richard A.

1983-01-01

Retailers need a strategic plan that will enable them to adapt to changing trends and work with new ideas. Questions retailers should ask to shape the strategic plan and generic strategies--overall cost leadership, differentiation, and marketing to a particular group or offering a special service--are discussed. (SR)

Effective strategic leadership: Balancing roles during church transitions

Directory of Open Access Journals (Sweden)

Noel J. Pearse

2011-08-01

Full Text Available As part of their responsibilities of leading the organisation, strategic leaders are responsible for leading change. This article investigated the application of the strategic leadership of change within the church context. A Straussian approach to the grounded theory method was used to generate a substantive grounded theory of organisational change and leadership, particularly focusing on the manifestation and management of organisation inertia in churches within South Africa that were transitioning from a programme based to a cell based church design. This article reported on one aspect of this study and focused on the patterns of leadership roles. It further distinguished between effective and ineffective leadership patterns that either enhanced or compromised the credibility of the leader and by implication, affected the success of the change intervention. The results of the study were discussed from the perspective of social capital theory, thereby contributing to understanding the role of strategic leaders in building social capital within the context of organisation change.

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.

Implementing successful strategic plans: a simple formula.

Science.gov (United States)

Blondeau, Whitney; Blondeau, Benoit

2015-01-01

Strategic planning is a process. One way to think of strategic planning is to envision its development and design as a framework that will help your hospital navigate through internal and external changing environments over time. Although the process of strategic planning can feel daunting, following a simple formula involving five steps using the mnemonic B.E.G.I.N. (Begin, Evaluate, Goals & Objectives, Integration, and Next steps) will help the planning process feel more manageable, and lead you to greater success.

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 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.

Eco-driving : strategic, tactical, and operational decisions of the driver that improve vehicle fuel economy.

Science.gov (United States)

2011-08-01

"This report presents information about the effects of decisions that a driver can make to : influence on-road fuel economy of light-duty vehicles. These include strategic decisions : (vehicle selection and maintenance), tactical decisions (route sel...

Applying Mixed Methods Techniques in Strategic Planning

Science.gov (United States)

Voorhees, Richard A.

2008-01-01

In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…

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

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...

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)

Assessment of needs and research roadmaps for rechargeable energy storage system (RESS) onboard electric drive buses

Science.gov (United States)

2010-12-01

In support of the Federal Transit Administration (FTA) Electric Drive Strategic Plan (EDSP), this report assesses state-of-art advances in lithium-ion batteries, ultracapacitors, and related power management and control technologies for the rechargea...

Strategic management by balanced development: meaning

Directory of Open Access Journals (Sweden)

Yevtushenko Natalya Olexandrivna

2016-02-01

Full Text Available Based on analyzes of references it was found out the meaning of «management», «strategic management», «development of enterprise», «balanced development» and were proved their connections. It was described authorial interpretation of definition “strategic management by balanced development”. The next descriptions were separated: presence of quantitative and quality changes, adaptation to influence of internal and external environment factors. It was set that a human capital is the main source of the balanced development. On the basis of generalization and systematization of existent interpretations was offered authorial determination of essence of concept «strategic management by balanced development of enterprise».

Cyber Strategic Inquiry: Enabling Change through a Strategic Simulation and Megacommunity Concept

Science.gov (United States)

2009-02-01

malicious software embedded in thumb drives and CDs that thwarted protections, such as antivirus software , on computers. In the scenario, these...Executives for National Security • The Carlyle Group • Cassat Corporation • Cisco Systems, Inc. • Cyveillance • General Dynamics • General Motors

ECO-DRIVING Europe - building the frame for a European market for eco-driving

International Nuclear Information System (INIS)

Raimund, Willy; Fickl, Stephan

2003-01-01

Due to rapidly increasing greenhouse gas emissions, the transport sector is a key issue in any sustainability and climate strategy. Still, it is the one most difficult to deal with because of it's complexity and direct impact on everybody's life. Innovative transport technologies can significantly contribute to reducing emissions and energy use, but there is also a need for behavioural changes to turn down energy demand, especially in individual motorised transport. One of the most cost-effective measures in this field is Ecodriving, an energy efficient and road safety improving driving style. Nowadays, there are several stand-alone initiatives in Europe. But to strengthen Ecodriving and increase its market share it needs: - an overview of existing offers and facilities, - pilot projects with different target groups, - training courses (both for novice drivers and experienced road users), - quality standards, - scientific proof of the various benefits, - awareness raising and marketing. That's why ECO-DRIVING Europe has been initiated by the main stakeholders in Europe. It aims to change the behaviour of drivers by using technological developments, influencing legislation and supporting long term driving and mobility culture change. The Europe-wide ECO-DRIVING project (www.ecodrive.org ) tries to reach this goal by integrating Ecodriving into various policy fields such as energy, climate change, road safety, local environment, sustainable transport and legislation for driver licence procedures. By decreasing greenhouse gas emission by 10-20% compared to normal driving, Ecodriving can considerably contribute to reduce energy demand in transport and fight climate change. Keywords ECO-DRIVING, sustainable transport, energy efficiency, behavioural change, market penetration, environmental and economic benefits, road safety

Strategic Cognition of Social Media in Business-Customer Interaction

OpenAIRE

Rydén, Pernille

2015-01-01

This dissertation contributes to the strategic cognition research by exploring how managers’ cognitive representations of an emerging, but potentially disruptive technology, influence their identification of strategic options. Managers tend to talk of social media as technology that changes customer behavior and disrupts industries, however, this attitude is not reflected in their strategic framing and implementation of social media. As behavioral theory seems inadequate to acc...

Professional groups driving change toward patient-centred care

DEFF Research Database (Denmark)

Burau, Viola; Carstensen, Kathrine; Lou, Stina

2017-01-01

BACKGROUND: Patient-centred care based on needs has been gaining momentum in health policy and the workforce. This creates new demand for interprofessional teams and redefining roles and tasks of professionals, yet little is known on how to implement new health policies more effectively. Our aim...... was to analyse the role and capacity of health professions in driving organisational change in interprofessional working and patient-centred care. METHODS: A case study of the introduction of interprofessional, early discharge teams in stroke rehabilitation in Denmark was conducted with focus on day......-to-day coordination of care tasks and the professional groups' interests and strategies. The study included 5 stroke teams and 17 interviews with different health professionals conducted in 2015. RESULTS: Professional groups expressed highly positive professional interest in reorganised stroke rehabilitation...

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…

Psychosocial Risks: Is Risk Management Strategic Enough in Business and Policy Making?

Science.gov (United States)

Langenhan, Melissa K.; Leka, Stavroula; Jain, Aditya

2013-01-01

Background In times of continuous change and volatile markets, organizations are increasingly characterized by downsizing, work intensification, and resource rationalization. This has resulted in diversification, and the emergence of new risks within the field of occupational health and safety, with an important impact. This paper focuses on one such type of risk in the modern workplace—psychosocial risks. The current study aimed to explore stakeholder perspectives, regarding the extent to which psychosocial risks are incorporated into strategic risk management practices, at both the business and policy level. Methods Semi-structured interviews were conducted with 14 professionals, representing employer, expert, policy maker, and trade union stakeholder perspectives. Results It was found that the majority of organizations do not sufficiently, if at all, understand and incorporate psychosocial risks into strategic decision making, whereby the key barrier related to practical difficulties of not knowing how to manage psychosocial risks adequately. Conclusion The study found that there is a need to close the gap between policy and practice on a number of levels. Future recommendations comprise a policy framework and infrastructure underpinned by educational initiatives, partnerships, and networks to drive a shift in attitudes toward recognizing the duality of the concept of risk (including both potential negative and positive outcomes) and moving beyond simple regulatory compliance. PMID:23961331

Psychosocial risks: is risk management strategic enough in business and policy making?

Science.gov (United States)

Langenhan, Melissa K; Leka, Stavroula; Jain, Aditya

2013-06-01

In times of continuous change and volatile markets, organizations are increasingly characterized by downsizing, work intensification, and resource rationalization. This has resulted in diversification, and the emergence of new risks within the field of occupational health and safety, with an important impact. This paper focuses on one such type of risk in the modern workplace-psychosocial risks. The current study aimed to explore stakeholder perspectives, regarding the extent to which psychosocial risks are incorporated into strategic risk management practices, at both the business and policy level. Semi-structured interviews were conducted with 14 professionals, representing employer, expert, policy maker, and trade union stakeholder perspectives. It was found that the majority of organizations do not sufficiently, if at all, understand and incorporate psychosocial risks into strategic decision making, whereby the key barrier related to practical difficulties of not knowing how to manage psychosocial risks adequately. The study found that there is a need to close the gap between policy and practice on a number of levels. Future recommendations comprise a policy framework and infrastructure underpinned by educational initiatives, partnerships, and networks to drive a shift in attitudes toward recognizing the duality of the concept of risk (including both potential negative and positive outcomes) and moving beyond simple regulatory compliance.

Capabilities for Strategic Adaptation

DEFF Research Database (Denmark)

Distel, Andreas Philipp

This dissertation explores capabilities that enable firms to strategically adapt to environmental changes and preserve competitiveness over time – often referred to as dynamic capabilities. While dynamic capabilities being a popular research domain, too little is known about what these capabiliti...

What Drives The Changes In The Gulf Oil Monarchies?

Directory of Open Access Journals (Sweden)

N. Kjurchiski

2017-01-01

Full Text Available The article identifies four main events driving the current changes in thePersian Gulfoil monarchies. Located in a troubled and unstable region of the Middle East with the oil prices declining after the events of the “Arab spring” and election of Donald Trump as president of theUnited States, Gulf oil monarchies are under pressure from inside and outside to undergo significant changes. As a consequence, validity of the theory of «monarchical exclusiveness» is called into question. The political elites in the monarchies recognize the need to depart from the status quo, although the phenomenon of the «king’s dilemma» is still present there. The author argues that the monarchy should undergo conservative liberalization. To avoid political destabilization they should apply a gradual, evolutionary approach to liberalization providing their societies with enough time to adapt to new developments. Along with the gradual liberalisation process there is also need in institutional development to make institutions stronger and more independent.

How Strategic are Strategic Information Systems?

Directory of Open Access Journals (Sweden)

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

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.

Strategic planning for clinical services: the University of Texas M.D. Anderson Hospital and Tumor Institute.

Science.gov (United States)

Anderson, R W

1986-09-01

A formal, hospitalwide strategic-planning process provides structure for the pharmacy's plans for implementing clinical services. The state-supported clinical cancer and research center began a formal strategic-planning process in 1981. The institution's planning report, prepared every two years and covering three two-year periods, drives the institution's budget through the state's biennial budget process. The report focuses on each department's responsibilities, areas of service, and relationship to the mission of the institution. Through the long-range planning process, upper-level administrators learned that pharmacy was eager not only to provide high-volume drug distribution services but also to assume direct patient-care and research responsibilities. This prompted an organizational change for pharmacy from a hospital department to a clinical division. The division of pharmacy now consists of three professional departments (patient care, pharmacy research, and pharmacy academic programs) and an administrative support service area. Services offered by each of the three departments are discussed, along with specific initiatives planned for the years 1987-1993. Within the next few years, all managers will come from the ranks of clinical practitioners; nonpharmacists will oversee financial and human resource functions. The division encourages existing pharmacy staff members to enhance their clinical skills through staff development programs. Strategic planning serves the dual purposes of structuring plans for implementing clinical pharmacy services and communicating pharmacy's goals within the institution.

Legitimacy and Strategic Communication in Globalization

DEFF Research Database (Denmark)

Holmstrøm, Susanne Maria; Falkheimer, Jesper; Gade Nielsen, Astrid

2010-01-01

for strategic communication. As globalizing organizations increasingly face conflicting perceptions of legitimacy, new challenges to strategic communication arise. Different types of societal constitution breed different legitimating corporate settings. Taking as the empirical example the transnational...... Scandinavian dairy group Arla Foods, three fundamentally different legitimacy conflicts and their interplay with strategic communication are analyzed: between Western and Middle-East values; between former and present ideals as society changes from solid to fluid modernity; and between the neighboring...... Scandinavian welfare states of Sweden and Denmark. By relating legitimating notions to society's constitution and forms of social coordination generic patterns are identified in the multitudinous diversity of legitimacy conflicts within which global organizations are embedded....

FY16-20 Strategic Plan.

Energy Technology Data Exchange (ETDEWEB)

Harwell, Amber Suzanne [Sandia National Lab. (SNL-CA), Livermore, CA (United States)

2015-07-01

Welcome to our FY16–FY20 Strategic Plan, which both refects our continued dedication to the work we do and reinforces the importance of the integrated Laboratories’ strategic framework to our future. This document is the result of the leadership team’s journey over the past few years in response to the needs of our nation. In an external environment that continues to change, sometimes in unexpected ways, it is critical that our mission areas and our foundation become increasingly synergistic, forming a whole whose parts are interdependent.

Driving forces of main landscape change processes from past 200 years in Central Europe - differences between old democratic and post-socialist countries

Directory of Open Access Journals (Sweden)

Skokanová Hana

2016-03-01

Full Text Available The article compares and points out differences in driving forces of four main landscape change processes that shaped post-socialist countries and old democratic countries of Central Europe during the last two centuries. Studying landscape change processes and corresponding driving forces helps in understanding patterns of present landscape and can help among others in better prediction of future landscape change trends. Here, the presented results are based on review of scientific articles published in peer-reviewed journals between 2000 and 2014. Driving forces affecting these processes were grouped into four categories. Economic forces drove mainly agricultural intensification; agricultural land abandonment and urbanisation and were pronounced especially in the second half of the 20th century and at the beginning of the 21st century. Technological driving forces affected agricultural intensification especially in the 19th century and the second half of the 20th century while cultural driving forces had the biggest impact on urbanisation at the beginning of the 21st century. Political driving forces affected agricultural intensification, urbanisation as well as agricultural land abandonment and were pronounced mainly during the second half of the 20th century in the post-socialist countries. Political forces in the form of subsidies drove agricultural extensification at the beginning of the 21st century. The drivers for the agricultural intensification as well as urbanisation seem to be similar for both old democratic and post-socialist countries. In contrast, agricultural land abandonment in the old democratic countries was driven by technological, cultural and economic driving forces while in the post-socialist countries the political driving forces were mainly responsible. Changes in systems for subsidies and changes in the agricultural commodity markets are also responsible for different frequencies and rates of extensification of

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

Is Strategic Proactivity a Driver of an Environmental Strategy? Effects of Innovation and Internationalization Leadership

Directory of Open Access Journals (Sweden)

Ines Suarez-Perales

2017-10-01

Full Text Available This study analyses strategic proactivity as a driving factor in the implementation of an advanced environmental strategy in a firm. Strategic proactivity is defined as a firm’s tendency to initiate voluntary changes instead of reacting to events in the environment and according to previous literature, can be interpreted as a combination of internal factors that characterise a firm’s business strategy as that of a prospector firm. In this study, we measured this through innovation, with two variables related to the firm’s entire production cycle: R&D expenditure and patents. However, we also considered two more strategic proactivity indicators: innovation proactivity and internationalisation proactivity. These two proactivity variables take into account the innovative and international actions of the firms, going beyond the actions usually taken by firms in the same sector. Using panel data methodology, we obtained results that show that firms who invest in R&D and patent their innovations achieve more advanced positions in their environmental strategies. Empirical evidence also shows that firms with a greater innovation effort throughout the production cycle (product, process, organisation and marketing than their competitors also attain more advanced positions (proactivity in environmental matters. In other words, innovation proactivity is a driver of environmental strategy. In relation to internationalization, the results also showed that firms that operate in a larger geographical area than their competitors adapt to the most demanding environmental legislation, placing them in a position of environmental leadership in their respective sectors. The inclusion of internationalization as an indicator of strategic proactivity, the measurement of proactivity variables and the correction of firms’ specific unobserved aspects are some of this paper’s contributions.

Understanding The Process Of Strategic Change From A Structurational And Cognitive Perspective: Case Study Of The Users Of A New Technology

OpenAIRE

Slocum, Alesia

2007-01-01

How does strategic change happen, and how is it understood around technology? This ethnographic research has sought to better understand this process, from a structurational, cognitive and practice perspective. Researchers have shown that change is a continuous and ongoing process (Tsoukas and Chia, 2002; Weick and Quinn, 1999), while others have shown that change, while not determinate, can be intentional and directed to a large extent by change agents in practice (Balogun ...

Nonlinear analysis of the cooperation of strategic alliances through stochastic catastrophe theory

Science.gov (United States)

Xu, Yan; Hu, Bin; Wu, Jiang; Zhang, Jianhua

2014-04-01

The excitation intervention of strategic alliance may change with the changes in the parameters of circumstance (e.g., external alliance tasks). As a result, the stable cooperation between members may suffer a complete unplanned betrayal at last. However, current perspectives on strategic alliances cannot adequately explain this transition mechanism. This study is a first attempt to analyze this nonlinear phenomenon through stochastic catastrophe theory (SCT). A stochastic dynamics model is constructed based on the cooperation of strategic alliance from the perspective of evolutionary game theory. SCT explains the discontinuous changes caused by the changes in environmental parameters. Theoretically, we identify conditions where catastrophe can occur in the cooperation of alliance members.

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.

STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

Directory of Open Access Journals (Sweden)

Cezar VASILESCU

2013-10-01

Full Text Available The field of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic planning can help an organization to build its sustained competitive advantage in the face of an uncertain marketplace, but it requires new ways of thinking in order to create feasible alternatives. This article examines how the Chief Information Officer (CIO can use strategy and planning as an enabler to meet the mission of an organization. The analysis focuses on some common problems that occur in strategic planning. Managers need to identify these potential issues, so that they can recognize and deal with them if they arise in their own strategic planning. A systems approach is taken which presents planning as an open inclusive process that seeks to produce flexible systems capable of growth and adaptation to meet changing needs and missions.

User-Focused Strategic Services for Technological University Libraries.

Science.gov (United States)

Townley, Charles T.

This paper describes the New Mexico State University (NMSU) Library's strategic plan to develop its services amid an atmosphere of change. A summary of the following components of the strategic plan is given: vision; mission; values; and goals. The revised organizational functions are then illustrated, as well as the role of the selector-liaison…

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.

Strategic positioning and repositioning of oil companies in the upstream business: understanding the historical evolution of firms' strategic behavior

International Nuclear Information System (INIS)

Teixeira Carneiro, J.M.; Ferreira Deschamps Cavalcanti, M.A.; Dos Santos, E.M.

1999-01-01

This is the second article of a series whose objective is to use the analytical framework proposed by Michael Porter, from the University of Harvard, to study the global oil competition game and the competitive advantages of oil companies. The paper focuses on the historical changes in the positioning and behavior of various actors in the upstream oil industry. The authors start by describing the main oil actors and their initial strategic positioning before 1973. Then, the changes and the firm's strategic repositioning during the oil crisis in the 1970's and 1980's are analyzed. (author)

Logic of management of strategic problems of the enterprise

Directory of Open Access Journals (Sweden)

Ivahnenko Aleksandr Vladimirovich

2014-12-01

Full Text Available Problems of management by firm in the conditions of changes are considered, types of strategic problems, logic of constructions of system of strategic management are allocated. Principles of formation of strategy of firm and a strategy choice in conditions not full definiteness are defined.

INTEGRATE: Driving Transformational Change - JISEA 2018 Annual Report

Energy Technology Data Exchange (ETDEWEB)

2018-04-05

This report demonstrates 2017 highlights of the Joint Institute for Strategic Energy Analysis' (JISEA's) work. The Annual Report overviews JISEA's research and analysis accomplishments in natural gas and methane emissions; nuclear-renewable hybrid energy systems; the Clean Energy Manufacturing Analysis Center's work in global supply chains; the 21st Century Power Partnership; and more.

NIH Scientists Map Genetic Changes That Drive Tumors in a Common Pediatric Soft-Tissue Cancer

Science.gov (United States)

... Press Release NIH scientists map genetic changes that drive tumors in a common pediatric soft-tissue cancer ... of Health FOLLOW US Facebook Twitter Instagram YouTube Google+ LinkedIn GovDelivery RSS CONTACT INFORMATION Contact Us LiveHelp ...

Productivity in public welfare services is changing: the standpoint of strategic competence-based management.

Science.gov (United States)

Ollila, Seija

2013-01-01

In Finland the municipal restructuring project was launched in 2005. Its goal is to create a system that ensures high-quality municipal welfare services for everyone, continuing into the future. The main focus of this research is to examine the tension between strategic competence-based management and productivity in public welfare services. The theoretical basis covers theories regarding strategic competence-based management and productivity. To guarantee services and quality it is important to strengthen the supply of employees, competence, development, leverage, and benefits in public organizations. Leadership has a significant role in strategic competence-based management.

Strategic Motives Drive Proposers to Offer Fairly in Ultimatum Games: An fMRI Study.

Science.gov (United States)

Chen, Yin-Hua; Chen, Ying-Chun; Kuo, Wen-Jui; Kan, Kamhon; Yang, C C; Yen, Nai-Shing

2017-04-03

The hypothesis of strategic motives postulates that offering fairly in the Ultimatum Game (UG) is to avoid rejection and receive money. In this fMRI study, we used a modified UG to elucidate how proposers reached decisions of offering fairly and to what extent they considered offering selfishly with different stakes. We had proposers choose between a fair and a selfish offer with different degrees of selfishness and stake sizes. Proposers were less likely and spent more time choosing the fair offer over a slightly-selfish offer than a very selfish offer independent of stakes. Such choices evoked greater activation in the dorsal anterior cingulate cortices that typically involve in allocation of cognitive control for cost/benefit decision making. Choosing a fair offer in higher stakes evoked greater activation in the anterior cingulate gyrus (ACCg) and the areas that previously have been implicated in reward and theory of mind. Furthermore, choosing a slightly selfish offer over a fair offer evoked greater activation in the anterior cingulate sulcus, ACCg, ventral tegmental area (or substantia nigra) and anterior insular cortex signalling the higher gain and implying higher rejection risk. In conclusion, our findings favoured the hypothesis that proposers offer fairly based on the strategic motives.

What Drives Business Model Adaptation?

DEFF Research Database (Denmark)

Saebi, Tina; Lien, Lasse B.; Foss, Nicolai Juul

2017-01-01

Business models change as managers not only innovate business models, but also engage in more mundane adaptation in response to external changes, such as changes in the level or composition of demand. However, little is known about what causes such business model adaptation. We employ threat......-rigidity as well as prospect theory to examine business model adaptation in response to external threats and opportunities. Additionally, drawing on the behavioural theory of the firm, we argue that the past strategic orientation of a firm creates path dependencies that influence the propensity of the firm...... to adapt its business model. We test our hypotheses on a sample of 1196 Norwegian companies, and find that firms are more likely to adapt their business model under conditions of perceived threats than opportunities, and that strategic orientation geared towards market development is more conducive...

Strategic planning in media organizations of Iran

Directory of Open Access Journals (Sweden)

Ali Akbar Farhangi

2012-04-01

Full Text Available Organizations with activities of all kinds are influenced by environmental conditions, and external environment is in fact the beginning point of the strategy. Strategic management is an approach resulting from fast changing age and can consider it as a view and a technique for flexible planning to fast changes, and balanced score card is regarded as one of the strong instruments in this zone. Balanced score card can truly plays an important role in all stages of strategic management and the efficiency of this model is considerably regarded in management performance evaluation in different organizations. However, strong instrument such as balance score card is hardly used because of long term dominance of political approaches in the management of Iran media organizations. This paper conceptualizes administrational trend of strategic planning by implementing balanced score card and we draw strategy map and determine performance indexes in a written media organization (Hamshahri Newspaper.

Utilisation of strategic communication to create willingness to change work practices among primary care staff: a long-term follow-up study.

Science.gov (United States)

Morténius, Helena; Fridlund, Bengt; Marklund, Bertil; Palm, Lars; Baigi, Amir

2012-04-01

To evaluate the long-term utilisation of strategic communication as a factor of importance when changing work practices among primary care staff. In many health care organisations, there is a gap between theory and practice. This gap hinders the provision of optimal evidence-based practice and, in the long term, is unfavourable for patient care. One way of overcoming this barrier is systematically structured communication between the scientific theoretical platform and clinical practice. This longitudinal evaluative study was conducted among a primary care staff cohort. Strategic communication was considered to be the intervention platform and included a network of ambassadors who acted as a component of the implementation. Measurements occurred 7 and 12 years after formation of the cohort. A questionnaire was used to obtain information from participants. In total, 846 employees (70%) agreed to take part in the study. After 12 years, the 352 individuals (60%) who had remained in the organisation were identified and followed up. Descriptive statistics and multivariate analysis were used to analyse the data. Continuous information contributed to significant improvements over time with respect to new ideas and the intention to change work practices. There was a statistically significant synergistic effect on the new way of thinking, that is, willingness to change work practices. During the final two years, the network of ambassadors had created a distinctive image for itself in the sense that primary care staff members were aware of it and its activities. This awareness was associated with a positive change with regard to new ways of thinking. More years of practice was inversely associated with willingness to change work practices. Strategic communication may lead to a scientific platform that promotes high-quality patient care by means of new methods and research findings.

Scenario-based strategizing

DEFF Research Database (Denmark)

Lehr, Thomas; Lorenz, Ullrich; Willert, Markus

2017-01-01

For over 40 years, scenarios have been promoted as a key technique for forming strategies in uncertain en- vironments. However, many challenges remain. In this article, we discuss a novel approach designed to increase the applicability of scenario-based strategizing in top management teams. Drawi...... Ministry) and a firm affected by disruptive change (Bosch, leading global supplier of technology and solutions)....

The effect of oil price volatility on strategic investment

International Nuclear Information System (INIS)

Henriques, Irene; Sadorsky, Perry

2011-01-01

In this paper, we investigate how oil price volatility affects the strategic investment decisions of a large panel of US firms. This paper uses key insights from the real options literature to develop a model of a company's strategic investment and shows how changes in oil price volatility can impact strategic investment decisions. The model is estimated using recently developed generalized method of moment estimation techniques for panel data sets. Empirical results are presented to show that there is a U shaped relationship between oil price volatility and firm investment. This is consistent with the predictions from the strategic growth options literature. The results should be useful to decision makers, investors, managers, policy makers and others who need to make strategic investment decisions in an uncertain world. (author)

Organizational Adaptation to the Rapidly Changing External Environment: A Case Study of Strategic Marketing at Notre Dame College in Ohio

Science.gov (United States)

Brown, Shawn M.

2012-01-01

This thesis examined the role of strategic marketing in organizational adaptation to a rapidly changing and competitive external environment among institutions of higher education. Colleges and universities adapt to external pressures as open systems operating within a broader external environment (Bess & Dee, 2008; Keller, 1983). How does…

IMPORTANCE OF STRATEGIC INFORMATIONS FOR PLANNING IN BASKETBALL

Directory of Open Access Journals (Sweden)

Pavle Rubin

2009-11-01

Full Text Available Planning in basketball (like in other sports is one aspect of the job of a sport coach. Every coach while writting (creating, composing the plan and programme of a trainning (trainning proces should have the informations important for achievingsuccess. That kontigent of informations should be hierarchy arranged. Driving the pro- gramme the coach should always barring in mind what is the most important aim which in particular moment he wants to realise. Problem of this work is in fact that difference between coaches is that thay dont give certain importance to the particular informati- ons. Beside the necessity to know wich informations are the most important for solving a problem, it is important to prove their corelations. The aim of the research is to present the importance of identification and using of strategic infomations in planning (and pro- gramming in basketball. According to all infomations colected by coach he creates his strategic koncept. Using the strategic koncept he can create tactical koncept, particular koncept for the particular opponent (tactical plan and to (more or less use intime cer- tain tactical variance on the game (operative tactics. The coach (as the most important in the trainning process should be familiar with the science aspects of sport activities. That way he can overtake expected integral functions and be a lieder who gain the aim.

Strategic Directions for the Bucharest Strategy and City Brand

Directory of Open Access Journals (Sweden)

Ana-Claudia Ţapardel

2012-11-01

Full Text Available On the international stage, public administration has become an essential factor, capable of providing a nation with the competitive advantage. Improving standards in local administration in our country has included not only a vigorous and sustained process of reform, but also a drive to modernise and perfect management within the public sector. These aspects are essential, since decisions made by partners and investors are to an ever larger extent influenced by the quality, efficiency and credibility of public administration. Following these considerations, and based upon an empirical research conducted with the aid of a survey and a comparative analysis between the manner in which the branding and development strategies were developed in Vancouver and Bucharest, the present paper aims to identify the main strategic directions and branding elements necessary in elaborating a strategy and in accumulating a dossier of best practices, in order to implement successfully the strategic planning process and the branding strategy in the local communities of Romania.

Success factors for strategic change initiatives: a qualitative study of healthcare administrators' perspectives.

Science.gov (United States)

Kash, Bita Arbab; Spaulding, Aaron; Johnson, Christopher E; Gamm, Larry

2014-01-01

Success factors related to the implementation of change initiatives are well documented and discussed in the management literature, but they are seldom studied in healthcare organizations engaged in multiple strategic change initiatives. The purpose of this study was to identify key success factors related to implementation of change initiatives based on rich qualitative data gathered from health leader interviews at two large health systems implementing multiple change initiatives. In-depth personal interviews with 61 healthcare leaders in the two large systems were conducted and inductive qualitative analysis was employed to identify success factors associated with 13 change initiatives. Results from this analysis were compared to success factors identified in the literature, and generalizations were drawn that add significantly to the management literature, especially to that in the healthcare sector. Ten specific success factors were identified for the implementation of change initiatives. The top three success factors were (1) culture and values, (2) business processes, and (3) people and engagement. Two of the identified success factors are unique to the healthcare sector and not found in the literature on change models: service quality and client satisfaction (ranked fourth of 10) and access to information (ranked ninth). Results demonstrate the importance of human resource functions, alignment of culture and values with change, and business processes that facilitate effective communication and access to information to achieve many change initiatives. The responses also suggest opportunities for leaders of healthcare organizations to more formally recognize the degree to which various change initiatives are dependent on one another.

Strategic Alignment and New Product Development

DEFF Research Database (Denmark)

Acur, Nuran; Kandemir, Destan; Boer, Harry

2012-01-01

Strategic alignment is widely accepted as a prerequisite for a firm’s success, but insight into the role of alignment in, and its impact on, the new product evelopment (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment...... of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change...... has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore...

Asleep at the Wheel-The Road to Addressing Drowsy Driving.

Science.gov (United States)

Higgins, J Stephen; Michael, Jeff; Austin, Rory; Åkerstedt, Torbjörn; Van Dongen, Hans P A; Watson, Nathaniel; Czeisler, Charles; Pack, Allan I; Rosekind, Mark R

2017-02-01

Drowsy driving is a dangerous behavior that leads to thousands of deaths and injuries each year. It is also a controllable factor for drivers. Drivers are capable of modifying this behavior if given sufficient information and motivation. Our goal is to establish a comprehensive and strategic effort to end drowsy driving crashes and deaths. This article highlights some of the conclusions of a unique recent meeting of sleep experts and highway safety professionals and describes the first steps the community has taken and plans to take in the future to address this issue. Published by Oxford University Press on behalf of Sleep Research Society (SRS) 2017. This work is written by (a) US Government employee(s) and is in the public domain in the US.

Simulation and Analysis of Roller Chain Drive Systems

DEFF Research Database (Denmark)

Pedersen, Sine Leergaard

The subject of this thesis is simulation and analysis of large roller chain drive systems, such as e.g. used in marine diesel engines. The aim of developing a chain drive simulation program is to analyse dynamic phenomena of chain drive systems and investigate different design changes to the syst......The subject of this thesis is simulation and analysis of large roller chain drive systems, such as e.g. used in marine diesel engines. The aim of developing a chain drive simulation program is to analyse dynamic phenomena of chain drive systems and investigate different design changes...... mathematical models, and compare to the prior done research. Even though the model is developed at first for the use of analysing chain drive systems in marine engines, the methods can with small changes be used in general, as for e.g. chain drives in industrial machines, car engines and motorbikes. A novel...

Selection for Social Signalling Drives the Evolution of Chameleon Colour Change

Science.gov (United States)

Stuart-Fox, Devi; Moussalli, Adnan

2008-01-01

Rapid colour change is a remarkable natural phenomenon that has evolved in several vertebrate and invertebrate lineages. The two principal explanations for the evolution of this adaptive strategy are (1) natural selection for crypsis (camouflage) against a range of different backgrounds and (2) selection for conspicuous social signals that maximise detectability to conspecifics, yet minimise exposure to predators because they are only briefly displayed. Here we show that evolutionary shifts in capacity for colour change in southern African dwarf chameleons (Bradypodion spp.) are associated with increasingly conspicuous signals used in male contests and courtship. To the chameleon visual system, species showing the most dramatic colour change display social signals that contrast most against the environmental background and amongst adjacent body regions. We found no evidence for the crypsis hypothesis, a finding reinforced by visual models of how both chameleons and their avian predators perceive chameleon colour variation. Instead, our results suggest that selection for conspicuous social signals drives the evolution of colour change in this system, supporting the view that transitory display traits should be under strong selection for signal detectability. PMID:18232740

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.

Strategic Management dan Strategic Leadership: Dua Sisi Mata Uang Kemampuan untuk Hadapi Tantangan Perubahan Lingkungan yang Drastis

Directory of Open Access Journals (Sweden)

Son Wandrial

2011-05-01

Full Text Available Management strategy and strategic leadership are like two sides of a coin that can not be separated, the management strategy is the tool in making a strategic plan for the future, while on the other hand, leadership (leadership is more emphasis on people who have in the organization (leader and follower behavior that will run (implementation the formulated plan so that the goals (objectives of the company could be reached. In a moving-forward environment, a leader is charged to be always monitoring and watching all changes. Any kind of changes will affect objective approach. A leader will not only be charged to see future, create a road map from the organization, but also has behave in manner to support the goal. 

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)

THE IMPLEMENTATION OF STRATEGIC MANAGEMENTACCOUNTING BASED ON VALUE CHAIN ANALYSIS: VALUE CHAINACCOUNTING

OpenAIRE

Mustafa KIRLI; Harun GÜMÜŞ

2011-01-01

To compete successfully in today’s highly competitive global environment,companies have made customer satisfaction an overriding priority. They have alsoadopted new management approaches, changed their manufacturing systems andinvested in new technologies. Strategic managementaccounting examines thedecision-making linked with the business operationsand strategic work offinancial administration as support for the same. Strategic management...

How top management team diversity affects innovativeness and performance via the strategic choice to focus on innovation fields

DEFF Research Database (Denmark)

Talke, Katrin; Salomo, Søren; Rost, Katja

2010-01-01

Past innovation research has largely neglected potential effects of corporate governance issues on strategic choices, and thereby on innovation management outcomes. The theory of upper echelon implies that strategic choices result from idiosyncrasies of top management teams (TMT). Building...... show that TMT diversity has a strong impact on the strategic choice of firms to focus on innovation fields. Such focus then drives new product portfolio innovativeness and firm performance. As corporate governance arrangements thus seem relevant in the context of innovation management, we can derive...... on this theory, we hypothesize that TMT diversity enhances firm performance by facilitating an innovation strategy that increases the firm's new product portfolio innovativeness. Our findings support the relevance of considering a corporate governance view for explaining innovation outcomes. Empirically, we can...

Spatial Patterns and Driving Forces of Greenhouse Land Change in Shouguang City, China

Directory of Open Access Journals (Sweden)

Bohua Yu

2017-03-01

Full Text Available As an important facet of modern agricultural development, greenhouses satisfy ever-increasing demands for agricultural production and, therefore, constitute a growing proportion of global agriculture. However, just a handful of countries regularly collect statistics on the land cover of greenhouse infrastructure. Even when collected, these data cannot provide the detailed spatial information required for environmental risk assessment. It is, therefore, important to map spatial changes in greenhouse land cover using remote sensing (RS approaches to determine the underlying factors driving these changes. In this paper, we apply a support vector machine (SVM algorithm to identify greenhouse land cover in Shouguang City, China. Enhanced thematic mapper (ETM images were selected as the data source for land use classification in this study as they can be freely acquired and offer the necessary spatial resolution. We then used a binary logistic regression model to quantitatively discern the mechanisms underlying changes in greenhouse land cover. The results of this study show that greenhouse land cover in Shouguang increased by 50.51% between 2000 and 2015, and that 90.39% of this expansion took place between 2010 and 2015. Elevation, slope, precipitation, and the distance to the nearest rural settlements and coastline are all significant factors driving expansion in greenhouse land cover, while distance to the nearest urban areas, rivers, roads, railways, and coastline have contributed to contractions in this land use type. Our research provided a practical approach to allow the detection of changes in greenhouse land cover in the countries with using free or low-cost satellite images.

Strategic adaptation to performance objectives in a dual-task setting.

Science.gov (United States)

Janssen, Christian P; Brumby, Duncan P

2010-11-01

How do people interleave attention when multitasking? One dominant account is that the completion of a subtask serves as a cue to switch tasks. But what happens if switching solely at subtask boundaries led to poor performance? We report a study in which participants manually dialed a UK-style telephone number while driving a simulated vehicle. If the driver were to exclusively return his or her attention to driving after completing a subtask (i.e., using the single break in the xxxxx-xxxxxx representational structure of the number), then we would expect to see a relatively poor driving performance. In contrast, our results show that drivers choose to return attention to steering control before the natural subtask boundary. A computational modeling analysis shows that drivers had to adopt this strategy to meet the required performance objective of maintaining an acceptable lateral position in the road while dialing. Taken together these results support the idea that people can strategically control the allocation of attention in multitask settings to meet specific performance criteria. Copyright © 2010 Cognitive Science Society, Inc.

Strategic Institutionalization of NKM in Newcomer NP Programme: The Nigeria Experience

International Nuclear Information System (INIS)

Akusu, P.; Ofodile, O.; Agedah, E.

2016-01-01

Full text: Nigeria as a newcomer nation is strategically institutionalizing its NKM drive via two facets since it is going into an Inter-governmental Agreement (IGA) to acquire Nuclear Power Plants (NPPs) from foreign technical partners. The NKM implementation strategies include (1) NKM with respect to nuclear research and development activities and (2) NKM with respect to NPP vendor. Some lessons learned in the implementation of the National Nuclear Power Programme (NNPP) are also outlined. (author

an empirical investigation of the drivers of international strategic alliance formation

OpenAIRE

Nielsen, Bo B.

2003-01-01

Using data from a web-survey of Danish partner firms engaged in international strategic alliances, this study explores the factors that drive alliance formation between two specific firms across national borders. The relative importance of a set of partner selection criteria is identified and related to extant theory. By means of exploratory factor analysis, a more parsimonious set of selection criteria is provided and their relationships to a number of characteristics of the sample – prior i...

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 Management in Hybrid Organizations

NARCIS (Netherlands)

Joldersma, F.; Winter, V.

2002-01-01

Many public service organizations have to deal with rapidly changing environments. Government offers less financial security than in the past and stimulates organizations to develop a market orientation. The focus of this article is explaining the shape of strategic management in public service

Piezoelectric drive circuit

Science.gov (United States)

Treu, C.A. Jr.

1999-08-31

A piezoelectric motor drive circuit is provided which utilizes the piezoelectric elements as oscillators and a Meacham half-bridge approach to develop feedback from the motor ground circuit to produce a signal to drive amplifiers to power the motor. The circuit automatically compensates for shifts in harmonic frequency of the piezoelectric elements due to pressure and temperature changes. 7 figs.

Method for driving an actuator, actuator drive, and apparatus comprising an actuator

OpenAIRE

2010-01-01

An actuator driver circuit includes a drive signal source and an electrical damping element having a negative resistance connected in series with the drive signal source. A controllable switch is provided for selectively switching the electrical damping element into or put of a signal path from a drive signal source output to a driver circuit output, in order to selectively change the electrical damping of an actuator. For example, the electrical damping of a radial actuator or a focus actuat...

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.

Driving impairments in teens and adults with attention-deficit/hyperactivity disorder.

Science.gov (United States)

Barkley, Russell A

2004-06-01

Available research provides compelling evidence that ADHD is associated with significantly increased risks for various adverse outcomes while driving, including increased traffic citations (particularly speeding), motor vehicle crashes for which the driver is at fault, repeated crash occurrences,and more severe crashes as determined from dollar damage and likelihood of bodily injuries from the crash. Not surprisingly, teens and adults with ADHD are more likely to have their licenses suspended and even fully revoked. Research further suggests that these driving risks cannot be accounted for by the comorbid disorders likely to be associated with ADHD, such as ODD, conduct disorder (CD), depression, or anxiety, or by lower than normal levels of intelligence. Recent attempts to study the processes or mechanisms involved in driving in adults with ADHD offer some explanation of how the disorder conveys such increased risks. Driving can be conceptualized usefully as involving at least three or more dimensions or levels, including basic cognitive abilities necessary for driving (operational), actual skills for maneuvering the vehicle in traffic (tactical), and the more executive, goal-directed aspects of driving(strategic). The findings of studies indicate that ADHD interferes with the basic operational components of driving by means of the impairments it produces in attention, resistance to distraction, response inhibition, slower and more variable reaction time, and the capacity to follow rules that may compete with ongoing sensory information. Accumulating evidence also points to a problem in the tactical level of driving, such that those with ADHDrate themselves and are rated by others as employing less safe driving habits during their normal operation of a vehicle than are adults in community control groups. Although this has been more elusive to demonstrate through the use of simple laboratory-based driving simulators. more modern virtual reality driving platforms

Agricultural land use change and associated driving forces over the past 180 years in two municipalities of the Brazilian Cerrado

NARCIS (Netherlands)

Arruda, de Murilo Rodrigues; Slingerland, Maja; Santos, José Zilton Lopes; Giller, Ken E.

2018-01-01

This paper aims to test the hypothesis that a single driving force from the local, national, or global level is capable of triggering land use changes, including large scale deforestation, within a historical context. To reach this goal we describe and explain the driving forces from the global to

CONCEPTUAL CLARIFICATION OF PLANNING AND STRATEGIC THINKING IN HUMAN RESOURCE MANAGEMENT

Directory of Open Access Journals (Sweden)

Matei ȘTEFAN

2013-10-01

Full Text Available Many of the concepts and techniques for strategic management have been developed and successfully applied within many companies. As managers are trying to manage better and to face the changes in economical climate, a company develops over four phases of strategic actions and management. These phases consist of basic financial planning, prognosis-based planning, external environment oriented planning and strategic management. Moreover, strategic management consists of four basic elements which ensure a structured format for examination of company strategies: scanning the business environment, strategy formulation, strategy implementation, evaluation and control.

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.

Changes in corticospinal drive to spinal motoneurones following tablet-based practice of manual dexterity

DEFF Research Database (Denmark)

Larsen, Lisbeth Højkjær; Jensen, Thor; Christensen, Mark Schram

2016-01-01

) between EEG-EMG and EMG-EMG activity. Following motor practice performance improved significantly and a significant increase in EEG-EMGAPB and EMGAPB-EMGFDI coherence in the beta band (15-30 Hz) was observed. No changes were observed after the control session. Our results show that tablet-based motor...... practice is associated with changes in the common corticospinal drive to spinal motoneurons involved in manual dexterity. Tablet-based motor practice may be a motivating training tool for stroke patients who struggle with loss of dexterity....

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

Using driving simulators to assess driving safety.

Science.gov (United States)

Boyle, Linda Ng; Lee, John D

2010-05-01

Changes in drivers, vehicles, and roadways pose substantial challenges to the transportation safety community. Crash records and naturalistic driving data are useful for examining the influence of past or existing technology on drivers, and the associations between risk factors and crashes. However, they are limited because causation cannot be established and technology not yet installed in production vehicles cannot be assessed. Driving simulators have become an increasingly widespread tool to understand evolving and novel technologies. The ability to manipulate independent variables in a randomized, controlled setting also provides the added benefit of identifying causal links. This paper introduces a special issue on simulator-based safety studies. The special issue comprises 25 papers that demonstrate the use of driving simulators to address pressing transportation safety problems and includes topics as diverse as neurological dysfunction, work zone design, and driver distraction. Copyright (c) 2010 Elsevier Ltd. All rights reserved.

Older drivers' self-assessed driving skills, driving-related stress and self-regulation in traffic

DEFF Research Database (Denmark)

Siren, Anu Kristiina; Meng, Annette

2013-01-01

Previous research on older drivers has indicated connections between self-rated driving ability, confidence in their own driving, driving-related stress, and self-regulatory behaviour. However, more systematic associations between older drivers' perceptions on their own driving and self......-regulation or driver stress and self-regulation behaviour, and possible gender differences in these, have not been obtained in previous studies. The aim of the present study was to gain a better understanding of older drivers' self-regulatory driving and the motivators behind this behaviour, by placing this behaviour...... and avoidance than situations related to infrastructure, and women were more likely to report discomfort and avoidance of driving situations. The results suggest that older drivers generally show good self-judgement of changes in their driving skills and acknowledge the different types of skills comprised...

Strategic Control in Decision Making under Uncertainty

Science.gov (United States)

Venkatraman, Vinod; Huettel, Scott

2012-01-01

Complex economic decisions – whether investing money for retirement or purchasing some new electronic gadget – often involve uncertainty about the likely consequences of our choices. Critical for resolving that uncertainty are strategic meta-decision processes, which allow people to simplify complex decision problems, to evaluate outcomes against a variety of contexts, and to flexibly match behavior to changes in the environment. In recent years, substantial research implicates the dorsomedial prefrontal cortex (dmPFC) in the flexible control of behavior. However, nearly all such evidence comes from paradigms involving executive function or response selection, not complex decision making. Here, we review evidence that demonstrates that the dmPFC contributes to strategic control in complex decision making. This region contains a functional topography such that the posterior dmPFC supports response-related control while the anterior dmPFC supports strategic control. Activation in the anterior dmPFC signals changes in how a decision problem is represented, which in turn can shape computational processes elsewhere in the brain. Based on these findings, we argue both for generalized contributions of the dmPFC to cognitive control, and for specific computational roles for its subregions depending upon the task demands and context. We also contend that these strategic considerations are also likely to be critical for decision making in other domains, including interpersonal interactions in social settings. PMID:22487037

Temporal Dynamics of the Driving Factors of Urban Landscape Change of Addis Ababa During the Past Three Decades.

Science.gov (United States)

Zewdie, Meskerem; Worku, Hailu; Bantider, Amare

2018-01-01

Mapping and quantifying urban landscape dynamics and the underlying driving factors are crucial for devising appropriate policies, especially in cities of developing countries where the change is rapid. This study analyzed three decades (1984-2014) of land use land cover change of Addis Ababa using Landsat imagery and examined the underlying factors and their temporal dynamics through expert interview using Analytic Hierarchy Process (AHP). Classification results revealed that urban area increased by 50%, while agricultural land and forest decreased by 34 and 16%, respectively. The driving factors operated differently during the pre and post-1991 period. The year 1991 was chosen because it marked government change in the country resulting in policy change. Policy had the highest influence during the pre-1991 period. Land use change in this period was associated with the housing sector as policies and institutional setups were permissive to this sector. Population growth and in-migration were also important factors. Economic factors played significant role in the post-1991 period. The fact that urban land has a market value, the growth of private investment, and the speculated property market were among the economic factors. Policy reforms since 2003 were also influential to the change. Others such as accessibility, demography, and neighborhood factors were a response to economic factors. All the above-mentioned factors had vital role in shaping the urban pattern of the city. These findings can help planners and policymakers to better understand the dynamic relationship of urban land use and the driving factors to better manage the city.

Temporal Dynamics of the Driving Factors of Urban Landscape Change of Addis Ababa During the Past Three Decades

Science.gov (United States)

Zewdie, Meskerem; Worku, Hailu; Bantider, Amare

2018-01-01

Mapping and quantifying urban landscape dynamics and the underlying driving factors are crucial for devising appropriate policies, especially in cities of developing countries where the change is rapid. This study analyzed three decades (1984-2014) of land use land cover change of Addis Ababa using Landsat imagery and examined the underlying factors and their temporal dynamics through expert interview using Analytic Hierarchy Process (AHP). Classification results revealed that urban area increased by 50%, while agricultural land and forest decreased by 34 and 16%, respectively. The driving factors operated differently during the pre and post-1991 period. The year 1991 was chosen because it marked government change in the country resulting in policy change. Policy had the highest influence during the pre-1991 period. Land use change in this period was associated with the housing sector as policies and institutional setups were permissive to this sector. Population growth and in-migration were also important factors. Economic factors played significant role in the post-1991 period. The fact that urban land has a market value, the growth of private investment, and the speculated property market were among the economic factors. Policy reforms since 2003 were also influential to the change. Others such as accessibility, demography, and neighborhood factors were a response to economic factors. All the above-mentioned factors had vital role in shaping the urban pattern of the city. These findings can help planners and policymakers to better understand the dynamic relationship of urban land use and the driving factors to better manage the city.

An agent-based approach equipped with game theory. Strategic collaboration among learning agents during a dynamic market change in the California electricity crisis

Energy Technology Data Exchange (ETDEWEB)

Sueyoshi, Toshiyuki [Department of Management, New Mexico Institute of Mining and Technology, Socorro, NM 87801 (United States); Department of Industrial and Information Management, National Cheng Kung University, Tainan (China)

2010-09-15

An agent-based approach is a numerical (computer-intensive) method to explore the complex characteristics and dynamics of microeconomics. Using the agent-based approach, this study investigates the learning speed of traders and their strategic collaboration in a dynamic market change of electricity. An example of such a market change can be found in the California electricity crisis (2000-2001). This study incorporates the concept of partial reinforcement learning into trading agents and finds that they have two learning components: learning from a dynamic market change and learning from collaboration with other traders. The learning speed of traders becomes slow when a large fluctuation occurs in the power exchange market. The learning speed depends upon the type of traders, their learning capabilities and the fluctuation of market fundamentals. The degree of collaboration among traders gradually reduces during the electricity crisis. The strategic collaboration among traders is examined by a large simulator equipped with multiple learning capabilities. (author)

An agent-based approach equipped with game theory. Strategic collaboration among learning agents during a dynamic market change in the California electricity crisis

International Nuclear Information System (INIS)

Sueyoshi, Toshiyuki

2010-01-01

An agent-based approach is a numerical (computer-intensive) method to explore the complex characteristics and dynamics of microeconomics. Using the agent-based approach, this study investigates the learning speed of traders and their strategic collaboration in a dynamic market change of electricity. An example of such a market change can be found in the California electricity crisis (2000-2001). This study incorporates the concept of partial reinforcement learning into trading agents and finds that they have two learning components: learning from a dynamic market change and learning from collaboration with other traders. The learning speed of traders becomes slow when a large fluctuation occurs in the power exchange market. The learning speed depends upon the type of traders, their learning capabilities and the fluctuation of market fundamentals. The degree of collaboration among traders gradually reduces during the electricity crisis. The strategic collaboration among traders is examined by a large simulator equipped with multiple learning capabilities. (author)

How Firms Substitute for Authority in Strategic Decision-Making

DEFF Research Database (Denmark)

Dobrajska, Magdalena; Billinger, Stephan; Becker, Markus C.

Strategic decisions are often made by multiple organizational members who form decision-making structures specialized for a given strategic decision. We study a series of strategic decisions in a business unit of a global Fortune 500 firm, identifying for each decision the hierarchical...... takes place in response to changes in decision characteristics, including decision complexity, decision importance, CEO proximity, and the degree to which a decision is routine. We show various manifestations of the substitution mechanism and discuss implications for strategic decision-making....... and departmental positions of all participating organizational members. We find that firms substitute between different structural components in decision-making structures to combine hierarchical authority with cross-departmental coordination and redundant knowledge. This substitution between structural components...

Resolving the Strategy Paradox Applying the Strategic Flexibility: A Case Study of PT BNI Life Insurance

Directory of Open Access Journals (Sweden)

Endah Widati

2012-04-01

Full Text Available Over decades, the business environment has changed dramatically as it has been affected by the changing of environmental needs and demand. The difference level of environmental turbulence characteristics will create new business competitive landscape for all companies in any industries. Environmental turbulence is also marked by dynamics, complexity and unpredictability business environment. In such a situation, a company will be difficult to adapt the environmental changes. In a turbulent environment, a company is demanded to be able to adapt. Many researchers argue that in a turbulent environment, a company is not only demanded for having adaptive ability but also flexible ability either structural, operational or strategic. The fast pace of environmental changes provide managers unpredictable outcomes of their strategic alternative or strategic commitment. This collision of strategic commitment and strategic uncertainty is causing what Raynor (2007 named as the strategy paradox. Every company can be a victim of the strategy paradox if they cannot align their strategy with the environmental changes. Raynor (2007 pointed out that one of the ways to resolve strategy paradox is implementing strategic flexibility in term of ex ante action (proactive actions. One of the industries in Indonesia that also experiences the turbulent environment is insurance industry. This study examines and investigates the strategic flexibility as a way to resolve strategy paradox at PT BNI Life Insurance.

Selection for social signalling drives the evolution of chameleon colour change.

Directory of Open Access Journals (Sweden)

Devi Stuart-Fox

2008-01-01

Full Text Available Rapid colour change is a remarkable natural phenomenon that has evolved in several vertebrate and invertebrate lineages. The two principal explanations for the evolution of this adaptive strategy are (1 natural selection for crypsis (camouflage against a range of different backgrounds and (2 selection for conspicuous social signals that maximise detectability to conspecifics, yet minimise exposure to predators because they are only briefly displayed. Here we show that evolutionary shifts in capacity for colour change in southern African dwarf chameleons (Bradypodion spp. are associated with increasingly conspicuous signals used in male contests and courtship. To the chameleon visual system, species showing the most dramatic colour change display social signals that contrast most against the environmental background and amongst adjacent body regions. We found no evidence for the crypsis hypothesis, a finding reinforced by visual models of how both chameleons and their avian predators perceive chameleon colour variation. Instead, our results suggest that selection for conspicuous social signals drives the evolution of colour change in this system, supporting the view that transitory display traits should be under strong selection for signal detectability.

Departure Queue Prediction for Strategic and Tactical Surface Scheduler Integration

Science.gov (United States)

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.

The effective strategic leadership in the global competitive environment

OpenAIRE

Miceski, Trajko

2012-01-01

This paper focuses on strategic leadership and its importance as a potential source of competitive advantage in today's era of globalization. Strategic leadership can be defined as ability to: influence without coercion, prediction, vision, maintaining flexibility, anticipation of positive change, mobilizing and effectuation of human resources and many other activities that allow the company to the forefront in the global competitive environment.

The Dynamics of Strategic Decision-Making

DEFF Research Database (Denmark)

Andersen, Torben Juul; Bresser, Rudi K. F.; Hallin, Carina Antonia

Effective strategy-making in turbulent industries needs current insights that can inform ongoing decisions around adaptive strategic moves. Frontline employees involved in the daily business transactions are the first to see the subtle changes not otherwise observed by top managers. Top management...... with dominant logics anchored in previous business contexts usually receive updated information from performance reports for prior periods. All the while, we discern a human inclination linked to the position of power where managers subconsciously discard updated information from frontline employees. We present...... an experiment to investigate these effects and discuss the implications for strategic response capabilities among firms....

Strategic solid waste management in cities in Japan

International Nuclear Information System (INIS)

Tanaka, M.

2005-01-01

SWM (Solid Waste Management) systems have always been compatible with the societal need at every point of time. In 1950's it was oriented towards maintaining public health standards mainly to control infectious diseases. While in 1970's energy generation was considered as the vital aspect of the system. In 1990's reduction in waste generation and recycling were officially incorporated in the waste management regulation. By enacting basic law in 2000 A.D.; the society is poised to become a recycling based society in its drive towards sustainable society. The document explain the actual solid waste strategic management, and related issues, in Japan [it

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...

Some Considerations regarding Strategy and Strategic Management in Romanian Insurance Sector

OpenAIRE

Cristina PROTOPOPESCU; Anca-Mihaela TEAU; Sorin Gabriel GRESOI

2012-01-01

Over the last decade, the external environment of insurance sector had significantly changed, becoming very instable and complex. In these circumstances, we believe that the proper managerial approach, not only for anticipating the future problems, opportunities and threats but also to improve profitability, is the strategic management. In this paper we present the concept of strategy and the differences between strategy and strategic management. We also present a strategic management model f...

IT Strategic Planning Workshops Develop Long-Term Goals | Poster

Science.gov (United States)

As part of NCI’s Research IT Strategic Planning efforts, a workshop was held on the NIH main campus in June. The main purpose of the workshop was to discuss ways to better integrate IT and informatics throughout NCI, and develop specific, high-level goals and related objectives that will drive the direction of IT and informatics support over the next five years. The initiative to integrate NCI’s IT and informatics is a collaboration between the Center for Biomedical Informatics and Information Technology (CBIIT), Office of Scientific Operations, Data Management Services, and the IT Operations Group.

Effective strategic leadership: Balancing roles during church ...

African Journals Online (AJOL)

Effective strategic leadership: Balancing roles during church transitions. ... a substantive grounded theory of organisational change and leadership, particularly focusing on the manifestation and management of organisation inertia in churches ...

Correspondence between Simulator and On-Road Drive Performance: Implications for Assessment of Driving Safety.

Science.gov (United States)

Aksan, Nazan; Hacker, Sarah D; Sager, Lauren; Dawson, Jeffrey; Anderson, Steven; Rizzo, Matthew

2016-03-01

Forty-two younger (Mean age = 35) and 37 older drivers (Mean age = 77) completed four similar simulated drives. In addition, 32 younger and 30 older drivers completed a standard on-road drive in an instrumented vehicle. Performance in the simulated drives was evaluated using both electronic drive data and video-review of errors. Safety errors during the on-road drive were evaluated by a certified driving instructor blind to simulator performance, using state Department of Transportation criteria. We examined the degree of convergence in performance across the two platforms on various driving tasks including lane change, lane keeping, speed control, stopping, turns, and overall performance. Differences based on age group indicated a pattern of strong relative validity for simulator measures. However, relative rank-order in specific metrics of performance suggested a pattern of moderate relative validity. The findings have implications for the use of simulators in assessments of driving safety as well as its use in training and/or rehabilitation settings.

Strategic plan for the development of IAEA safeguards equipment

International Nuclear Information System (INIS)

Khlebnikov, N.

2001-01-01

Full text: The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System (PPAS) performed on the Equipment Development Project in 1999. The Department of Safeguards prepared at the end of 2000 a 5-year Strategic Plan to identify the changes and improvements expected to take place over the 2001-2005 period. Those Strategic Objectives were supposed to be used to properly plan IAEA Safeguards activities and define appropriate and coherent R and D programmes. The present paper describes the strategic directions that the IAEA will follow in the area of equipment development in order to meet the Safeguards Department long-term objectives for 2001-2005. The paper, which is derived from the IAEA Strategic Equipment Development Plan, prepared by the Division of Technical Support, includes two parts: general principles and policies applicable to all equipment development tasks; specific strategic guidance. The paper will not describe the detailed plans which are prepared based on the strategic plan on a biannual basis. Equipment development activities have been divided in five major projects (NDA, Seals, Surveillance, Unattended Monitoring and Remote Monitoring). Strategic directions for each of these projects will be described in the paper. Separate sections will deal with equipment development strategic guidance in the area of additional protocol inspections, JNFL projects, illicit trafficking and Trilateral Initiative. (author)

Strategic alliances: a bibliometric analysis of scientific output between 1989 and 2008

Directory of Open Access Journals (Sweden)

Márcio Roberto Moran

2010-09-01

Full Text Available Organizing data from scientific outputs has been a powerful toll as it contributes to the continuity of research and development of a specific knowledge theme. The main purpose of this study, therefore, is to quantitatively analyze what occurred in the field of strategic alliances between 1989 and 2008. Relying on bibliometric techniques and literature, it has been found 66 key-words driving researchers to a variety of content about this topic. Moreover, two samples of articles from ISI Web of Knowledge and Scopus databases were built up with, respectively, 2.747 and 2.813 items. These samples allowed the identification of the most referred authors, articles and periodicals by scholars around the world. This research then becomes an important ally to the development of new ideas, concepts and prospects for approaches to strategic alliances.

Investigating the strategic antecedents of agility in humanitarian logistics.

Science.gov (United States)

L'Hermitte, Cécile; Brooks, Benjamin; Bowles, Marcus; Tatham, Peter H

2017-10-01

This study investigates the strategic antecedents of operational agility in humanitarian logistics. It began by identifying the particular actions to be taken at the strategic level of a humanitarian organisation to support field-level agility. Next, quantitative data (n=59) were collected on four strategic-level capabilities (being purposeful, action-focused, collaborative, and learning-oriented) and on operational agility (field responsiveness and flexibility). Using a quantitative analysis, the study tested the relationship between organisational capacity building and operational agility and found that the four strategic-level capabilities are fundamental building blocks of agility. Collectively they account for 52 per cent of the ability of humanitarian logisticians to deal with ongoing changes and disruptions in the field. This study emphasises the need for researchers and practitioners to embrace a broader perspective of agility in humanitarian logistics. In addition, it highlights the inherently strategic nature of agility, the development of which involves focusing simultaneously on multiple drivers. © 2017 The Author(s). Disasters © Overseas Development Institute, 2017.

Implementing Educational Technology in Higher Education: A Strategic Approach

Directory of Open Access Journals (Sweden)

Cynthia C. Roberts

2008-01-01

Full Text Available Although the move toward implementing technology in higher education is driven by an increasing number of competitors as well as student demand, there is still considerable resistance to embracing it. Adoption of technology requires more that merely installing a product. This paper outlines a framework for a strategic change process that can be utilized by educators for the purpose of the selection as well as successful implementation of educational technologies within their setting, in particular, online course management systems. The four steps of this process include strategic analysis, strategy making, strategic plan design, and strategic plan implementation. The choice to embrace a new system and the extent and speed of its implementation depends upon internal factors such as resources, organizational culture, faculty readiness, anticipated degree of resistance, and the degree of variance from the status quo. A case from the author’s experience provides one example of how the use of distance learning technology was strategically implemented.

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

What drives political commitment for nutrition? A review and framework synthesis to inform the United Nations Decade of Action on Nutrition.

Science.gov (United States)

Baker, Phillip; Hawkes, Corinna; Wingrove, Kate; Demaio, Alessandro Rhyl; Parkhurst, Justin; Thow, Anne Marie; Walls, Helen

2018-01-01

Generating country-level political commitment will be critical to driving forward action throughout the United Nations Decade of Action on Nutrition (2016-2025). In this review of the empirical nutrition policy literature, we ask: what factors generate, sustain and constrain political commitment for nutrition, how and under what circumstances? Our aim is to inform strategic 'commitment-building' actions. We adopted a framework synthesis method and realist review protocol. An initial framework was derived from relevant theory and then populated with empirical evidence to test and modify it. Five steps were undertaken: initial theoretical framework development; search for relevant empirical literature; study selection and quality appraisal; data extraction, analysis and synthesis and framework modification. 75 studies were included. We identified 18 factors that drive commitment, organised into five categories: actors; institutions; political and societal contexts; knowledge, evidence and framing; and, capacities and resources. Irrespective of country-context, effective nutrition actor networks, strong leadership, civil society mobilisation, supportive political administrations, societal change and focusing events, cohesive and resonant framing, and robust data systems and available evidence were commitment drivers. Low-income and middle-income country studies also frequently reported international actors, empowered institutions, vertical coordination and capacities and resources. In upper-middle-income and high-income country studies, private sector interference frequently undermined commitment. Political commitment is not something that simply exists or emerges accidentally; it can be created and strengthened over time through strategic action. Successfully generating commitment will likely require a core set of actions with some context-dependent adaptations. Ultimately, it will necessitate strategic actions by cohesive, resourced and strongly led nutrition actor

Strategic Information Resources Management: Fundamental Practices.

Science.gov (United States)

Caudle, Sharon L.

1996-01-01

Discusses six fundamental information resources management (IRM) practices in successful organizations that can improve government service delivery performance. Highlights include directing changes, integrating IRM decision making into a strategic management process, performance management, maintaining an investment philosophy, using business…

Automatic and strategic processes in advertising effects

DEFF Research Database (Denmark)

Grunert, Klaus G.

1996-01-01

, the retrieval of information, and provide a heuristic for brand evaluation. Strategic processes govern learning and inference formation. T relative importance of both types of processes will depend on product involvement. The distinction of these two types of processes leads to some conclusions which...... are at variance with current notions about advertising effects. For example, the att span problem will be relevant only for strategic processes, not for automatic processes, a certain amount of learning can occur with very little conscious effort, and advertising's effect on brand evaluation may be more stable......Two kinds of cognitive processes can be distinguished: Automatic processes, which are mostly subconscious, are learned and changed very slowly, and are not subject to the capacity limitations of working memory, and strategic processes, which are conscious, are subject to capacity limitations...

Driving change

International Nuclear Information System (INIS)

Garron, N.

2008-01-01

Cities have an extraordinary responsibility and motivation to act on climate change. They consume three quarters of the world's energy and are responsible for four fifths of its carbon dioxide emissions. They are also highly vulnerable to the resulting impacts of climate change: to take one example, about 20 of the world's 30 largest cities, London included, stand on low lying coasts. They also have great opportunities. Concentrating people and activities at high densities, they can use energy, materials and land efficiently. They are the places where high level, knowledge-based activities congregate, with the expertise to tackle climate change. Many are the drivers of their national economies. Five US cities - New York, Los Angeles, Chicago, Boston and Philadelphia - together constitute the world's fourth largest economy. Bangkok and Sao Paulo with just 10 per cent of their countries' populations, generate 40 per cent of national wealth. Innovation and progress in taking action on climate change action is most likely to be achieved in cities. Mayors and their municipalities have the powers and levers to reduce carbon emissions, and can show leadership in taking decisive and radical action. They control the development of land, have housing powers, and regulate - and often manage - transport. They have varying degrees of responsibility for collecting and processing waste and such other environmental infrastructure as energy and water. They own and manage buildings and vehicle fleets. And they have huge purchasing power. Although leadership from national governments is crucial in negotiating international agreements, setting frameworks and standards and providing fiscal and financial incentives, cities must lead when it comes to practical action on the ground. All over the world, city governments are taking their own initiatives, recognising the need to cooperate across national and international boundaries. Almost one thousand municipalities have made substantial

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

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.

An advanced pitch change mechanism incorporating a hybrid traction drive

Science.gov (United States)

Steinetz, B. M.; Loewenthal, S. H.; Sargisson, D. F.; White, G.

1984-01-01

A design of a propeller pitch control mechanism is described that meets the demanding requirements of a high-power, advanced turboprop. In this application, blade twisting moment torque can be comparable to that of the main reduction gearbox output: precise pitch control, reliability and compactness are all at a premium. A key element in the design is a compact, high-ratio hybrid traction drive which offers low torque ripple and high torsional stiffness. The traction drive couples a high speed electric motor/alternator unit to a ball screw that actuates the blade control links. The technical merits of this arrangement and the performance characteristics of the traction drive are discussed.

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.

Strategic control in decision-making under uncertainty.

Science.gov (United States)

Venkatraman, Vinod; Huettel, Scott A

2012-04-01

Complex economic decisions - whether investing money for retirement or purchasing some new electronic gadget - often involve uncertainty about the likely consequences of our choices. Critical for resolving that uncertainty are strategic meta-decision processes, which allow people to simplify complex decision problems, evaluate outcomes against a variety of contexts, and flexibly match behavior to changes in the environment. In recent years, substantial research has implicated the dorsomedial prefrontal cortex (dmPFC) in the flexible control of behavior. However, nearly all such evidence comes from paradigms involving executive function or response selection, not complex decision-making. Here, we review evidence that demonstrates that the dmPFC contributes to strategic control in complex decision-making. This region contains a functional topography such that the posterior dmPFC supports response-related control, whereas the anterior dmPFC supports strategic control. Activation in the anterior dmPFC signals changes in how a decision problem is represented, which in turn can shape computational processes elsewhere in the brain. Based on these findings, we argue for both generalized contributions of the dmPFC to cognitive control, and specific computational roles for its subregions depending upon the task demands and context. We also contend that these strategic considerations are likely to be critical for decision-making in other domains, including interpersonal interactions in social settings. © 2012 The Authors. European Journal of Neuroscience © 2012 Federation of European Neuroscience Societies and Blackwell Publishing Ltd.

Best practices: Strategic stigma change (SSC): five principles for social marketing campaigns to reduce stigma.

Science.gov (United States)

Corrigan, Patrick W

2011-08-01

This column describes strategic stigma change (SSC), which comprises five principles and corresponding practices developed as a best practice to erase prejudice and discrimination associated with mental illness and promote affirming behaviors and social inclusion. SSC principles represent more than ten years of insights from the National Consortium on Stigma and Empowerment. The principles, which are centered on consumer contact that is targeted, local, credible, and continuous, were developed to inform the growth of large-scale social marketing campaigns supported by governments and nongovernmental organizations. Future social marketing efforts to address stigma and the need for evidence to determine SSC's penetration and impact are also discussed.

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

A Selected Bibliography: Human Dimensions of Strategic Leadership

National Research Council Canada - National Science Library

Bey, Jacqueline

2002-01-01

Partial contents: Human Dimensions of Strategic Leadership, Critical/Creative/ Systems Thinking, Leading and Managing Change, Military Culture and Organizational Climate, Civil-Military Relations, Negotiation, Combat...

Mercedes-Benz’s lancering af B-class Electric Drive på det danske marked: Mercedes-Benz release of B-Class Electric Drive on the Danish Mar-ket.

OpenAIRE

Nygaard, Rasmus; Steffen, Emil Saaby; Johansen, Ulrik Vingaard; Nielsson, Emil Bak; Kristoffersen, Christian Engelbrecht

2014-01-01

Abstract This thesis analyzes the challenges of Mercedes-Benz’s initiative to introduce the B-Class Electric Drive to the Danish market. Specifically, it identifies and suggests how Mercedes-Benz can overcome these challenges on a strategic level. One of the biggest areas of concern and challenge in the electric vehicle market, is the lack of confidence in the existing technology. Specifically, the concern surrounds the cars dependence on recharging stations, recharging time and the connectio...

Risky driving behaviors in Tehran, Iran.

Science.gov (United States)

Shams, Mohsen; Rahimi-Movaghar, Vafa

2009-03-01

Iran has one of the highest fatality rates due to road traffic crashes (RTC) in the world. The disability adjusted life years (DALYs) for RTC in Iran is more than 1,300,000 years, which is more than that for any other disease such as cardiovascular or cancer. We evaluated risky driving behaviors in Tehran, the capital of Iran. A retrospective analysis was conducted based on the data obtained from the Tehran Police Safety Driving Department. Offenses and crashes were studied in different municipal districts in Tehran from March 2006 to March 2007. The inclusion criteria were risky driving behaviors fined by the police. Nonbehavioral offences were excluded. There were 3,821,798 offenses in Tehran. Not wearing a seat belt was the most common (59%) example of risky driving behavior, followed by tailgating, not wearing motorcycle helmets, talking on the cell phone while driving, overtaking from the wrong side, speeding, not driving between the lanes, weaving in and out of traffic, left deviation, and changing lanes without signals. The most common causes of RTC in Tehran are speeding, overtaking from the wrong side, and the rapid changing of driving lanes. The study factors effective in preventing risky driving behaviors in Tehran is recommended. The consideration of specific characteristics of the municipal districts is necessary to reduce risky driving behaviors.

Greater Sudbury fuel efficient driving handbook

Energy Technology Data Exchange (ETDEWEB)

NONE

2009-12-15

Reducing the amount of fuel that people use for personal driving saves money, improves local air quality, and reduces personal contributions to climate change. This handbook was developed to be used as a tool for a fuel efficient driving pilot program in Greater Sudbury in 2009-2010. Specifically, the purpose of the handbook was to provide greater Sudbury drivers with information on how to drive and maintain their personal vehicles in order to maximize fuel efficiency. The handbook also provides tips for purchasing fuel efficient vehicles. It outlines the benefits of fuel maximization, with particular reference to reducing contributions to climate change; reducing emissions of air pollutants; safe driving; and money savings. Some tips for efficient driving are to avoid aggressive driving; use cruise control; plan trips; and remove excess weight. Tips for efficient winter driving are to avoid idling to warm up the engine; use a block heater; remove snow and ice; use snow tires; and check tire pressure. The importance of car maintenance and tire pressure was emphasized. The handbook also explains how fuel consumption ratings are developed by vehicle manufacturers. refs., figs.

Aikido: a model for brief strategic therapy.

Science.gov (United States)

Saposnek, D T

1980-09-01

Building on Watzlawick's observations of certain similarities between judo and brief strategic therapy, this paper develops theoretic and pragmatic parallels between brief strategic therapy and a sophisticated martial art system, Aikido. After presenting the contextual similarities of the two conceptual systems as parallel "challenges" to the therapist and Aikidoist to effect change, the similarities in basic principles of practice are presented. The similarities in the philosophical and attitudinal positions of these conceptual systems are then delineated, followed by a case example that integrates the various concepts in the paper.

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.

Proactive vs. reactive car driving: EEG evidence for different driving strategies of older drivers

Science.gov (United States)

Wascher, Edmund; Getzmann, Stephan

2018-01-01

Aging is associated with a large heterogeneity in the extent of age-related changes in sensory, motor, and cognitive functions. All these functions can influence the performance in complex tasks like car driving. The present study aims to identify potential differences in underlying cognitive processes that may explain inter-individual variability in driving performance. Younger and older participants performed a one-hour monotonous driving task in a driving simulator under varying crosswind conditions, while behavioral and electrophysiological data were recorded. Overall, younger and older drivers showed comparable driving performance (lane keeping). However, there was a large difference in driving lane variability within the older group. Dividing the older group in two subgroups with low vs. high driving lane variability revealed differences between the two groups in electrophysiological correlates of mental workload, consumption of mental resources, and activation and sustaining of attention: Older drivers with high driving lane variability showed higher frontal Alpha and Theta activity than older drivers with low driving lane variability and—with increasing crosswind—a more pronounced decrease in Beta activity. These results suggest differences in driving strategies of older and younger drivers, with the older drivers using either a rather proactive and alert driving strategy (indicated by low driving lane variability and lower Alpha and Beta activity), or a rather reactive strategy (indicated by high driving lane variability and higher Alpha activity). PMID:29352314

Driving things

DEFF Research Database (Denmark)

Nevile, Maurice Richard

2015-01-01

I explore how participants organise involvement with objects brought into the car, relative to the demands of driving and social activity. Objects in cars commonly include phones or other technologies, food, body care products, texts, clothing, bags and carry items, toys, and even animals...... 2004, Haddington et al. 2012). I focus here especially on how the practical and interactional work of locating, seeing, placing, handling, hearing, and relinquishing, is ordered and accomplished relative to the emerging and contingent demands of both driving and social participation......, such that involvement with objects is constituted as secondary to driving in a multiactivity setting (e.g. Haddington et al. 2014). We see how events with, for, of, and even by objects can occur as predictable, planned and even designed for (e.g. changing glasses, applying body lotion), or might be unexpected...

Topographic changes and their driving factors after 2008 Wenchuan Earthquake

Science.gov (United States)

Li, C.; Wang, M.; Xie, J.; Liu, K.

2017-12-01

The Wenchuan Ms 8.0 Earthquake caused topographic change in the stricken areas because of the formation of numerous coseismic landslides. The emergence of new landslides and debris flows and movement of loose materials under the driving force of heavy rainfall could further shape the local topography. Dynamic topographic changes in mountainous areas stricken by major earthquakes have a strong linkage to the development and occurrence of secondary disasters. However, little attention has been paid to continuously monitoring mountain environment change after such earthquakes. A digital elevation model (DEM) is the main feature of the terrain surface, in our research, we extracted DEM in 2013 and 2015 of a typical mountainous area severely impacted by the 2008 Wenchuan earthquake from the ZY-3 stereo pair images with validation by field measurement. Combined with the elevation dataset in 2002 and 2010, we quantitatively assessed elevation changes in different years and qualitatively analyzed spatiotemporal variation of the terrain and mass movement across the study area. The results show that the earthquake stricken area experienced substantial elevation changes caused by seismic forces and subsequent rainfalls. Meanwhile, deposits after the earthquake are mainly accumulated on the river-channels and mountain ridges and deep gullies which increase the risk of other geo-hazards. And the heavy rainfalls after the earthquake have become the biggest driver of elevation reduction, which overwhelmed elevation increase during the major earthquake. Our study provided a better understanding of subsequent hazards and risks faced by residents and communities stricken by major earthquakes.

The Role Of Determining Strategic Direction On Not-For-Profit Organizational Performance In Nairobi County In Kenya

Directory of Open Access Journals (Sweden)

Daniel Mwendwa Kitonga

2015-08-01

Full Text Available This paper sought to examine the link between strategic leaders practice of determining strategic direction and organizational performance. An embedded mixed method research assessing the impact of strategic leadership variable determining strategic direction and organizational performance was completed by managers representing 328 not-for-profit organizations in Nairobi County in Kenya. The study established a significant positive relationship between determining strategic direction and organizational performance. The results found r value of 0.676 and r2 value of 0.457 that is 45.7 of corresponding change in the organizational performance of not-for-profits for every change is explained by the predictor variables. The findings demonstrate that if not-for-profit leaders clearly determine the organizations strategic direction they are likely to improve their organizational performance significantly. This paper examined how determining strategic direction strategic planning in not-for-profit organizations in Nairobi County in Kenya. Future research that seeks to replicate these findings is recommended. This paper proposes the study of determining strategic direction strategic planning as way of improving strategic leadership practices hence enhancing not-for-profit organizational performance.

How do we Take Care of Strategic Alignment?

DEFF Research Database (Denmark)

Simonsen, Jesper

1999-01-01

The article reviews the concept of ‘strategic alignment’ and presents the critique by Ciborra in SJIS (Vol. 9, No. 1) entitled “De profundis? Deconstructing the concept of strategic alignment”. We present a design approach that suggests how designers, conducting design projects in a specific orga...... environmental conditions, business strategies, and plans for IT are changing and hence challenge traditional approaches to strategic alignment. The results from the design project are described and related to IS literature and to Ciborra’s article.......The article reviews the concept of ‘strategic alignment’ and presents the critique by Ciborra in SJIS (Vol. 9, No. 1) entitled “De profundis? Deconstructing the concept of strategic alignment”. We present a design approach that suggests how designers, conducting design projects in a specific...... organization, can take care of and ensure that the design of IT is appropriately aligned with the organization’s overall business strategy. We describe a design project using this approach. The project presented took place in a small public organization. Focusing on alignment as part of the design process had...

Windy Prospects: An approach to strategic foresight in the global wind turbine industry

OpenAIRE

Wied, Morten

2007-01-01

This report explores the forces of change which will influence the competitive environment of the wind turbine industry over the coming decade. It further explores the strategic consequences of such change for wind turbine manufacturers and investigates possibilities for adaptation, pre-emption and early warning. This report explores the forces of change which will influence the competitive environment of the wind turbine industry over the coming decade. It further explores the strategic c...

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

Deregulation and privatization in Argentina: the effects in the strategic repositioning of YPF

International Nuclear Information System (INIS)

Teixeira Carneiro, J.M.; Moutinho Dos Santos, E.

1999-01-01

This is the last article that the authors dedicate to the study of the global oil competition game adopting the theoretical tools proposed by Michael Porter. The paper describes the changes on the competitive strategy and strategic positioning of Argentinean YPF before and after privatization. Starting by a general description of the competitive environment in Argentina before 1990, it is introduced the initial strategic positioning of YPF. Then, the authors analyze the changes on the industry structure and on YPF's strategic positioning after privatization. Both the upstream and the downstream side of the industry are considered. (authors)

Strategic Design as Agile Driver in Innovating SME´s

DEFF Research Database (Denmark)

Ludvigsen, Martin; Rasmussen, Jørgen

2012-01-01

of strategic design must be based on actual ongoing processes in live business cases in order to be relevant to a wider audience. The value of purely speculative strategic design research reflections is diminishing as the research field is maturing and solidifying. The work reported in this paper highly......Strategic Design as Agile Driver in Innovating SME´s Poster-paper abstract, DMI2012 conference Martin Ludvigsen and Jørgen Rasmussen Aarhus School of Architecture, Department of Design Nørreport 20, 8000 Aarhus C, Denmark martin.ludvigsen@aarch.dk, jorgen.rasmussen@aarch.dk The paper reports...... on the last four years of research into strategic design (SD) at Aarhus School of Architecture, Denmark. Under the heading of organizational change and business development through design and user driven value identification, the authors have conducted a range of practice-based SD research projects engaging...

The significance of structural power in Strategic Environmental Assessment

DEFF Research Database (Denmark)

Hansen, Anne Merrild; Kørnøv, Lone; Cashmore, Matthew Asa

2013-01-01

, that actors influence both outcome and frames for strategic decision making and attention needs to be on not only the formal interactions between SEA process and strategic decision-making process but also on informal interaction and communication between actors. The informal structures shows crucial...... to the outcome of the decision-making process. The article is meant as a supplement to the understanding of power dynamics influence in IA processes emphasising the capacity of agents to mobilise and create change. Despite epistemological challenges of using ST theory as an approach to power analysis, this meta......This article presents a study of how power dynamics enables and constrains the influence of actors upon decision-making and Strategic Environmental Assessment (SEA). Based on Anthony Giddens structuration theory (ST), a model for studying power dynamics in strategic decision-making processes...

Analyzing Strategic Business Rules through Simulation Modeling

Science.gov (United States)

Orta, Elena; Ruiz, Mercedes; Toro, Miguel

Service Oriented Architecture (SOA) holds promise for business agility since it allows business process to change to meet new customer demands or market needs without causing a cascade effect of changes in the underlying IT systems. Business rules are the instrument chosen to help business and IT to collaborate. In this paper, we propose the utilization of simulation models to model and simulate strategic business rules that are then disaggregated at different levels of an SOA architecture. Our proposal is aimed to help find a good configuration for strategic business objectives and IT parameters. The paper includes a case study where a simulation model is built to help business decision-making in a context where finding a good configuration for different business parameters and performance is too complex to analyze by trial and error.

Overview of the US Strategic National Stockpile

International Nuclear Information System (INIS)

Adams, S.

2009-01-01

The CBMTS community last received an overview of the United States Strategic National Stockpile in Dubrovnik during the Spring of 2001. The events that occurred later that year and the ensuing response have resulted in a dramatic expansion of both the scope and complexity of the Strategic National Stockpile. These changes are seen not only in the scope of the Materiel holdings which have grown by several orders of magnitude, but in the increasingly complex operational designs which can rapidly bring the materiel to bear in a clinically relevant time frame. Mr. Adams, Deputy Director of the program from the time of its 1999 inception, will provide a detailed overview of the current program highlighting many of the changes and evolutions which have occurred during the past 8 years.(author)

New, strategic outsourcing models to meet changing clinical development needs

Directory of Open Access Journals (Sweden)

Janet Jones

2010-01-01

Full Text Available The impact of increasing clinical costs and the need for more data to support higher efficacy demands and overcome regulatory hurdles for market entry means that every Company is faced with the challenge of how to do more with a smaller budget. As budgets get squeezed the pharmaceutical Industry has been looking at how to contain or reduce cost and support an increased number of projects. With the growing sophistication of outsourcing, this is an increasingly important area of focus. Some Pharmaceutical Companies have moved from tactical, case by case, outsourcing to new, more strategic relationships, which involve outsourcing functions that were historically held as core pharmaceutical functions. An increasing number of Sponsors are looking at strategic relationships which are based on more creative outsourcing approaches. As the need and sophistication of these outsourcing models and the sponsors / CROs involved in them, these approaches are becoming more transformational and need to be based on a strong partnership. Lessons learned from working with sponsors in a partnership model have been examined and two key challenges addressed in detail: the need for bilateral central control though a strong governance model and the importance of early planning and commitment.

New, strategic outsourcing models to meet changing clinical development needs.

Science.gov (United States)

Jones, Janet; Minor, Michael

2010-04-01

The impact of increasing clinical costs and the need for more data to support higher efficacy demands and overcome regulatory hurdles for market entry means that every Company is faced with the challenge of how to do more with a smaller budget. As budgets get squeezed the pharmaceutical Industry has been looking at how to contain or reduce cost and support an increased number of projects. With the growing sophistication of outsourcing, this is an increasingly important area of focus. Some Pharmaceutical Companies have moved from tactical, case by case, outsourcing to new, more strategic relationships, which involve outsourcing functions that were historically held as core pharmaceutical functions. An increasing number of Sponsors are looking at strategic relationships which are based on more creative outsourcing approaches. As the need and sophistication of these outsourcing models and the sponsors / CROs involved in them, these approaches are becoming more transformational and need to be based on a strong partnership. Lessons learned from working with sponsors in a partnership model have been examined and two key challenges addressed in detail: the need for bilateral central control though a strong governance model and the importance of early planning and commitment.

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 Entry Deterrence Modeling: Literature Review

Directory of Open Access Journals (Sweden)

D. A. Seliverstov

2017-01-01

Full Text Available The prime focus in this article is on key findings concerning theoretical aspects of strategic behavior by incumbents to deter market entry of new firms. The author summarizes main lines of scientific research in the topic which give an insight into the patterns of the incumbent’s impact on the behavior of the entrants, the entry deterrence instruments and the consequences of these actions. Today the free entry markets are considered to be a rare phenomenon. The market entry of new firms is associated with significant entry costs, which allow the incumbents to take advantage of their dominant position and derive positive economic profits. In case of entry threat by potential competitors the incumbents take strategic actions aimed at deterring entry and preserving their dominant position. Among the most efficient strategic actions one can emphasize the erection of additional barriers to entry for the newcomers through producing the limit output and price, investments in sunk assets, capacity expansion and product differentiation. Meanwhile by taking strategic actions the incumbents are not always trying to affect the entrant’s costs and profit directly, they often aim at changing the entrant’s expectations regarding future intentions of the incumbents to preserve dominant position.

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...

Cortical thickness of the dorsolateral prefrontal cortex predicts strategic choices in economic games.

Science.gov (United States)

Yamagishi, Toshio; Takagishi, Haruto; Fermin, Alan de Souza Rodrigues; Kanai, Ryota; Li, Yang; Matsumoto, Yoshie

2016-05-17

Human prosociality has been traditionally explained in the social sciences in terms of internalized social norms. Recent neuroscientific studies extended this traditional view of human prosociality by providing evidence that prosocial choices in economic games require cognitive control of the impulsive pursuit of self-interest. However, this view is challenged by an intuitive prosociality view emphasizing the spontaneous and heuristic basis of prosocial choices in economic games. We assessed the brain structure of 411 players of an ultimatum game (UG) and a dictator game (DG) and measured the strategic reasoning ability of 386. According to the reflective norm-enforcement view of prosociality, only those capable of strategically controlling their selfish impulses give a fair share in the UG, but cognitive control capability should not affect behavior in the DG. Conversely, we support the intuitive prosociality view by showing for the first time, to our knowledge, that strategic reasoning and cortical thickness of the dorsolateral prefrontal cortex were not related to giving in the UG but were negatively related to giving in the DG. This implies that the uncontrolled choice in the DG is prosocial rather than selfish, and those who have a thicker dorsolateral prefrontal cortex and are capable of strategic reasoning (goal-directed use of the theory of mind) control this intuitive drive for prosociality as a means to maximize reward when there are no future implications of choices.

Fuzzy Predictions for Strategic Decision Making

DEFF Research Database (Denmark)

Hallin, Carina Antonia; Andersen, Torben Juul; Tveterås, Sigbjørn

This article theorizes a new way to predict firm performance based on aggregation of sensing among frontline employees about changes in operational capabilities to update strategic action plans. We frame the approach in the context of first- and second-generation prediction markets and outline it...

Nonuniform Changes in the Distribution of Visual Attention from Visual Complexity and Action: A Driving Simulation Study.

Science.gov (United States)

Park, George D; Reed, Catherine L

2015-02-01

Researchers acknowledge the interplay between action and attention, but typically consider action as a response to successful attentional selection or the correlation of performance on separate action and attention tasks. We investigated how concurrent action with spatial monitoring affects the distribution of attention across the visual field. We embedded a functional field of view (FFOV) paradigm with concurrent central object recognition and peripheral target localization tasks in a simulated driving environment. Peripheral targets varied across 20-60 deg eccentricity at 11 radial spokes. Three conditions assessed the effects of visual complexity and concurrent action on the size and shape of the FFOV: (1) with no background, (2) with driving background, and (3) with driving background and vehicle steering. The addition of visual complexity slowed task performance and reduced the FFOV size but did not change the baseline shape. In contrast, the addition of steering produced not only shrinkage of the FFOV, but also changes in the FFOV shape. Nonuniform performance decrements occurred in proximal regions used for the central task and for steering, independent of interference from context elements. Multifocal attention models should consider the role of action and account for nonhomogeneities in the distribution of attention. © 2015 SAGE Publications.

The Role of Strategic Partnerships in the Internationalisation of Small Born Global Firms

Directory of Open Access Journals (Sweden)

Paweł Capik

2017-09-01

Full Text Available Objective: The article discusses motives driving the internationalisation of small born global firms and explores the role strategic partnerships play in the process. It argues that born globals are forced into international markets soon after their foundation due to limited domestic market capacity. Furthermore, they attempt to prevent competition on international markets and secure first mover advantages. Research Design & Methods: Based on primary data gathered in the course of interviews with founders and senior managers of British born globals operating in different industry sectors, the article offers new insights into the role of partnerships during early stages of internationalisation. Findings: The article reveals that beside serendipitous opportunities, the motivation and opportunity recognition of the founder/manager play a vital role in firms’ early internationalisation. Strategic partnerships appear to help born globals in overcoming resource constraints and their liability of newness and smallness. Also other factors, such as increasing brand recognition and the enhancement of the firm’s credibility motivate born globals to engage in strategic partnerships from an early stage. Implications & Recommendations: The research results lead to a conclusion that strategic partnerships are suitable only for a particular period of time, which begins shortly after the firm’s inception and ends when the born global firm becomes more established. Contribution & Value Added: The article provides novel understanding of the role of strategic partnerships play in the early internationalisation of born globals. Furthermore, it adds new insights into the evolution of such partnerships.

Strategic Leadership And Organizational Performance In Not-For-Profit Organizations In Nairobi County In Kenya

Directory of Open Access Journals (Sweden)

Daniel Mwendwa Kitonga

2015-08-01

Full Text Available This paper sought to examine the link between strategic leadership practices and organizational performance in not-for-profit organizations. A survey assessing strategic leadership practice and organizational performance was completed by managers representing 328 not-for-profit organizations in Nairobi County in Kenya. The study established a significant positive relationship between strategic leadership variables and organizational performance. The results found R value of 0.730 and R2 value of 0.532 that is 53.2 of corresponding change in the Organizational Performance of NFPs for every change explained by predictor variables. The findings demonstrate that if not-for-profit leaders use well the strategic leadership they are likely to improve their organizational performance significantly. This paper examined the practice of strategic leadership in not-for-profit organizations in Nairobi County in Kenya. Future research that seeks to replicate these findings is warranted. This paper proposes the study of strategic leadership as a way of enhancing not-for-profit organizational performance.

Strategic Planning and Public management Reform: The Case of Romania

Directory of Open Access Journals (Sweden)

Călin Emilian HINȚEA

2015-12-01

Full Text Available Strategic planning is an excellent tool that local governments can (and should use in order to deal effi ciently with change, which means that planning is an important aspect of public sector reform, arguably one of the defi ning elements of the public policy landscape for the past three decades (Pollitt and Bouckaert, 2011. Our main objective with this research is twofold: to analyze why and how local public administration uses strategic planning as a managerial tool for managing change (reform, and to identify whether the planning efforts display a specifi c reform pattern. We employed a quantitative methodology – online survey – to collect data on the strategic planning process at the local level in Romania, with a specifi c framework for the strategic profi le (Hinţea, 2015 and another three dimension model – NPM, NWS, NPG1 – for the reform component (Pollitt and Bouckaert, 2011. Our analysis indicates that over 70% of strategic planning efforts are done because it is a mandatory condition for accessing EU funds. Major issues concern implementation, monitoring and evaluation with only around a third of organizations having a formal body responsible for this. Although the process has mixed characteristics, NWS type elements are more common/preferred, while NPM seem least common/preferred by local authorities

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...

[Strategic management of hospitals in France: balance and perspectives].

Science.gov (United States)

Crémadez, Michel

2010-08-01

The strategic management was introduced in French hospitals in the late 80s, in a context of inefficiency and the need to control healthcare expenditure. This concept has inspired a series of government reforms, the organization and dynamics of hospitals and the mode of regulating the French health system, assuming a real change of professional culture. The changes in the economic context and in the finance of hospitals, the behavior of users, the population aging, the development of chronic diseases and increased competition, are the new challenges to be faced. The involvement of stakeholders is crucial and the strategic management, based on mobilizing these actors, is today, a method of administration particularly well adapted to the health area. This article aims to present the impact of the concept of strategic management in the evolution of French hospitals and the consequences of these developments on the outlook for the dissemination of strategic management in the health sector. To do so, it is examined the evolution of the French context until 2010, the new challenges that French hospitals must face and, finally, the consequences of these challenges on how to design services, manage the relationships between the actors of the health system and organize the operational functioning of hospitals.

Linking an agency strategic review to increase knowledge management: San Francisco County Human Service Agency.

Science.gov (United States)

Harrison, Lindsay

2012-01-01

Led by the agency director, the agency engaged in a Strategic Review, based on a comprehensive assessment of agency performance that identified strategies to improve organizational effectiveness through increased data-informed practice and knowledge management. The Strategic Review gathered information on staff perceptions, perceptions of external stakeholders, changing citywide and neighborhood demographics, policy mandates, and budget and workload issues. The need for the review was based upon multiple, substantial changes not addressed in the 2000 Strategic Plan, including the 2004 merger of the Department of Human Services and the Department of Aging and Adult Services, changes among the executive management team, transitions among key political entities, new policy mandates and changing budget allocations. This case study describes the Strategic Review process and content, summarizing key challenges and lessons related to addressing workload demands, fostering positive staff attitudes, balancing internal and external information needs, and integrating data use and planning processes across the agency. Copyright © Taylor & Francis Group, LLC

Strategic planning in an academic radiation medicine program.

Science.gov (United States)

Hamilton, J L; Foxcroft, S; Moyo, E; Cooke-Lauder, J; Spence, T; Zahedi, P; Bezjak, A; Jaffray, D; Lam, C; Létourneau, D; Milosevic, M; Tsang, R; Wong, R; Liu, F F

2017-12-01

In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations.

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...

Strategic Analysis the System of Long-term Management of Enterprise

Directory of Open Access Journals (Sweden)

I. T.

2017-02-01

Full Text Available he article is devoted research o f role of strategic analysis in management system of enterprise with parallel determination of change ofhim rich in contentfilling, objects, article, tasks and subjects, in the context o f development of social-economic relations. On the basis of analysis of economic literature certainly, that a strategic analysis is, at first, by independent direction of analytical research, that occupies a leading place on each of the stages of strategic management an enterprise and envisages rich in content description of economic subject, exposure o f features, tendencies, possible and impossible directions of its development for the sake of timely and adequate reaction on changes in the environment of its functioning and forming competitive edges that in a long-term prospect will provide increase o f business cost, and, secondly, informative providing, as engulfs the results of actions of all other functions o f management, is based on the facts o f their display, redoes and reproduces new state information and its place activity o f enterprise in an external environment for the sake o f construction o f strategy o f continuity o f activity of subject of menage. Differentiating o f objects, article, tasks and subjects of strategic analysis, is offered after three forms o f display as areas o f scientific knowledges, educational discipline and practical activity, and certainly, that basic setting of strategic analysis as areas of scientific knowledges are providing o f necessities of practice, that is why its article is an improvement and development of methodology. In accordance with the modern understanding of strategic analysis and for complete realization o f his functions the “tree o f tasks” o f strategic analysis activity o f subject of menage with a purpose determination of order of organization and development o f its method, construction of strategy o f development o f enterprise which will allow to form

IMPORTANCE OF STRATEGIC INFORMATION FOR DEVELOPMENT OF BC «BENETON» TREVISO

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Pavle Rubin

2010-09-01

Full Text Available The problem of this study comes from the fact that in the modern world full of turbulent changes and large number of information (or data, we need to recognize information that have strategic importance. Mentioned information should be used in problem solving approach and for creating competitive advantage. The aim was to determine the importance of strategic information used in basketball club "Beneton" Treviso development process. The concept of club development strategy was analyzed, and strategic plan formulation and implementation were presented. Study describes Beneton's way to the European top ( for a relatively short period of time, by using quality management and marketing practices, with full appreciation of strategic information.

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

76 FR 46756 - Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board

Science.gov (United States)

2011-08-03

... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board AGENCY: Department of Defense, Office of the Secretary. ACTION... Change program areas. These projects are requesting Strategic Environmental Research and Development...

Combining service marketing and strategic alliances in health care.

Science.gov (United States)

Lazarus, I R

1993-11-01

With or without federal health care reform to impact the delivery of health care services in the U.S., hospitals must commit to service marketing and strategic alliances as a fundamental business strategy. Service marketing not only differentiates the provider, but with the proper programs in place, it may actually facilitate the formation of strategic alliances. The combination of these strategies will be particularly effective in preparing for any health care policy change.

Using strategic foresight to assess conservation opportunity.

Science.gov (United States)

Cook, Carly N; Wintle, Bonnie C; Aldrich, Stephen C; Wintle, Brendan A

2014-12-01

The nature of conservation challenges can foster a reactive, rather than proactive approach to decision making. Failure to anticipate problems before they escalate results in the need for more costly and time-consuming solutions. Proactive conservation requires forward-looking approaches to decision making that consider possible futures without being overly constrained by the past. Strategic foresight provides a structured process for considering the most desirable future and for mapping the most efficient and effective approaches to promoting that future with tools that facilitate creative thinking. The process involves 6 steps: setting the scope, collecting inputs, analyzing signals, interpreting the information, determining how to act, and implementing the outcomes. Strategic foresight is ideal for seeking, recognizing, and realizing conservation opportunities because it explicitly encourages a broad-minded, forward-looking perspective on an issue. Despite its potential value, the foresight process is rarely used to address conservation issues, and previous attempts have generally failed to influence policy. We present the strategic foresight process as it can be used for proactive conservation planning, describing some of the key tools in the foresight tool kit and how they can be used to identify and exploit different types of conservation opportunities. Scanning is an important tool for collecting and organizing diverse streams of information and can be used to recognize new opportunities and those that could be created. Scenario planning explores how current trends, drivers of change, and key uncertainties might influence the future and can be used to identify barriers to opportunities. Backcasting is used to map out a path to a goal and can determine how to remove barriers to opportunities. We highlight how the foresight process was used to identify conservation opportunities during the development of a strategic plan to address climate change in New York

Model of Formation of the Enterprise Business Portfolio in the Context of Ensuring Strategic Flexibility

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Shatilova Olena V.

2014-01-01

Full Text Available The article considers urgent problems of enterprise management under conditions of external environment instability, studies problems of the enterprise strategic flexibility management. It shows that one of the efficient mechanisms of ensuring strategic flexibility is restructuring of the enterprise business portfolio in accordance with the change of the situation in the target market of enterprise functioning. The goal of the article is development of a model of formation of enterprise business portfolio in the context of ensuring strategic flexibility. The main method of optimisation of the enterprise business portfolio in the context of ensuring strategic flexibility is the use of modification of the Markowitz model of investment portfolio formation. The offered model of the enterprise business portfolio formation allows taking into account changes of external and internal environments and conducting portfolio restructuring in the event of the change of the enterprise target market situation. Prospects of further studies in this direction are detailed elaboration and formalisation of the organisational and economic mechanism of realisation of strategic flexibility at an enterprise.

An organizational framework and strategic implementation for system-level change to enhance research-based practice: QUERI Series

Directory of Open Access Journals (Sweden)

Mittman Brian S

2008-05-01

Full Text Available Abstract Background The continuing gap between available evidence and current practice in health care reinforces the need for more effective solutions, in particular related to organizational context. Considerable advances have been made within the U.S. Veterans Health Administration (VA in systematically implementing evidence into practice. These advances have been achieved through a system-level program focused on collaboration and partnerships among policy makers, clinicians, and researchers. The Quality Enhancement Research Initiative (QUERI was created to generate research-driven initiatives that directly enhance health care quality within the VA and, simultaneously, contribute to the field of implementation science. This paradigm-shifting effort provided a natural laboratory for exploring organizational change processes. This article describes the underlying change framework and implementation strategy used to operationalize QUERI. Strategic approach to organizational change QUERI used an evidence-based organizational framework focused on three contextual elements: 1 cultural norms and values, in this case related to the role of health services researchers in evidence-based quality improvement; 2 capacity, in this case among researchers and key partners to engage in implementation research; 3 and supportive infrastructures to reinforce expectations for change and to sustain new behaviors as part of the norm. As part of a QUERI Series in Implementation Science, this article describes the framework's application in an innovative integration of health services research, policy, and clinical care delivery. Conclusion QUERI's experience and success provide a case study in organizational change. It demonstrates that progress requires a strategic, systems-based effort. QUERI's evidence-based initiative involved a deliberate cultural shift, requiring ongoing commitment in multiple forms and at multiple levels. VA's commitment to QUERI came in the

Strategic Design as Agile Driver in Innovating SME´s

DEFF Research Database (Denmark)

Ludvigsen, Martin; Rasmussen, Jørgen

2012-01-01

Patter, GK. & Jones, P. (2009). Design 1.0, 2.0, 3.0, 4.0 - The Rise of Visual SenseMaking, NextD Journal, Special Issue March 2009, New York [9] Zimmerman, J., Forlizzi, J., Stolterman, E., (2010): An Analysis and Critique of Research through Design: towards a formalization of a research approach...... on the last four years of research into strategic design (SD) at Aarhus School of Architecture, Denmark. Under the heading of organizational change and business development through design and user driven value identification, the authors have conducted a range of practice-based SD research projects engaging...... in a downscaled version, can inspire, encourage and inform management when they engage in strategic planning. Strategy is at the core of any company. To bring “outsiders” into a strategic development process is often a sensitive matter and designers are usually not the first choice as strategic consultants. Also...

Implementing a balanced scorecard as a strategic management tool in a long-term care organization.

Science.gov (United States)

Schalm, Corinne

2008-01-01

The Capital Care Group, the largest public sector continuing care organization in Canada, had no ready access to information on its own performance and therefore was limited in its pursuit of evidence-informed decision-making. To remedy this, it was decided to introduce a balanced scorecard. A literature review was conducted together with interviews with 10 other health care organizations which had implemented balanced scorecards. With this information, a workshop was held that resulted in a framework and about 120 potential indicators. Subsequently the number of indicators was reduced to 29, using pre-determined criteria. Development of a corporate balanced scorecard facilitated executive strategic thinking and clarified the organization's strategic direction. In parallel, scorecards were developed at the level of care centres. These had a common core of indicators, plus some site-specific ones. Development of the corporate scorecard took three years and an additional six months for the care centre scorecards. A formal implementation plan has been accepted by the executive team. Key to this is communicating to staff the role of scorecards for strategic management and not just performance measurement. Traditional thinking needs to change from a short-term operational focus to long-term strategy. In addition, champions need to be identified in each care centre and they need to be networked together. Finally, the scorecard is being integrated into existing operational management as a routine component together with resources to support its use. The balanced scorecard has focused on its role as a strategic management tool. The indicators and dimensions need to be customized to the organization. Senior management must be seen to be driving its introduction. It is worth spending sufficient time developing and implementing a scorecard rather than trying to rush its introduction. The scorecard needs to be integrated with existing management processes and sufficient

Facets of Economic and Financial Crisis Impact on Strategic Planning of travel Agencies

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Claudia E. Tuclea

2014-11-01

Full Text Available The purpose of this paper is to explore the strategic behavior of travel agencies in Romania and their strategy development process before and during the current economic crisis. Using 88 in-depth interviews with Romanian managers of travel agencies of different sizes, we pursued the understanding the extent to which they use strategic management, the role of strategic management on leading travel agencies before and during the crisis, and the changes of their strategic planning process due to the crisis. The research also aims to identify how they perceive the impact of the crisis on the business environment and the behavior of competitors. The findings suggest that, at first, travel agencies followed an informal strategic planning process, with a high emphasis on the short-term objectives given the turbulence of the environment affected by the economic crisis. This turned into a tougher emphasis put on financial and cutting costs measures. The crisis prolonged and the managers rediscovered the role of strategy, trying to find new ways of creating value for the customers, reconsidering the role of competitive advantage. The paper offers an image of strategic management processes of travel agencies and the changes in their strategic direction and behavior as a result of the financial and economic crisis, approaching a well-defined theoretical and practical need.

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...

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.

Innovative Methods in Strategic Planning of Foreign Economic Activity of Enterprises

Directory of Open Access Journals (Sweden)

Valentyna Yakubiv

2017-12-01

Full Text Available Changes in the external conditions of business in Ukraine, European integration vector of the country development, and possibilities of import/export operations facilitate foreign trade. Modern methods of strategic management and strategic diagnostics should be developed in line with international requirements and needs of managers in Ukraine and partners abroad. Therefore substantiation of innovation trends for enterprise development strategies on the international arena as a constituent of stable economy is important and necessary. The purpose of this article is to define innovative approaches to planning, development and implementation of strategies and to develop a comprehensive diagnosis of the strategic potential of foreign economic activity. During the research, the following methods: logical abstraction, modeling, PEST-analysis, systems analysis, graphic. The main results of the study are: 1 disclosure of the features of the construction of strategic management in international business; 2 analysis of European and American practices of strategic management of foreign economic activity of enterprises; 3 study of algorithmic scheme of strategic management in the Ukraine; 4 justification of methods of three-level system of strategic analysis using matrix methods of assessment; 5 the classification of the main methods of matrix analysis within groups: macro, meso, macro level; 6 a comprehensive diagnosis of the strategic potential of foreign economic activity of enterprises in Ukraine. The study proved the main areas of innovation and strategic principles of international management and comprehensive methodology for strategic planning matrix based on innovative methods.

Strategic planning in diagnostic imaging: meeting the challenge.

Science.gov (United States)

Lexa, Frank J

2008-02-01

The 21st century has raised new and significant challenges to the practice of diagnostic imaging. Radiologists will have to navigate a difficult path as they face threats from disruptive technologies, adverse demographic changes, pressures to limit reimbursement both from the public and from the private sectors, increased domestic and crossborder competition, and many others. Success in these trying times will require greater attention to strategic planning if we are to thrive and survive in radiology. Strategic planning and tactical implementation methodologies were reviewed, from Sun Tzu to the present day, for applicability to the needs of modern radiology groups. A framework for developing and implementing strategic plans was constructed to assist radiology leaders and groups in considering the spectrum of tasks, from gathering intelligence, to developing scenarios, to implementing and evaluating tactical plans. Strategy and tactics are too important to be ignored or left to others. They need to be core activities for all radiology leaders. Frameworks can be used to help in providing structure and rigour to strategic planning efforts at the department and group level.

Strategic Behavior Analysis of Small Business in Brazil

Directory of Open Access Journals (Sweden)

Peter Bent Hansen

2014-07-01

Full Text Available Over recent years, small businesses have been the target of public and private investment in Brazil due to the appreciation of their economic and social impact. The growth of small businesses in Brazil has stimulated a demand for greater knowledge and a broader understanding of their peculiarities. Hence, this paper aims to propose a framework for analyzing the strategic behavior for small businesses. To test the suitability of this analytical framework, qualitative research was conducted based on descriptive and exploratory case studies involving three small companies in the construction sector in the Rio Grande do Sul state, Brazil. The results show that: (i based on the proposed analytical structure it was possible to identifythe idiosyncrasies and the conflicts between strategy, structure and processes in such firms; (ii the strategic behavior ofthe firms is not stable, since they demonstrate the ability to change the prevailing strategic behavior based on strategicdecisions that reinforce the strategic typologies studied and; (iii it is possible to identify opportunities to strengthen certainstrategic behavior of firms.

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.

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.

Strategic Management Foundations and Employee Performance of ...

African Journals Online (AJOL)

Nneka Umera-Okeke

Performance of Aluminium Companies in Delta State. Nzewi, Hope Ngozi ... In this way, employee performance and overall organizational ... in a firm is best determined by analyzing relationship between strategic management and ... for organizational, administrative changes, setting measures on control systems and.

U.S. Department of Energy clean cities five-year strategic plan.

Energy Technology Data Exchange (ETDEWEB)

Cambridge Concord Associates

2011-02-15

Clean Cities is a government-industry partnership sponsored by the U.S. Department of Energy's (DOE) Vehicle Technologies Program, which is part of the Office of Energy Efficiency and Renewable Energy. Working with its network of about 100 local coalitions and more than 6,500 stakeholders across the country, Clean Cities delivers on its mission to reduce petroleum consumption in on-road transportation. In its work to reduce petroleum use, Clean Cities focuses on a portfolio of technologies that includes electric drive, propane, natural gas, renewable natural gas/biomethane, ethanol/E85, biodiesel/B20 and higher-level blends, fuel economy, and idle reduction. Over the past 17 years, Clean Cities coalitions have displaced more than 2.4 billion gallons of petroleum; they are on track to displace 2.5 billion gallons of gasoline per year by 2020. This Clean Cities Strategic Plan lays out an aggressive five-year agenda to help DOE Clean Cities and its network of coalitions and stakeholders accelerate the deployment of alternative fuel and advanced technology vehicles, while also expanding the supporting infrastructure to reduce petroleum use. Today, Clean Cities has a far larger opportunity to make an impact than at any time in its history because of its unprecedented $300 million allocation for community-based deployment projects from the American Recovery and Reinvestment Act (ARRA) (see box below). Moreover, the Clean Cities annual budget has risen to $25 million for FY2010 and $35 million has been requested for FY2011. Designed as a living document, this strategic plan is grounded in the understanding that priorities will change annually as evolving technical, political, economic, business, and social considerations are woven into project decisions and funding allocations. The plan does not intend to lock Clean Cities into pathways that cannot change. Instead, with technology deployment at its core, the plan serves as a guide for decision-making at both the

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.

Strategic planning in an academic radiation medicine program

Science.gov (United States)

Hamilton, J.L.; Foxcroft, S.; Moyo, E.; Cooke-Lauder, J.; Spence, T.; Zahedi, P.; Bezjak, A.; Jaffray, D.; Lam, C.; Létourneau, D.; Milosevic, M.; Tsang, R.; Wong, R.; Liu, F.F.

2017-01-01

Background In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Methods Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. Results The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. Conclusions The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations. PMID:29270061

University Community Engagement and the Strategic Planning Process

Directory of Open Access Journals (Sweden)

Laura Newton Miller

2018-03-01

Full Text Available Abstract  Objectives – To understand how university libraries are engaging with the university community (students, faculty, campus partners, and administration when working through the strategic planning process.  Methods – Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians, CARL (Canadian Association of Research Libraries, CONZUL (Council of New Zealand University Librarians, and RLUK (Research Libraries UK who are most directly involved in the strategic planning process at their library.  Results – Out of a potential 113 participants from 4 countries, 31 people (27% replied to the survey. Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning, which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic planning process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens, library-focused, trends and vision, and feedback on plan.  Conclusions – Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation on how the library moves forward is an important but difficult endeavour.  Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning.

The impact of continuous driving time and rest time on commercial drivers' driving performance and recovery.

Science.gov (United States)

Wang, Lianzhen; Pei, Yulong

2014-09-01

This real road driving study was conducted to investigate the effects of driving time and rest time on the driving performance and recovery of commercial coach drivers. Thirty-three commercial coach drivers participated in the study, and were divided into three groups according to driving time: (a) 2 h, (b) 3 h, and (c) 4 h. The Stanford Sleepiness Scale (SSS) was used to assess the subjective fatigue level of the drivers. One-way ANOVA was employed to analyze the variation in driving performance. The statistical analysis revealed that driving time had a significant effect on the subjective fatigue and driving performance measures among the three groups. After 2 h of driving, both the subjective fatigue and driving performance measures began to deteriorate. After 4 h of driving, all of the driving performance indicators changed significantly except for depth perception. A certain amount of rest time eliminated the negative effects of fatigue. A 15-minute rest allowed drivers to recover from a two-hour driving task. This needed to be prolonged to 30 min for driving tasks of 3 to 4 h of continuous driving. Drivers' attention, reactions, operating ability, and perceptions are all affected in turn after over 2 h of continuous driving. Drivers should take a certain amount of rest to recover from the fatigue effects before they continue driving. Copyright © 2014 National Safety Council and Elsevier Ltd. All rights reserved.

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...

Strategic Marketing in Tourism

OpenAIRE

Silvia Muhcina; Brailoiu Liviu

2012-01-01

Tourism is a very dynamic economic sector because is very depended of environmental changes, especially now, when the global economy pass through successive crises. For the competitive organizations, the success means to transform their specific activity in a more market oriented business. The objectives of any organization must be fixed going from a better understanding of the markets. Strategic marketing means to know and analyze the consumers’ needs and the market which organization refers...

Strategic Marketing Developments in Informational Society

OpenAIRE

Eleonora Mihaela Constantinescu

2014-01-01

The market relation is structurally reshaped in the context of informational society, which causes conceptual, management and technological mutations in marketing. A new marketing paradigm is shaped which causes management transformations through the transition to strategic marketing and changes in the specific communication mechanisms of e-marketing and cyber-marketing.

Towards a New Understanding of the e-Business Strategic Process: The Rise of a Dynamic Interaction-Based Approach

DEFF Research Database (Denmark)

Ivang, Reimer

2013-01-01

-business strategic process adapt to changes in the planning environment and internal changes within the organization? E-business strategy, because of increased uncertainty and environmental complexity, must encourage interaction between key stakeholders that implement and use the e-business technology......In the early 1970s, strategic planning was introduced onto the corporate management scene and since then it has been a dominating conceptual frame for understanding and designing various strategies in the corporate world. Nearly a decade later, strategic planning has been used by various scholars...... to explain how companies could strategize in the field of ICT and e-business. Strategic information systems planning (SISP) is an example of this application of strategic planning in the field of e-business. The prominence of SISP within the corporate IS strategy literature has been dramatic, but today...

Changing pattern in the basal ganglia: motor switching under reduced dopaminergic drive

Science.gov (United States)

Fiore, Vincenzo G.; Rigoli, Francesco; Stenner, Max-Philipp; Zaehle, Tino; Hirth, Frank; Heinze, Hans-Jochen; Dolan, Raymond J.

2016-01-01

Action selection in the basal ganglia is often described within the framework of a standard model, associating low dopaminergic drive with motor suppression. Whilst powerful, this model does not explain several clinical and experimental data, including varying therapeutic efficacy across movement disorders. We tested the predictions of this model in patients with Parkinson’s disease, on and off subthalamic deep brain stimulation (DBS), focussing on adaptive sensory-motor responses to a changing environment and maintenance of an action until it is no longer suitable. Surprisingly, we observed prolonged perseverance under on-stimulation, and high inter-individual variability in terms of the motor selections performed when comparing the two conditions. To account for these data, we revised the standard model exploring its space of parameters and associated motor functions and found that, depending on effective connectivity between external and internal parts of the globus pallidus and saliency of the sensory input, a low dopaminergic drive can result in increased, dysfunctional, motor switching, besides motor suppression. This new framework provides insight into the biophysical mechanisms underlying DBS, allowing a description in terms of alteration of the signal-to-baseline ratio in the indirect pathway, which better account of known electrophysiological data in comparison with the standard model. PMID:27004463

Experience drives innovation of new migration patterns of whooping cranes in response to global change.

Science.gov (United States)

Teitelbaum, Claire S; Converse, Sarah J; Fagan, William F; Böhning-Gaese, Katrin; O'Hara, Robert B; Lacy, Anne E; Mueller, Thomas

2016-09-06

Anthropogenic changes in climate and land use are driving changes in migration patterns of birds worldwide. Spatial changes in migration have been related to long-term temperature trends, but the intrinsic mechanisms by which migratory species adapt to environmental change remain largely unexplored. We show that, for a long-lived social species, older birds with more experience are critical for innovating new migration behaviours. Groups containing older, more experienced individuals establish new overwintering sites closer to the breeding grounds, leading to a rapid population-level shift in migration patterns. Furthermore, these new overwintering sites are in areas where changes in climate have increased temperatures and where food availability from agriculture is high, creating favourable conditions for overwintering. Our results reveal that the age structure of populations is critical for the behavioural mechanisms that allow species to adapt to global change, particularly for long-lived animals, where changes in behaviour can occur faster than evolution.

Experience drives innovation of new migration patterns of whooping cranes in response to global change

Science.gov (United States)

Teitelbaum, Claire S.; Converse, Sarah J.; Fagan, William F.; Böhning-Gaese, Katrin; O'Hara, Robert B.; Lacy, Anne E; Mueller, Thomas

2016-01-01

Anthropogenic changes in climate and land use are driving changes in migration patterns of birds worldwide. Spatial changes in migration have been related to long-term temperature trends, but the intrinsic mechanisms by which migratory species adapt to environmental change remain largely unexplored. We show that, for a long-lived social species, older birds with more experience are critical for innovating new migration behaviours. Groups containing older, more experienced individuals establish new overwintering sites closer to the breeding grounds, leading to a rapid population-level shift in migration patterns. Furthermore, these new overwintering sites are in areas where changes in climate have increased temperatures and where food availability from agriculture is high, creating favourable conditions for overwintering. Our results reveal that the age structure of populations is critical for the behavioural mechanisms that allow species to adapt to global change, particularly for long-lived animals, where changes in behaviour can occur faster than evolution.

CNES Strategic Plan 2001-2005

Science.gov (United States)

Janichewski, S.; Ben Aı̈m, H.

2004-04-01

baseline from which to build on CNES's vision; shared ambition, defining the agency's objectives and strategic focus; applying lines of action at each of the agency's four space centres through specifically targeted action plans at centre and process level; setting up of a monitoring and oversight structure; definition of a communication strategy to support management of change, designed to keep all CNES personnel informed about the plan and the process behind it.

Strengthening competitive position : strategic orientation in Lithuanian travel trade industry

OpenAIRE

Sekliuckienė, Jurgita; Hopenienė, Rimantė

2011-01-01

Strategic orientation in the market becomes one of the most important aspects enabling companies to strive for a better result of activity. The end of mass tourism epoch, constantly changing needs of customers, integration of new technologies into business processes become constant challenges of tourism business, especially in the sector of travel trade. Only innovative organizations can survive in the dynamic business environment by developing business abilities and making strategic decision...

Driving skills after whiplash.

Science.gov (United States)

Gimse, R; Bjørgen, I A; Straume, A

1997-09-01

Previous studies have shown that some persons with longlasting problems after whiplash have changed eye movements. These changes have been related to disturbance of the posture control system. The question raised in the present study is whether such disturbances can influence daily life functions connected with balance, position and external movements, such as car driving. A group of 23 persons with disturbed eye movements due to whiplash injury, was tested in a driving simulator, together with a closely matched control group. The results revealed significant differences between the two groups with respect to response times to the traffic signs presented, identification of type of sign, as well as steering precision while the subjects' attention was directed to the process of identifying the signs. Alternative explanations such as driving experience, pain, medication or malingering are at least partly controlled for, but cannot completely be ruled out. A distorted posture control system leading to disturbance of eye movements seems to be the most likely primary causative factor, but these disturbances are most certainly complexly determined. Reduced attention capacity is considered to be a mediating secondary factor. Registration of eye movements may be a useful diagnostic tool to evaluate driving skill after whiplash.

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’....

Land use change and its driving forces toward mutual conversion in Zhangjiakou City, a farming-pastoral ecotone in Northern China.

Science.gov (United States)

Liu, Chao; Xu, Yueqing; Sun, Piling; Huang, An; Zheng, Weiran

2017-09-14

Land use/cover change (LUCC), a local environmental issue of global importance, and its driving forces have been crucial issues in geography and environmental research. Previous studies primarily focused on major driving factors in various land use types, with few explorations of differences between driving forces of mutual land use type conversions, especially in fragile eco-environments. In this study, Zhangjiakou City, in a farming-pastoral ecotone in Northern China, was taken as an example to analyze land use change between 1989 and 2015, and explore the driving forces of mutual land use type conversions using canonical correlation analysis. Satellite images and government statistics, including social-economic and natural data, were used as sources. Arable land, forestland, and grassland formed the main land use structure. From 1989 to 2015 forestland, orchard land, and construction land significantly increased, while arable land, grassland, unused land, and water areas decreased. Conversions from grassland to forestland; from arable land to orchard land, forestland and construction land; and from unused land to grassland and forestland were the primary land use changes. Among these, the conversion from grassland to forestland had the highest ranking. Average annual precipitation and per capita net income of rural residents positively affected the conversion of arable land to forestland and unused land to grassland. GDP, total population, and urbanization rate contributed most significantly to converting arable land to construction land; total retail sales of social consumer goods, average annual temperature, and GDP had important positive influences in converting arable land to orchard land.

Local niche planning and its strategic implications for implementation of energy-efficient technology

DEFF Research Database (Denmark)

Quitzau, Maj-Britt; Hoffmann, Birgitte; Elle, Morten

2012-01-01

-management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation...... such a gap between policy visions and their implementation in practice specific forms of strategic work is needed, according to new transformative ideas in spatial planning. The aim of this paper is to characterize the transformative capacities of this kind of strategic work at the spatial scale of the town...... in order to assess how such activities engage with sustainable transitions. The theoretical contribution of the paper is to compare strategic work performed in transformative forms of spatial planning with the strategic work intended in strategic niche management, which represent a change...

STRATEGIC APPROACHES TO CHANGES OF ENVIRONMENT\\ OF SPORTS ORGANIZATIONS

Directory of Open Access Journals (Sweden)

Nebojša Maksimović

2006-06-01

Full Text Available Determining acceptable strategic goals requires analysis of the position of a sports organization within the sport world and wider business environment. A range of trends may affect development prospects and business activities of an organization. There are possibilities of population fluctuation (e.g. purchase power of winter sports practitioners, trends of economy, technological development, and legislation (e.g. prohibition of tobacco and alcohol advertisements, or activities of special interest groups (e.g. development of violence in sport. After clarifying its mission and goals, management of a sports organization reveals that some factors are important, while series of others are not

THE IMPLEMENTATION OF STRATEGIC MANAGEMENT ACCOUNTING BASED ON VALUE CHAIN ANALYSIS: VALUE CHAIN ACCOUNTING

OpenAIRE

KIRLI, Mustafa; GÜMÜŞ, Harun

2011-01-01

To compete successfully in today’s highly competitive global environment, companies have made customer satisfaction an overriding priority. They have also adopted new management approaches, changed their manufacturing systems and invested in new technologies. Strategic management accounting examines the decision-making linked with the business operations and strategic work of financial administration as support for the same. Strategic management accounting is a theory and practice of ac...

Social Intelligence and Top Management Team: An Exploratory Study of External Knowledge Acquisition for Strategic Change in Global IT Service Providers in India

Science.gov (United States)

Kong, Eric; Chadee, Doren; Raman, Revti

2012-01-01

This paper focuses on the processes by which firms, particularly knowledge intensive firms, can augment their overall knowledge stock by tapping into external sources of knowledge. It is argued that Top Management Teams' (TMTs') social intelligence is a critical learning capability in acquiring external knowledge that leads to strategic change.…

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.

Changing environments or shifting paradigms? Strategic decision making toward water protection in Helsinki, 1850-2000.

Science.gov (United States)

Laakkonen, Simo; Laurila, Sari

2007-04-01

The study examines the history of strategic decision-making concerning water protection in Helsinki, 1850-2000. We identified five major strategic decisions that occurred during the study period. The results indicate that strategic decision-making evolves in long-term policy cycles that last on average 20-30 years. New policy cycles are caused by paradigm shifts. Paradigms are shared and predominant ways of understanding reality that help when groups must act to solve common and complex environmental problems. However the internal structure and external dynamics of paradigms are contradictory. Although paradigms serve initially as means to redefine problems and find creative solutions, as time goes by each paradigm seems to become also a barrier that restricts the introduction of new ways of thinking and acting. The power of paradigms lies in the fact that they can be defined as scientific but also social, political, or cultural agreements depending on the context.

A business model for managing system change through strategic financing and performance indicators: a case study.

Science.gov (United States)

Armstrong, Mary I; Milch, Heidi; Curtis, Peter; Endress, Phillip

2012-06-01

This article describes how a system of care operated by a county government agency used a fiscal crisis as the opportunity to reform its children's system. A cross-system response to the crisis is outlined that includes a system of care framework coupled with a business model, inter-departmental collaboration and leadership, the use of strategic reinvestment strategies, and a quality improvement system that focuses on key indicators. Implementation of the system change is described with a specific focus on cross-system entry points, financing strategies that re-allocate funds from deep-end programs to community-based services, and management oversight through the use of performance indicators to monitor and support effectiveness. This article examines the results of the system change, including the diversion of youth from system penetration, the reduction in residential treatment bed days, the re-allocation of these savings to community-based services, and the outcomes of children who were diverted from residential care and served in the community. The article offers a number of recommendations for other communities contemplating system change.

Advanced Strategic and Tactical Relay Request Management for the Mars Relay Operations Service

Science.gov (United States)

Allard, Daniel A.; Wallick, Michael N.; Gladden, Roy E.; Wang, Paul; Hy, Franklin H.

2013-01-01

This software provides a new set of capabilities for the Mars Relay Operations Service (MaROS) in support of Strategic and Tactical relay, including a highly interactive relay request Web user interface, mission control over relay planning time periods, and mission management of allowed strategic vs. tactical request parameters. Together, these new capabilities expand the scope of the system to include all elements critical for Tactical relay operations. Planning of replay activities spans a time period that is split into two distinct phases. The first phase is called Strategic, which begins at the time that relay opportunities are identified, and concludes at the point that the orbiter generates the flight sequences for on board execution. Any relay request changes from this point on are called Tactical. Tactical requests, otherwise called Orbit - er Relay State Changes (ORSC), are highly restricted in terms of what types of changes can be made, and the types of parameters that can be changed may differ from one orbiter to the next. For example, one orbiter may be able to delay the start of a relay request, while another may not. The legacy approach to ORSC management involves exchanges of e-mail with "requests for change" and "acknowledgement of approval," with no other tracking of changes outside of e-mail folders. MaROS Phases 1 and 2 provided the infrastructure for strategic relay for all supported missions. This new version, 3.0, introduces several capabilities that fully expand the scope of the system to include tactical relay. One new feature allows orbiter users to manage and "lock" Planning Periods, which allows the orbiter team to formalize the changeover from Strategic to Tactical operations. Another major feature allows users to interactively submit tactical request changes via a Web user interface. A third new feature allows orbiter missions to specify allowed tactical updates, which are automatically incorporated into the tactical change process

Strategic alliances and market risk.

Science.gov (United States)

Havenaar, Matthias; Hiscocks, Peter

2012-08-01

Strategic alliances in product development and marketing are crucial to the biotechnology industry. Many alliances, however, are terminated before the drug reaches the market. In this article we make the case that strategic alliances can fail because of how they are negotiated. Alliance contracts are often inflexible and do not allow for changes in market conditions. We propose a model for contract valuation that can assist biotech and/or pharma deal makers in negotiating alliances that have a higher chance of survival in uncertain market conditions. The model makes use of variable royalties and milestone payments. Because licensing is key to the biotech and/or pharma business model this article will be of interest not only to professionals in licensing, but to all professionals active in the industry. Copyright © 2012 Elsevier Ltd. All rights reserved.

A Strategizing Perspective in Foresight

DEFF Research Database (Denmark)

in science and industry to put more emphasis on open and inter-organisational “strategizing” with inclusion of external stakeholders in the processes. The approach of the paper is to develop a concept for such strategizing. The paper uses three different theoretical approaches to gathering insights......: The overall purpose of the paper is partly to contribute to the discussion on the theoretical perspectives behind the practice of foresight and partly to suggest a strategizing approach in foresight practice. More specifically we focus on foresight as a policy tool for sectoral innovation. Approach......: As repeated by numerous practitioners and scholars foresight is not only about looking in to the future but also about make things happen today. Also as noted by several scholars the practice fo foresight over the recent decades has changed from focusing on intra-organisational planning and forecasting...

A drive through Web 2.0: an exploration of driving safety promotion on Facebook™.

Science.gov (United States)

Apatu, Emma J I; Alperin, Melissa; Miner, Kathleen R; Wiljer, David

2013-01-01

This study explored Facebook™ to capture the prevalence of driving safety promotion user groups, obtain user demographic information, to understand if Facebook™ user groups influence reported driving behaviors, and to gather a sense of perceived effectiveness of Facebook™ for driving safety promotion targeted to young adults. In total, 96 driving safety Facebook™ groups (DSFGs) were identified with a total of 33,368 members, 168 administrators, 156 officers, 1,598 wall posts representing 12 countries. A total of 85 individuals participated in the survey. Demographic findings of this study suggest that driving safety promotion can be targeted to young and older adults. Respondents' ages ranged from 18 to 66 years. A total of 62% of respondents aged ≤ 24 years and 57.8% of respondents aged ≥ 25 years reported changing their driving-related behaviors as a result of reading information on the DSFGs to which they belonged. A higher proportion of respondents ≥ 25 years were significantly more likely to report Facebook™ and YouTube™ as an effective technology for driving safety promotion. This preliminary study indicates that DSFGs may be effective tools for driving safety promotion among young adults. More research is needed to understand the cognition of Facebook™ users as it relates to adopting safe driving behavior. The findings from this study present descriptive data to guide public health practitioners for future health promotion activities on Facebook™.

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…

Strategic Planning: Contextual Factors that Facilitated and/or Challenged the Implementation of Strategic Planning in Two Nonprofit Organizations

Science.gov (United States)

Masilamony, Davadhasan

2010-01-01

As the nonprofit sector continues to grow in size and importance in American society, successful organizations proactively initiate strategic planning so they can be more responsive to changing circumstances, underlying trends, and shifting demands. At times, however, organizations develop elaborate plans that are never implemented. Unfortunately,…

Multiphase flow and phase change in microgravity: Fundamental research and strategic research for exploration of space

Science.gov (United States)

Singh, Bhim S.

2003-01-01

NASA is preparing to undertake science-driven exploration missions. The NASA Exploration Team's vision is a cascade of stepping stones. The stepping-stone will build the technical capabilities needed for each step with multi-use technologies and capabilities. An Agency-wide technology investment and development program is necessary to implement the vision. The NASA Exploration Team has identified a number of areas where significant advances are needed to overcome all engineering and medical barriers to the expansion of human space exploration beyond low-Earth orbit. Closed-loop life support systems and advanced propulsion and power technologies are among the areas requiring significant advances from the current state-of-the-art. Studies conducted by the National Academy of Science's National Research Council and Workshops organized by NASA have shown that multiphase flow and phase change play a crucial role in many of these advanced technology concepts. Lack of understanding of multiphase flow, phase change, and interfacial phenomena in the microgravity environment has been a major hurdle. An understanding of multiphase flow and phase change in microgravity is, therefore, critical to advancing many technologies needed. Recognizing this, the Office of Biological and Physical Research (OBPR) has initiated a strategic research thrust to augment the ongoing fundamental research in fluid physics and transport phenomena discipline with research especially aimed at understanding key multiphase flow related issues in propulsion, power, thermal control, and closed-loop advanced life support systems. A plan for integrated theoretical and experimental research that has the highest probability of providing data, predictive tools, and models needed by the systems developers to incorporate highly promising multiphase-based technologies is currently in preparation. This plan is being developed with inputs from scientific community, NASA mission planners and industry personnel

Strategic analysis of the coca-cola company

OpenAIRE

Puravankara, Dinesh

2007-01-01

This paper performs a strategic analysis of The Coca-Cola Company, a leader in the beverage industry. Coca-Cola, the world’s leading soft drink maker, operates in more than 200 countries and owns or licenses 400 brands of nonalcoholic beverages. The company faces challenges in today’s marketplace because of market driven changes, regulatory changes and socio-economic changes. An external analysis of the soft drink industry is performed to understand the impact of environment. An internal anal...

Emergency managers as change agents: recognizing the value of management, leadership, and strategic management in the disaster profession.

Science.gov (United States)

Urby, Heriberto; McEntire, David A

2015-01-01

This article discusses the influence of management theory, some principles of leadership, four strategic management considerations, that are applied to emergency management, allow emergency managers to transform their followers, organizations, and communities at large. The authors argue that in the past there has been little recognition of the value, or application, of these three areas of emphasis in the disaster profession. Using more of these principles, emergency managers may transform into transformational change agents who make a difference in their followers' lives, who themselves transform other people and improve emergency management.

Strategic Environmental Assessment Framework for Landscape-Based, Temporal Analysis of Wetland Change in Urban Environments.

Science.gov (United States)

Sizo, Anton; Noble, Bram F; Bell, Scott

2016-03-01

This paper presents and demonstrates a spatial framework for the application of strategic environmental assessment (SEA) in the context of change analysis for urban wetland environments. The proposed framework is focused on two key stages of the SEA process: scoping and environmental baseline assessment. These stages are arguably the most information-intense phases of SEA and have a significant effect on the quality of the SEA results. The study aims to meet the needs for proactive frameworks to assess and protect wetland habitat and services more efficiently, toward the goal of advancing more intelligent urban planning and development design. The proposed framework, adopting geographic information system and remote sensing tools and applications, supports the temporal evaluation of wetland change and sustainability assessment based on landscape indicator analysis. The framework was applied to a rapidly developing urban environment in the City of Saskatoon, Saskatchewan, Canada, analyzing wetland change and land-use pressures from 1985 to 2011. The SEA spatial scale was rescaled from administrative urban planning units to an ecologically meaningful area. Landscape change assessed was based on a suite of indicators that were subsequently rolled up into a single, multi-dimensional, and easy to understand and communicate index to examine the implications of land-use change for wetland sustainability. The results show that despite the recent extremely wet period in the Canadian prairie region, land-use change contributed to increasing threats to wetland sustainability.

Safe driving in a green world: a review of driver performance benchmarks and technologies to support 'smart' driving.

Science.gov (United States)

Young, Mark S; Birrell, Stewart A; Stanton, Neville A

2011-05-01

Road transport is a significant source of both safety and environmental concerns. With climate change and fuel prices increasingly prominent on social and political agendas, many drivers are turning their thoughts to fuel efficient or 'green' (i.e., environmentally friendly) driving practices. Many vehicle manufacturers are satisfying this demand by offering green driving feedback or advice tools. However, there is a legitimate concern regarding the effects of such devices on road safety--both from the point of view of change in driving styles, as well as potential distraction caused by the in-vehicle feedback. In this paper, we appraise the benchmarks for safe and green driving, concluding that whilst they largely overlap, there are some specific circumstances in which the goals are in conflict. We go on to review current and emerging in-vehicle information systems which purport to affect safe and/or green driving, and discuss some fundamental ergonomics principles for the design of such devices. The results of the review are being used in the Foot-LITE project, aimed at developing a system to encourage 'smart'--that is safe and green--driving. Copyright © 2010 Elsevier Ltd and The Ergonomics Society. All rights reserved.

In Patients with Cirrhosis, Driving Simulator Performance is Associated With Real-life Driving

DEFF Research Database (Denmark)

Lauridsen, Mette Enok Munk; Thacker, Leroy R; White, Melanie B

2016-01-01

BACKGROUND & AIMS: Minimal hepatic encephalopathy (MHE) has been linked to higher real-life rates of automobile crashes and poor performance in driving simulation studies, but the link between driving simulator performance and real-life automobile crashes has not been clearly established. Further......, not all patients with MHE are unsafe drivers, but it is unclear how to distinguish them from unsafe drivers. We investigated the link between performance on driving simulators and real-life automobile accidents and traffic violations. We also aimed to identify features of unsafe drivers with cirrhosis...... and evaluated changes in simulated driving skills and MHE status after 1 year. METHODS: We performed a study of outpatients with cirrhosis (n=205; median 55 years old; median model for end-stage liver disease score, 9.5; none with overt hepatic encephalopathy or alcohol or illicit drug use within previous 6...

Enterprise strategic development under conditions of uncertainty

Directory of Open Access Journals (Sweden)

O.L. Truhan

2016-09-01

Full Text Available The author points out the necessity to conduct researches in the field of enterprise strategic development under conditions of increased dynamism and uncertainty of external environment. It is determined that under conditions of external uncertainty it’s reasonable to conduct the strategic planning of entities using the life cycle models of organization and planning on the basis of disclosure. Any organization has to react in a flexible way upon external calls applying the cognitive knowledge about its own business model of development and the ability to intensify internal working reserves. The article determines that in the process of long-term business activity planning managers use traditional approaches based on the familiar facts and conditions that the present tendencies will not be subjected to essential changes in the future. Planning a new risky business one has to act when prerequisites and assumptions are predominant over knowledge. The author proves that under such conditions the powerful tool of enterprise strategic development may be such a well-known approach as “planning on the basis of disclosure”. The approach suggested helps take into account numerous factors of uncertainty of external environment that makes the strategic planning process maximum adaptable to the conditions of venture business development.

Naturalistic Driving: A Framework and Advances in Using Big Data

Directory of Open Access Journals (Sweden)

Frank Knoefel

2018-03-01

Full Text Available Driving is an activity that facilitates physical, cognitive, and social stimulation in older adults, ultimately leading to better physical and cognitive health. However, aging is associated with declines in vision, physical health, and cognitive health, all of which can affect driving ability. One way of assessing driving ability is with the use of sensors in the older adult’s own vehicle. This paper provides a framework for driving assessment and addresses how naturalistic driving studies can assist in such assessments. The framework includes driving characteristics (how much driving, speed, position, type of road, actions and reactions (lane changes, intersections, passing, merging, traffic lights, pedestrians, other vehicles, destinations (variety and distance, sequencing and route planning, and driving conditions (time of day and season. Data from a subset of Ottawa drivers from the Candrive study is used to illustrate the use of naturalistic driving data. Challenges in using naturalistic driving big data and the changing technology in vehicles are discussed.

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...

Strategic decision making under climate change: a case study on Lake Maggiore water system

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M. Micotti

2014-09-01

Full Text Available Water resources planning processes involve different kinds of decisions that are generally evaluated under a stationary climate scenario assumption. In general, the possible combinations of interventions are mutually compared as single alternatives. However, the ongoing climate change requires us to reconsider this approach. Indeed, what have to be compared are not individual alternatives, but families of alternatives, characterized by the same structural decisions, i.e. by actions that have long-term effects and entail irrevocable changes in the system. The rationale is that the structural actions, once they have been implemented, cannot be easily modified, while the management decisions can be adapted to the evolving conditions. This paper considers this methodological problem in a real case study, in which a strategic decision has to be taken: a new barrage was proposed to regulate Lake Maggiore outflow, but, alternatively, either the present barrage can be maintained with its present regulation norms or with a new one. The problem was dealt with by multi-criteria decision analysis involving many stakeholders and two decision-makers. An exhaustive set of indicators was defined in the participatory process, conducted under the integrated water resource management paradigm, and many efficient (in Pareto sense regulation policies were identified. The paper explores different formulations of a global index to evaluate and compare the effectiveness of the classes of alternatives under both stationary and changing hydrological scenarios in order to assess their adaptability to the ongoing climate change.

Strategic decision making under climate change: a case study on Lake Maggiore water system

Science.gov (United States)

Micotti, M.; Soncini Sessa, R.; Weber, E.

2014-09-01

Water resources planning processes involve different kinds of decisions that are generally evaluated under a stationary climate scenario assumption. In general, the possible combinations of interventions are mutually compared as single alternatives. However, the ongoing climate change requires us to reconsider this approach. Indeed, what have to be compared are not individual alternatives, but families of alternatives, characterized by the same structural decisions, i.e. by actions that have long-term effects and entail irrevocable changes in the system. The rationale is that the structural actions, once they have been implemented, cannot be easily modified, while the management decisions can be adapted to the evolving conditions. This paper considers this methodological problem in a real case study, in which a strategic decision has to be taken: a new barrage was proposed to regulate Lake Maggiore outflow, but, alternatively, either the present barrage can be maintained with its present regulation norms or with a new one. The problem was dealt with by multi-criteria decision analysis involving many stakeholders and two decision-makers. An exhaustive set of indicators was defined in the participatory process, conducted under the integrated water resource management paradigm, and many efficient (in Pareto sense) regulation policies were identified. The paper explores different formulations of a global index to evaluate and compare the effectiveness of the classes of alternatives under both stationary and changing hydrological scenarios in order to assess their adaptability to the ongoing climate change.

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.

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

Modeling Driving Performance Using In-Vehicle Speech Data From a Naturalistic Driving Study.

Science.gov (United States)

Kuo, Jonny; Charlton, Judith L; Koppel, Sjaan; Rudin-Brown, Christina M; Cross, Suzanne

2016-09-01

We aimed to (a) describe the development and application of an automated approach for processing in-vehicle speech data from a naturalistic driving study (NDS), (b) examine the influence of child passenger presence on driving performance, and (c) model this relationship using in-vehicle speech data. Parent drivers frequently engage in child-related secondary behaviors, but the impact on driving performance is unknown. Applying automated speech-processing techniques to NDS audio data would facilitate the analysis of in-vehicle driver-child interactions and their influence on driving performance. Speech activity detection and speaker diarization algorithms were applied to audio data from a Melbourne-based NDS involving 42 families. Multilevel models were developed to evaluate the effect of speech activity and the presence of child passengers on driving performance. Speech activity was significantly associated with velocity and steering angle variability. Child passenger presence alone was not associated with changes in driving performance. However, speech activity in the presence of two child passengers was associated with the most variability in driving performance. The effects of in-vehicle speech on driving performance in the presence of child passengers appear to be heterogeneous, and multiple factors may need to be considered in evaluating their impact. This goal can potentially be achieved within large-scale NDS through the automated processing of observational data, including speech. Speech-processing algorithms enable new perspectives on driving performance to be gained from existing NDS data, and variables that were once labor-intensive to process can be readily utilized in future research. © 2016, Human Factors and Ergonomics Society.

EXTERNAL FORCES DRIVING CHANGE IN THE ROMANIAN SMALL AND MEDIUM SIZED ENTERPRISES

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Roiban Roxana Nadina

2012-07-01

Full Text Available Change is a constant in everyday life confronting organizations to continuously adapt their strategy, structure, processes, and culture in order to survive and stay competitive on the market. Implementing organizational change is one of the most important skills required for managers and in the meantime the most difficult one. The forces driving change within an organization, that can be either external or internal, are those that propel a company forward towards change and in order to identify the need for change and make the proper changes, managers have to develop a tool that allows them to analyze how does the environment influence their business activities. A vision for change will clarify the directions in which the organization needs to move, starting from its current state and taking in consideration the existing opportunities and threats from the environment that allow to move to a future desired state. The purpose of this paper is to identify the concern for change in the Romanian small and medium sized enterprises by presenting and explaining the past and present influences of the main external forces that have determined the need for change in the last 3-5 years and to make recommendations about future possible changes that have to be performed by managers for a better harmonization with the environment. The research method used for this study is the interview on a sample that contains some of the most relevant SME’s from the western side of Romania, from different industries. We analyzed the main external forces that had an impact on the small and medium sized enterprises and how were they generating the need for organizational change, in order to see which present and future changes are required.

Role of Strategic Leadership, Entrepreneurial Orientation, and Innovation on Small and Medium Enterprises Performance

OpenAIRE

Ilyas, Gunawan Bata; Munir, Abdul Razak; Sobarsyah, Muhammad

2017-01-01

Small and Medium Enterprises (SME???s) is one contributor to employment, growth in gross domestic product (GDP), and non-oil exports. And these types of businesses capable of facing exposure to storms of crisis and also has the ability to recover more quickly than a larger business. As one of the strategic program on poverty alleviation, then Identification of the factors driving the performance of SMEs needs to be done in order to determine its impact on growth and poverty reduction efforts....

Driving factors of urban land growth in Guangzhou and its implications for sustainable development

Science.gov (United States)

Cui, Xuezhu; Li, Shaoying; Wang, Xuetong; Xue, Xiaolong

2018-04-01

Since 2000, China's urban land has expanded at a dramatic speed because of the country's rapid urbanization. The country has been experiencing unbalanced development between rural and urban areas, causing serious challenges such as agricultural security and land resources waste. Effectively evaluating the driving factors of urban land growth is essential for improving efficient land use management and sustainable urban development. This study established a principal component regression model based on eight indicators to identify their influences on urban land growth in Guangzhou. The results provided a grouping analysis of the driving factors, and found that economic growth, urban population, and transportation development are the driving forces of urban land growth of Guangzhou, while the tertiary industry has an opposite effect. The findings led to further suggestions and recommendations for urban sustainable development. Hence, local governments should design relevant policies for achieving the rational development of urban land use and strategic planning on urban sustainable development.

Characterizing Spatiotemporal Pattern of Land Use Change and Its Driving Force Based on GIS and Landscape Analysis Techniques in Tianjin during 2000–2015

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Yafei Li

2017-05-01

Full Text Available The spatial and temporal characteristics and driving factors analysis of regional land use are the core scientific problems in the research of ecological environment and human sustainable development. It is also an important basis for the government to formulate land management policy. Based on the land use maps of 2000, 2005, 2010 and 2015, this article analyzed the spatiotemporal pattern of land use change in Tianjin, and determined the relative importance of each driving factor of land use change. The main features of land use change were the continuous expansion of built-up land (1386.89 km2/74.73% gains and the decrease of arable land area (1181.60 km2/16.84% losses. The area and intensity of land use change were not completely consistent, such as Wuqing and Jixian. The hotspots of land use change mainly were located in the main urban region in Tianjin, around the suburban settlements and Binhai New Area. The landscape pattern in the research region has also changed significantly. The Largest patch index (LPI and largest shape index (LSI of arable land showed an increasing trend, and the degree of landscape fragmentation of arable land was deepened. The trend of landscape index of built-up land was similar to that of arable land, but the change intensity was more severe. In addition, the article also used the stepwise regression analysis in the multiple regression to analyze the relative importance of various driving factors, indicating that the driving factors of the built-up land and arable land change were obviously different in different periods. Government policies also have a significant impact on land use change, such as establishing the Tianjin Binhai New Area (TBNA.

Strategic advantages of high-rise construction

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Yaskova Natalya

2018-01-01

Full Text Available Traditional methods to assess the competitiveness of different types of real estate in the context of huge changes of new technological way of life don’t provide building solutions that would be correct from a strategic perspective. There are many challenges due to changes in the consumers’ behavior in the housing area. A multiplicity of life models, a variety of opportunities and priorities, traditions and new trends in construction should be assessed in terms of prospective benefits in the environment of the emerging new world order. At the same time, the mane discourse of high-rise construction mainly relates to its design features, technical innovations, and architectural accents. We need to clarify the criteria for economic evaluation of high-rise construction in order to provide decisions with clear and quantifiable contexts. The suggested approach to assessing the strategic advantage of high-rise construction and the prospects for capitalization of high-rise buildings poses new challenges for the economy to identify adequate quantitative assessment methods of the high-rise buildings economic efficiency, taking into account all stages of their life cycle.

Strategic advantages of high-rise construction

Science.gov (United States)

Yaskova, Natalya

2018-03-01

Traditional methods to assess the competitiveness of different types of real estate in the context of huge changes of new technological way of life don't provide building solutions that would be correct from a strategic perspective. There are many challenges due to changes in the consumers' behavior in the housing area. A multiplicity of life models, a variety of opportunities and priorities, traditions and new trends in construction should be assessed in terms of prospective benefits in the environment of the emerging new world order. At the same time, the mane discourse of high-rise construction mainly relates to its design features, technical innovations, and architectural accents. We need to clarify the criteria for economic evaluation of high-rise construction in order to provide decisions with clear and quantifiable contexts. The suggested approach to assessing the strategic advantage of high-rise construction and the prospects for capitalization of high-rise buildings poses new challenges for the economy to identify adequate quantitative assessment methods of the high-rise buildings economic efficiency, taking into account all stages of their life cycle.

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...

What drives political commitment for nutrition? A review and framework synthesis to inform the United Nations Decade of Action on Nutrition

Science.gov (United States)

Baker, Phillip; Hawkes, Corinna; Wingrove, Kate; Parkhurst, Justin; Thow, Anne Marie; Walls, Helen

2018-01-01

Introduction Generating country-level political commitment will be critical to driving forward action throughout the United Nations Decade of Action on Nutrition (2016–2025). In this review of the empirical nutrition policy literature, we ask: what factors generate, sustain and constrain political commitment for nutrition, how and under what circumstances? Our aim is to inform strategic ‘commitment-building’ actions. Method We adopted a framework synthesis method and realist review protocol. An initial framework was derived from relevant theory and then populated with empirical evidence to test and modify it. Five steps were undertaken: initial theoretical framework development; search for relevant empirical literature; study selection and quality appraisal; data extraction, analysis and synthesis and framework modification. Results 75 studies were included. We identified 18 factors that drive commitment, organised into five categories: actors; institutions; political and societal contexts; knowledge, evidence and framing; and, capacities and resources. Irrespective of country-context, effective nutrition actor networks, strong leadership, civil society mobilisation, supportive political administrations, societal change and focusing events, cohesive and resonant framing, and robust data systems and available evidence were commitment drivers. Low-income and middle-income country studies also frequently reported international actors, empowered institutions, vertical coordination and capacities and resources. In upper-middle-income and high-income country studies, private sector interference frequently undermined commitment. Conclusion Political commitment is not something that simply exists or emerges accidentally; it can be created and strengthened over time through strategic action. Successfully generating commitment will likely require a core set of actions with some context-dependent adaptations. Ultimately, it will necessitate strategic actions by cohesive

Strategic Leadership and Its Application in Egyptian Universities

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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.   

University Strategic Planning: A Process for Change in a Principal Preparation Program

Science.gov (United States)

Guerra, Federico R.; Zamora, Roberto; Hernandez, Rosalinda; Menchaca, Velma

2017-01-01

This study describes a strategic planning process used for developing an educational leadership program that prepares principals for leading 21st century schools. The plan is based on recommendations received from the External reviewers representing Southern Association of Colleges and Schools, the Texas Education Agency, survey responses received…

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

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....

The strategic impact of a changing curriculum and learning environment on medical students' academic performance.

Science.gov (United States)

Williams, Pamela C; Epps, Anna Cherrie; McCammon, Sametria

2011-01-01

In recent years, the administration of Meharry Medical College, School of Medicine (SOM), Nashville, Tennessee, recognized the need to modify the curriculum to help improve student academic performance especially on the National Board of Medical Examiners (NBME) US Medical Licensing Examination (USMLE) steps 1 and 2. Thus, a number of changes occurred with respect to the traditional curriculum in the SOM, resulting in an integrated organ system-based curriculum design. The change in the learning environment was studied to determine the impact on performance after the introduction of the integrated organ system-based curriculum as compared to that of the traditional curriculum. With the utilization of a cadre of variables, it was believed that the strategic impact anticipated would provide a predictive validity profile to assist in the identification of students "at risk" of failure so that proactive intervention methodology could be made available to facilitate the students' successful progression during matriculation in the SOM. The purpose of this study was to analyze whether students trained with the integrated organ systems curriculum perform better than students trained with the traditional medical school curriculum on the medical education preclinical subject board examinations, and the NBME USMLE steps 1 and 2 examinations. From the 584 students studied in the control group (graduation classes for years 2005, 2006, and 2007) and the intervention group (graduation classes for years 2008, 2009, and 2010), significant improvement in performance on the NBME USMLE steps 1 and 2 examinations was noted following the introduction of the integrated organ system-based curriculum particularly among "at-risk" students. Data access availability from the School of Medicine of Meharry Medical College automatically gave reason for a preferential comparative relationship and study of the resulting strategic impact on cohorts graduating in years 2005-2010. Thus, this

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...

Extended driving impairs nocturnal driving performances.

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Patricia Sagaspe

Full Text Available Though fatigue and sleepiness at the wheel are well-known risk factors for traffic accidents, many drivers combine extended driving and sleep deprivation. Fatigue-related accidents occur mainly at night but there is no experimental data available to determine if the duration of prior driving affects driving performance at night. Participants drove in 3 nocturnal driving sessions (3-5 am, 1-5 am and 9 pm-5 am on open highway. Fourteen young healthy men (mean age [+/-SD] = 23.4 [+/-1.7] years participated Inappropriate line crossings (ILC in the last hour of driving of each session, sleep variables, self-perceived fatigue and sleepiness were measured. Compared to the short (3-5 am driving session, the incidence rate ratio of inappropriate line crossings increased by 2.6 (95% CI, 1.1 to 6.0; P<.05 for the intermediate (1-5 am driving session and by 4.0 (CI, 1.7 to 9.4; P<.001 for the long (9 pm-5 am driving session. Compared to the reference session (9-10 pm, the incidence rate ratio of inappropriate line crossings were 6.0 (95% CI, 2.3 to 15.5; P<.001, 15.4 (CI, 4.6 to 51.5; P<.001 and 24.3 (CI, 7.4 to 79.5; P<.001, respectively, for the three different durations of driving. Self-rated fatigue and sleepiness scores were both positively correlated to driving impairment in the intermediate and long duration sessions (P<.05 and increased significantly during the nocturnal driving sessions compared to the reference session (P<.01. At night, extended driving impairs driving performances and therefore should be limited.

On strategic spatial planning

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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

Strategic alliances fit pattern of industry innovation

International Nuclear Information System (INIS)

Crump, J.G.

1997-01-01

The strategic alliance, vitally important as an isolated practice in the oil and gas business, also fits a broad pattern of innovation by which the industry is redefining itself for prosperity in a new energy age. The industry is experiencing a renaissance in almost every aspect, from technological breakthroughs to innovative business practices to new products and markets. An inevitable outgrowth of such rapid and fundamental change is an evolution in business relationships. The strategic alliance is at the forefront of this trend. Development of new relationships capitalizes on, and partly results from, enormous advances in technology and finance. The paper discusses new relationships, the outsourcing rage, integrating work flows, and technological advances

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...

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.

The role of strategic management on small business growth in Kosova

Directory of Open Access Journals (Sweden)

Enver Kutllovci, Ph.D

2013-07-01

Full Text Available Small and medium enterprises (SMEs are considered to be the engine of economic growth through employment generation, contribution to GDP, technological innovations and other aspects of economic and social development. SMEs are also important because they are key drivers of employment and economic growth. The growth of SMEs depends on ability of those firms to apply strategic planning. In that context, strategic planning is very important for small and medium enterpriese in the time of global competition, technological change and increased dynamics in markets. Even if many entrepreneurs do not formulate business plans, the strategic planning and systematic decision-making can be considered a key determinant of survival and success of small firms. The paper examines the relationship between strategic planning and small and medium enterprises (SME growth in terms of empirical analyses that include various strategic planning elements.The study has practical implications. Entrepreneurs need to be aware that strategic planning practices, processes and techniques can be beneficial for growth of the firm. In order to enable their firms to grow, entrepreneurs may like to consider exactly formulating strategy, focusing on growth, profit, and market, among strategic analysis techniques paying special attention to analysis of market and competition and exactly formulating generic business strategies The key implication of this study for research is that the assessment of the relationship between strategic planning and small firm growth needs to be done across various elements or dimensions.

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...

Preventing distracted driving among college students: Addressing smartphone use.

Science.gov (United States)

Hassani, Sahar; Kelly, Erin H; Smith, Jennifer; Thorpe, Sara; Sozzer, Fatima H; Atchley, Paul; Sullivan, Elroy; Larson, Dean; Vogel, Lawrence C

2017-02-01

Based on the National Highway Traffic Safety Association's (NHTSA) Report, fatalities due to distracted driving are on the rise and the highest proportion of fatalities by age group is the 20-29 year old category. To date little has been done to educate college students about the dangers of distracted driving and engage these students in promoting a safe driving culture. Intervening among college students has the potential for making real-time behavior change, can foster a lifetime of safe driving habits among these students, and can help contribute to a culture of safe driving that can be created and sustained through positive messages from peers. The goals of this study were to develop, implement and evaluate a distracted driving presentation for college students to change knowledge, attitude and behavior on distracted driving. A 30-min, multi-media presentation on distracted driving was presented to 19 colleges and universities, totaling 444 college students (mean age 23.7±7.0 years of age, 61% females, 39% males). Students completed three surveys: prior to the workshop (interview 1), immediately after the workshop (interview 2), and 3 months following the workshop (interview 3). We assessed changes between interview 1 and interview 2 and found 15 of the 15 attitude-knowledge based questions significantly improved after the course. In addition, we assessed changes from interviews 1 and 3, and found 11 of the 15 attitude-knowledge based questions maintained their significance. Responses to behavior related questions at three months were also compared to baseline, and significant improvements were found for 12 of the 14 questions. While this study was successful in improving the short-term attitude-knowledge and behaviors on distracted driving, work is needed to sustain (and evaluate) long-term effects. Copyright © 2016 Elsevier Ltd. All rights reserved.

Serious gaming for the strategic planning process

NARCIS (Netherlands)

Aldea, Adina; Iacob, Maria Eugenia; van Hillegersberg, Jos; Quartel, Dick; Franken, Henry

2014-01-01

Serious games have been given more and more attention over the past few years. They are considered to be means of educating, motivating and changing behaviours of participants in a diverse set of domains. This paper proposes a serious game intended for learning how to deal with the strategic

Market-stage analysis enhances strategic planning.

Science.gov (United States)

McDonald, R B

1998-07-01

Changing market conditions are challenging healthcare organizations to determine how to allocate resources and make operational planning decisions to prepare for future changes. A vital part of meeting these challenges is understanding the impact of market stages, and using that knowledge to build effective business strategies. Financial modeling that includes market-stage information provides insight into market opportunities and presents a clearer picture of the organizational changes that will need to be implemented at each stage. Effective strategic action should take into account critical success factors in market responsiveness, organizational responsiveness, operational effectiveness, and financial strength.

Land use changes and its driving forces in hilly ecological restoration area based on gis and rs of northern china

Science.gov (United States)

Gao, Peng; Niu, Xiang; Wang, Bing; Zheng, Yunlong

2015-01-01

Land use change is one of the important aspects of the regional ecological restoration research. With remote sensing (RS) image in 2003, 2007 and 2012, using geographic information system (GIS) technologies, the land use pattern changes in Yimeng Mountain ecological restoration area in China and its driving force factors were studied. Results showed that: (1) Cultivated land constituted the largest area during 10 years, and followed by forest land and grass land; cultivated land and unused land were reduced by 28.43% and 44.32%, whereas forest land, water area and land for water facilities and others were increased. (2) During 2003–2007, forest land change showed the largest, followed by unused land and grass land; however, during 2008–2012, water area and land for water facilities change showed the largest, followed by grass land and unused land. (3) Land use degree was above the average level, it was in the developing period during 2003–2007 and in the degenerating period during 2008–2012. (4) Ecological Restoration Projects can greatly change the micro topography, increase vegetation coverage, and then induce significant changes in the land use distribution, which were the main driving force factors of the land use pattern change in the ecological restoration area. PMID:26047160

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...

Strategic collective system building to commercialize sustainability innovations

NARCIS (Netherlands)

Planko, J.; Cramer, J.M.; Chappin, M.M.H.; Hekkert, M.P.

2016-01-01

The implementation of innovative sustainability technologies often requires far-reaching changes of the macro environment in which the innovating firms operate. Strategic management literature demonstrates that the chances of a successful diffusion and adoption of an innovative technology in society

Strategic directions of personnel potential forming of a building complex

Directory of Open Access Journals (Sweden)

Simonova Marina

2016-01-01

Full Text Available The analysis of directions of strategic approach forming of labor potential management of a building complex is carried out in this paper. On the basis of this analysis the system of actions for strategy forming divided into consecutive stages is offered. The development of the personnel forecast is a strategic planning basis. One of personnel forecast variants is the correlation of needs estimates in personnel of a building complex with available allowances. On the basis of the personnel forecast strategic analysis it is possible to compose working programs for the stated goals of implementation. Operational assessment of personnel requirements of a building complex is proved to be combined with strategic objectives. Some assessment approaches to qualitative and quantitative need for specialists of a building complex are offered. The fact that high-quality labor power supply system of a building complex with should be based on industry development forecast and increase in construction products competitiveness is revealed in the article. Strategic management priority will allow to react immediately to the current situation changes, to introduce amendments both into tactical, and operational management.

The structural changes in the brazilian electric sector and the utilities strategic management; A restruturacao do setor eletrico brasileiro e o gerenciamento estrategico das empresas

Energy Technology Data Exchange (ETDEWEB)

Lotero, Roberto C.; Santana, Edvaldo Alves de [Santa Catarina Univ., Florianopolis, SC (Brazil). Programa de Pos-graduacao em Engenharia de Producao e Sistemas

1998-12-31

The objective of this paper is to show structural and market changes in brazilian electric sector and their implications on new business environment. Factors that will affect power utilities are pointed out and how they should be thoughtful in new model. Is pointed out the strategic change as a mean for utility optimization in efficiency and comparative advantage search. (author) 11 refs.; e-mail: rcl at eps.ufsc.br

Strategic Planning and NRC Decadal Survey Experience

Science.gov (United States)

Lautenbacher, C. C., Jr.

2015-12-01

Strategic planning exercises are routinely undertaken by a wide variety of organizations that span the private, public and academic sectors and with a wide variety of corporate goals. It is difficult to single out best procedures as the purposes of strategic planning are as varied as the organizations. As a former head of a governmental agency that requested such a NRC study, namely the first "Earth Sciences and Applications from Space" study, I will examine the process, provide my definitions and assessments of the good and the not-so-good, and compare to my experiences with other similar strategic planning exercises during my Navy, NOAA, and private sector careers. I find that there is always room for improvement, but there is no one process or procedure that can guarantee success. Overarching initial considerations that can position the effort for overall "success" will be defined and applied to the recent NSC Study: "Sea Change: 2015-2025 Decadal Survey of Ocean Science", for which I was neither an initiator nor a participant, but a very interested observer.

A Difficult Journey: Reflections on Driving and Driving Cessation From a Team of Clinical Researchers.

Science.gov (United States)

Liddle, Jacki; Gustafsson, Louise; Mitchell, Geoffrey; Pachana, Nancy A

2017-02-01

Recognizing the clinical importance and safety and well-being implications for the population, a multidisciplinary team has been researching older drivers and driving cessation issues for more than 15 years. Using empirical approaches, the team has explored quality of life and participation outcomes related to driving and nondriving for older people and has developed interventions to improve outcomes after driving cessation. The team members represent occupational therapists, medical practitioners, and clinical and neuropsychologists. While building the evidence base for driving- and driving cessation-related clinical practice, the researchers have also had first-hand experiences of interruptions to their own or parents' driving; involvement of older family members in road crashes; and provision of support during family members' driving assessment and cessation. This has led to reflection on their understandings and re-evaluation and refocusing of their perspectives in driving cessation research. This work will share the narratives of the authors and note their developing perspectives and foci within research as well as their clinical practice. Personal reflections have indicated the far-reaching implications for older drivers and family members of involvement in road crashes: the potential for interruptions to driving as a time for support and future planning and the conflicting and difficult roles of family members within the driving cessation process. Overall the lived, personal experience of the authors has reinforced the complex nature of driving and changes to driving status for the driver and their support team and the need for further research and support. © The Author 2016. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

Health, Climate Change and Energy Vulnerability: A Retrospective Assessment of Strategic Health Authority Policy and Practice in England

Directory of Open Access Journals (Sweden)

J. Richardson B.Sc., Ph.D., RN., DipDN., CPsychol., PGCE.

2008-01-01

Full Text Available Background A number of policy documents suggest that health services should be taking climate change and sustainability seriously and recommendations have been made to mitigate and adapt to the challenges health care providers will face. Actions include, for example, moving towards locally sourced food supplies, reducing waste, energy consumption and travel, and including sustainability in policies and strategies. A Strategic Health Authority (SHA is part of the National Health Service (NHS in England. They are responsible for developing strategies for the local health services and ensuring high-quality performance. They manage the NHS locally and are a key link between the U.K. Department of Health and the NHS. They also ensure that national priorities are integrated into local plans. Thus they are in a key position to influence policies and practices to mitigate and adapt to the impact of climate change and promote sustainability. Aim The aim of this study was to review publicly available documents produced by Strategic Health Authorities (SHA to assess the extent to which current activity and planning locally takes into consideration climate change and energy vulnerability. Methods A retrospective thematic content analysis of publicly available materials was undertaken by two researchers over a six month period in 2008. These materials were obtained from the websites of the 10 SHAs in England. Materials included annual reports, plans, policies and strategy documents. Results Of the 10 SHAs searched, 4 were found to have an absence of content related to climate change and sustainability. Of the remaining 6 SHAs that did include content related to climate change and energy vulnerability on their websites consistent themes were seen to emerge. These included commitment to a regional sustainability framework in collaboration with other agencies in the pursuit and promotion of sustainable development. Results indicate that many SHAs in England

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

Remark on the role of the driving force in BWR instability

International Nuclear Information System (INIS)

Dykin, V.; Pazsit, I.

2009-01-01

Simple models of BWR instability, used e.g. in understanding the role of the various oscillation modes in the overall stability of the plant, assume that each oscillation mode can be described by a second order system (a damped harmonic oscillator) driven by a white noise driving force. Change of the decay ratio (DR) of the observed signal is, as a rule, associated with the changing of the parameters of the damped oscillator, mainly its damping coefficient, and is interpreted in terms of the change of the stability of the system. However, conceptually, one cannot exclude cases when the change of the response of a driven damped oscillator is due to the change of the properties of the driving force. In this work we investigate the effect of a non-white driving force on the behaviour of the system. A question of interest is how changes of the spectrum of the driving force influence the observed autocorrelation function (ACF) of the resulting signal. Hence we calculate the response of a damped harmonic oscillator driven by a non-white driving force, corresponding to the reactivity effect of propagating density fluctuations in two-phase flow. It is shown how in some special cases such a driving force, when interpreting the neutron noise as if induced by a white noise driving source, can lead to an erroneous conclusion regarding the stability of the system. It is also concluded that in the practically interesting cases the effect of the coloured driving force, arising from propagating density fluctuations, is negligible.

Diagnosing and Resolving Conflict Created by Strategic Plans: Where Outreach Strategies and Execution Meet at an Academic Health Center.

Science.gov (United States)

Edwards, Robert L; Wollner, Samuel B; Weddle, Jessica; Zembrodt, James W; Birdwhistell, Mark D

2017-01-01

The imperative for strategic change at academic health centers has never been stronger. Underpinning the success of strategic change is an effective process to implement a strategy. Healthcare organizations, however, often fail to execute on strategy because they do not activate the requisite capabilities and management processes. The University of Kentucky HealthCare recently defined its 2020 strategic plan to adapt to emerging market conditions. The authors outline the strategic importance of strengthening partnership networks and the initial challenges faced in executing their strategy. The findings are a case study in how one academic health center has approached strategy implementation.

Innovative Strategic Leader Transforming From a Low-Cost Strategy to Product Differentiation Strategy

Directory of Open Access Journals (Sweden)

Ray R Gehani

2013-05-01

Full Text Available After the 2008 economic slowdown, and with increasing assault from enterprises from emerging economies, many innovative strategic leaders of multinational enterprises are forced to radically transform their enterprises. They often choose to change from low-cost strategy to innovation-driven product differentiation strategy. In this study, we use a multi-level Grounded Theory Methodology (GTM and agency theory to empirically illustrate such a strategic transformation at a large composite fabric and accessories enterprise. Lessons are drawn from the impact of strategic transformation at multiple levels: strategic leader level, tactical-team manager level, operational follower level, and stakeholder level. Implications for practitioners and researchers are provided by way of mindful leader orientation and value-based innovation.

The 1993 Canadian Association of Gastroenterology Strategic Plan: Excellence in Achievement

Directory of Open Access Journals (Sweden)

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.

Big data and analytics strategic and organizational impacts

CERN Document Server

Morabito, Vincenzo

2015-01-01

This book presents and discusses the main strategic and organizational challenges posed by Big Data and analytics in a manner relevant to both practitioners and scholars. The first part of the book analyzes strategic issues relating to the growing relevance of Big Data and analytics for competitive advantage, which is also attributable to empowerment of activities such as consumer profiling, market segmentation, and development of new products or services. Detailed consideration is also given to the strategic impact of Big Data and analytics on innovation in domains such as government and education and to Big Data-driven business models. The second part of the book addresses the impact of Big Data and analytics on management and organizations, focusing on challenges for governance, evaluation, and change management, while the concluding part reviews real examples of Big Data and analytics innovation at the global level. The text is supported by informative illustrations and case studies, so that practitioners...

Can We Study Autonomous Driving Comfort in Moving-Base Driving Simulators? A Validation Study.

Science.gov (United States)

Bellem, Hanna; Klüver, Malte; Schrauf, Michael; Schöner, Hans-Peter; Hecht, Heiko; Krems, Josef F

2017-05-01

To lay the basis of studying autonomous driving comfort using driving simulators, we assessed the behavioral validity of two moving-base simulator configurations by contrasting them with a test-track setting. With increasing level of automation, driving comfort becomes increasingly important. Simulators provide a safe environment to study perceived comfort in autonomous driving. To date, however, no studies were conducted in relation to comfort in autonomous driving to determine the extent to which results from simulator studies can be transferred to on-road driving conditions. Participants ( N = 72) experienced six differently parameterized lane-change and deceleration maneuvers and subsequently rated the comfort of each scenario. One group of participants experienced the maneuvers on a test-track setting, whereas two other groups experienced them in one of two moving-base simulator configurations. We could demonstrate relative and absolute validity for one of the two simulator configurations. Subsequent analyses revealed that the validity of the simulator highly depends on the parameterization of the motion system. Moving-base simulation can be a useful research tool to study driving comfort in autonomous vehicles. However, our results point at a preference for subunity scaling factors for both lateral and longitudinal motion cues, which might be explained by an underestimation of speed in virtual environments. In line with previous studies, we recommend lateral- and longitudinal-motion scaling factors of approximately 50% to 60% in order to obtain valid results for both active and passive driving tasks.

Cyber Terrorism demands a Global Risks and Threats Strategic Management

International Nuclear Information System (INIS)

Gareva, R.

2007-01-01

The world is in the third wave of development, which is digital managed and networked. Information, which creates the knowledge is transferring thorough the Internet by exponential function. The rapid advancement of the computer technology has a great influence over the development of the critical information infrastructure, thus changing the safety environment and the national values and interests. This advancement produces threats and risks from computer perspective which are sublimated in different forms of international terrorism and particularly in cyber terrorism. The main aim of this paper is based on a thorough analysis of what is scientifically known and practiced when nowadays critical information infrastructure is in the focus of the cyber terrorism. The rapid IT development demands changes in the strategic management focus. As a result of a time-consuming theoretical and empirical research this paper suggests a methodology for strategic managing of: threats, risks and vulnerabilities. The proposed methodology is seen as a mean to increase the human security conscious in every sense of the word, and to promote the need for rules, procedures and standards establishment from the aspect of the strategic management in the new information epoch concerning. In addition, through a scientific discourse, a short attempt is made to relate Macedonian reality with the phenomenon mentioned above. The most fundamental set phrase is that the efficiency and promptly made decisions during strategic planning are a projection of the systematic organization of functions and models for managing the risks and threats of the critical information infrastructure. Hence, this paper could be seen as a perspective when taking in consideration the regional strategic management, and the cyber space vital functioning. (author)

Natural resources and energy systems: a strategic perspective

International Nuclear Information System (INIS)

Lee, T.H.; Schmidt, E.; Anderer, J.

1986-06-01

Oil prices falls to below ten dollar a barrel. US synfuel program cancelled after billions of dollars are invested. Tennessee Valley Authority tries to sell unfinished nuclear plants to China. Completed nuclear plant stands idle in Austria. Canadians seek uses for excess power from Candu plants. A glut of cheap oil, a general excess of operating nuclear capacity, an ever growing number of mothballed or not quite completed non-operating nuclear plants. Today the formidable challenge is to use abundant energy sources in ways that support social and economic development and protect the environment. In this paper we seek to provide a strategic perspective on how to meet this challenge. Toward this end, we explore the misconceptions of the past that led to costly errors in energy planning. The issue here is to dispel the myth of resource depletion as the driving force for the shift from one energy source to another. To gain insight into the actual basis for energy substitution, we turn our attention to energy patterns, viewing these in retrospect and prospect. This review of energy development provides an opportunity to consider some of the environmental implications of the expanded use of energy resources. These findings are then drawn together in an attempt to highlight certain R and D options that we believe offer a sound basis for strategic energy management. (Author, shortened by G.Q.)

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.

The Strategic and Legal Risks of Work-Integrated Learning: An Enterprise Risk Management Perspective

Science.gov (United States)

Cameron, Craig

2017-01-01

Work-integrated learning (WIL) is a risky business for universities. WIL is a strategic risk worthy of pursuing by universities in the prevailing higher education environment, which is characterized by competition, changes in funding arrangements and stakeholder demand for WIL. Nevertheless the strategic opportunities that WIL presents cannot be…

Who is driving my car? Development and analysis of a control transition strategy for collaborative automated congestion driving

NARCIS (Netherlands)

Urhahne, Joseph

2016-01-01

The role of the driver is changing now that vehicles with driving automation technologies appear on the road. It evolves from being an active controller of the vehicle to being a supervisor of the automated ride. The driver has to collaborate with the driving automation and remains responsible for

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 TRANSFORMATION PROCESSES IN ORGANIZATIONS

Directory of Open Access Journals (Sweden)

JOSÉ G. VARGAS HERNÁNDEZ

2003-01-01

Full Text Available The objective of this paper is to analyze the transformation processes in strategy formulation inrelation to the evolution of the organization. It is determined that strategic thinking and strategyformulation has been a unique privilege of top management until the 70’s when the context wascharacterized by being more or less stable, in which the comparative advantages were sufficient toachieve the organization’s success starting from the role of traditional management.However, when the competitive environment changes due to the turbulence phenomena, with morecomplexity and turbulence, top management of organizations must respond to increasing demandsimposed by the new social and economic conditions. And through a continuous process of innovationof all activities of the business to search for sustainable competitive advantages founded on intangibleelements, specifically on the “knowledge” which is internalized in all the members of the organization.Thus, although strategic formulation is still faculty of top management, in some way it is influenced byother members of the organization.

Strategic behavior and regulatory styles in the Netherlands energy industry

International Nuclear Information System (INIS)

Kuit, M.

2002-01-01

Network-based industries, such as the telecommunications industry, the energy industry and the public transport industry, are in motion. Changes in these industries as well as their consequences - disastrous, in some cases - have received considerable media coverage in recent years. Examples include the failed, or partly, liberalization or privatization processes in the electricity industry and public rail transport. Examples are the long and frequent interruptions in California's electricity supply and the problems in British rail transport, several of which had fatal consequences. Other examples are the behavior of organizations in the industries. Driven either by increasing competitive pressure or by their exclusive position in the industry, some organizations exhibit hardly acceptable behavior. They bar new organizations from joining the industry or face their customers with improper terms of delivery or inflated prices; this is commonly referred to as strategic behavior. This study focuses on strategic behavior or potentially strategic behavior in the Netherlands energy industry and on the link between the way regulators operate in the industry and the strategic behavior observed. All forms of strategic behavior are discussed in this thesis. It seeks to present the richest possible collection of strategic behavior, making it a substantial extension to existing research into strategic behavior in network-based industries, most of which is confined to describing particular strategic behavior and its effects. Examples of such in-depth research are that into predatory pricing, regulatory capture, entry deterrence and the use of price caps in setting rates. Most of this research comprises detailed economic studies covering the design of alternative models to explain strategic behavior and the prevention of such behavior. The present study will not copy the format of these economic studies. It does not present a complete picture of potential strategic behavior in

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.

An evaluation of CPD learning and impact upon positive practice change.

Science.gov (United States)

Lee, Nancy-Jane

2011-05-01

This paper explores positive practice change in nursing and health care practice following continuing professional development (CPD). It is derived from a commissioned evaluation study within the United Kingdom (UK). Evaluation data was gathered using semi structured discussions with CPD participants, a convenience sample of line managers and University module leaders. Findings suggest that professional peer attitudes and support, when harnessed effectively in the practice setting, strongly enhance positive change. Conversely a lack of engagement with practice peers, a lack of strategic support and not knowing how to access support hinder change. The study found that learning need was often explored through personal development planning and appraisal, however there was little systematic follow up, review and support following learning. Interestingly the individual personal drive and enthusiasm of practitioners was perceived as the strongest factor helping practice change, while policy drivers and national health targets were secondary. Possible strategies to enhance positive practice change are explored. Copyright © 2010 Elsevier Ltd. All rights reserved.

Impact assessment of land use planning driving forces on environment

Energy Technology Data Exchange (ETDEWEB)

Chen, Longgao, E-mail: chenlonggao@163.com [Institute of Land Resources, Jiangsu Normal University (JSNU), Xuzhou 221116 (China); Yang, Xiaoyan [Institute of Land Resources, Jiangsu Normal University (JSNU), Xuzhou 221116 (China); School of Environment and Spatial Informatics, China University of Mining and Technology, Xuzhou 221116 (China); Chen, Longqian [School of Environment and Spatial Informatics, China University of Mining and Technology, Xuzhou 221116 (China); Li, Long [Department of Geography, Vrije Universiteit Brussel, Brussels 1050 (Belgium)

2015-11-15

Land use change may exert a negative impact on environmental quality. A state–impact–state (SIS) model describing a state transform under certain impacts has been integrated into land use planning (LUP) environmental impact assessment (LUPEA). This logical model is intuitive and easy to understand, but the exploration of impact is essential to establish the indicator system and to identify the scope of land use environmental impact when it is applied to a specific region. In this study, we investigated environmental driving forces from land use planning (LUPF), along with the conception, components, scope, and impact of LUPF. This method was illustrated by a case study in Zoucheng, China. Through the results, we concluded that (1) the LUPF on environment are impacts originated from the implementation of LUP on a regional environment, which are characterized by four aspects: magnitude, direction, action point, and its owner; (2) various scopes of LUPF on individual environmental elements based on different standards jointly define the final scope of LUPEA; (3) our case study in Zoucheng demonstrates the practicability of this proposed approach; (4) this method can be embedded into LUPEA with direction, magnitudes, and scopes of the LUPF on individual elements obtained, and the identified indicator system can be directly employed into LUPEA and (5) the assessment helps to identify key indicators and to set up a corresponding strategy to mitigate the negative impact of LUP on the environment, which are two important objectives of strategic environmental assessment (SEA) in LUP. - Highlights: • Environmental driving forces from land use planning (LUPF) are investigated and categorized. • Our method can obtains the direction, magnitudes and scopes of environmental driving forces. • The LUPEA scope is determined by the combination of various scopes of LUPF on individual elements. • LUPF assessment can be embedded into LUPEA. • The method can help to

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.

Community Drive

DEFF Research Database (Denmark)

Magnussen, Rikke

2018-01-01

Schools and educational institutions are challenged by not adequately educating students for independent knowledge collaboration and solving of complex societal challenges (Bundsgaard & Hansen, 2016; Slot et al., 2017). As an alternative strategy to formal learning has Community-driven research...... opportunity to break boundaries between research institutions and surrounding communities through the involvement of new types of actors, knowledge forms and institutions (OECD, 2011). This paper presents the project Community Drive a three year cross disciplinary community-driven game– and data-based project....... In the paper we present how the project Community Drive initiated in May 2018 is based on results from pilot projects conducted from 2014 – 2017. Overall these studies showed that it is a strong motivational factor for students to be given the task to change their living conditions through redesign...

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.

Drive mechanism nuclear reactor control rod

International Nuclear Information System (INIS)

Brooks, J.G. Jr.; Maure, D.R.; Meijer, C.H.

1978-01-01

An improved method and apparatus for operating magnetic stepping-type mechanisms. The current flowing in the coils of magnetic stepping-type mechanisms of the kind, for instance, that are used in control-element drive mechanisms is sensed and used to monitor operation of the mechanism. Current waveforms that characterize the motion of the mechanism are used to trigger changes in drive voltage and to verify that the drive mechanism is operating properly. In addition, incipient failures are detected through the observation of differences between the observed waveform and waveforms that characterize proper operation

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

Transition of International System and China’s Strategic Choice

Institute of Scientific and Technical Information of China (English)

TANG YONGSHENG

2016-01-01

At present,the international situation is at change.The international system undergoes profound transition.Great changes are happening to structure of power pattern,essence of international relations and norms of global governance.Major events of overall and strategic bearings such as the Ukraine Crisis,the Chaos of the Middle East,the proliferation of terrorism and the slowdown in economic

Small Screen Use and Driving Safety.

Science.gov (United States)

Atchley, Paul; Strayer, David L

2017-11-01

The increased availability of "small screens," wireless devices with Internet-enabled connections, and their associated applications has almost overnight changed the way that we interact with our phones. The current work outlines some of the aspects of this problem as it relates to the influence of small screens on driving safety. Small screens are highly compelling to drivers, both for the information they convey and because the ability to ignore them while driving is impaired by cognitive resources used by the driving task itself. However, much is unknown about why people make choices to multitask while driving. Given the safety risks, it is recommended that parents, the public, and regulators take a stand against the use of Internet-enabled small screens unrelated to driving when the vehicle is in motion. Copyright © 2017 by the American Academy of Pediatrics.

Strategic project selection based on evidential reasoning approach for high-end equipment manufacturing industry

Directory of Open Access Journals (Sweden)

Lu Guangyan

2017-01-01

Full Text Available With the rapid development of science and technology, emerging information technologies have significantly changed the daily life of people. In such context, strategic project selection for high-end equipment manufacturing industries faces more and more complexities and uncertainties with the consideration of several complex criteria. For example, a group of experts rather than a single expert should be invited to select strategic project for high-end equipment manufacturing industries and the experts may feel difficulty to express their preferences towards different strategic projects due to their limited cognitive capabilities. In order to handle these complexities and uncertainties, the criteria framework of strategic project selection is firstly constructed based on the characteristics of high-end equipment manufacturing industries and then evidential reasoning (ER approach is introduced in this paper to help experts express their uncertain preferences and aggregate these preferences to generate an appropriate strategic project. A real case of strategic project selection in a high-speed train manufacturing enterprise is investigated to demonstrate the validity of the ER approach in solving strategic project selection problem.