WorldWideScience

Sample records for expanding opportunities strategic

  1. 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:

  2. 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

  3. Expanding economic opportunities in protracted displacement

    OpenAIRE

    Miki Takahashi; Michael Moroz; Jonathan Peters; Jason Pronyk; Richard Barltrop

    2018-01-01

    Welcome progress has been made towards realising commitments made by international donors and host country governments to expand economic opportunities for Syrian refugees and host communities in neighbouring countries. However targets and commitments also bring new challenges, and evidence must underpin new policies.

  4. 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.

  5. Conference Offers Girls Opportunity to Expand Career Horizons

    Science.gov (United States)

    Offers Girls Opportunity to Expand Career Horizons For more information contact: e:mail: Public Affairs Golden, Colo., Feb. 11, 1997 -- Expanding Your Horizons, a conference for girls grades 6 - 9 and Employed Women, Girls Incorporated of Metro Denver, King Soopers, McDonalds, the TCI Adult Program and the

  6. Expanding economic opportunities in protracted displacement

    Directory of Open Access Journals (Sweden)

    Miki Takahashi

    2018-02-01

    Full Text Available Welcome progress has been made towards realising commitments made by international donors and host country governments to expand economic opportunities for Syrian refugees and host communities in neighbouring countries. However targets and commitments also bring new challenges, and evidence must underpin new policies.

  7. New York: Expanding Time, Increasing Opportunities for Achievement

    Science.gov (United States)

    Miller, Tiffany D.

    2014-01-01

    New York is poised to take an important step to improve student achievement by expanding learning time for students attending high-poverty, low-performing schools. Recent district- and state-level investments in expanded learning time--a promising strategy to close achievement and opportunity gaps--will give students more time to learn core…

  8. Strategic alliances in healthcare: opportunities for the Veterans Affairs healthcare system.

    Science.gov (United States)

    Halverson, P K; Kaluzny, A D; Young, G J

    1997-01-01

    Strategic alliances are proving to be effective strategies for responding and adapting to changing environments, and as such they offer the U.S. Department of Veterans Affairs (VA) healthcare system valuable opportunities for accomplishing the goals of its major reorganization effort. This article begins with an examination of basic strategic-alliance structures that are employed across many different types of industries. Next, consideration is given to the ways in which these basic alliance structures may be adapted to the unique organizations and individuals that serve as providers, purchasers, and consumers of health services. Finally, this article explores how models of strategic alliance in healthcare can be tailored to the specific needs and constraints of the VA healthcare system through an examination of existing and potential alliance opportunities.

  9. Expanding Business Opportunities for African Youth in Agricultural ...

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

    Expanding Business Opportunities for African Youth in Agricultural Value ... sector actors who can help commercialize them and achieve large-scale impacts. ... CultiAF supports research to achieve long-term food security in Eastern and ...

  10. Expanding opportunities. Strategic buying of utilities in new EU member states

    International Nuclear Information System (INIS)

    LaBelle, Michael

    2009-01-01

    During the 1990s, limited investment opportunities in Western Europe, the opening of the energy markets in Eastern Europe, and the future expansion of the European Union (EU) prompted an expansionist strategy by energy companies from the original EU member states. In this paper, the acquisition and divestiture activities and strategies of utilities from France and Germany are analyzed in the context of the 2004 and 2007 EU enlargements. Through quantitative and qualitative data analysis, including the development of two case studies, the strategy for expansion and evolution in new member states is examined. The results demonstrate a concerted effort to establish economies of scale through ownership of distribution companies. A change in strategy occurs as these privatization opportunities disappear. Generation and trading activity become the growth area for these companies as electricity supply becomes another factor that can contribute to the economies of scale. Recent EU-supported efforts towards regionalization of electricity markets, positions these companies well due to their strong regional presence. This paper will explore these issues in the context of ownership and geographic distribution. (author)

  11. Strategic Management Accounting and Feed-forward Management: with Reference to the Unified Management of Profit Opportunity and Risk

    OpenAIRE

    西村, 明

    2015-01-01

    This paper aims toreexamine strategic management accouning in relation to profit opportunity and risk from the viewpoint of feed-forward management , as few studies to date have discuued the relations between management accounting and the unified management of profit opportunity and risk.Many studies have been conducted that emphasize non-fine information and feedback organizational management in an attept to make traditional management accounting relevant to practical strategic needs. As lon...

  12. Strategic analyses in nursing schools: attracting, educating, and graduating more nursing students: part I--strengths, weaknesses, opportunities, and threats analysis.

    Science.gov (United States)

    Crow, Stephen M; Hartman, Sandra J; Mahesh, Sathiadev; McLendon, Christy L; Henson, Steve W; Jacques, Paul

    2008-01-01

    The shortage of nurses in the United States remains a persistent problem. Faced with this reality, nursing programs in colleges and universities continue to struggle to expand enrollment levels to meet the spiraling demand. This research uses familiar tools in strategic management: the strengths, weaknesses, opportunities, and threats (SWOT) analysis and stakeholder analysis as initial steps to draw more students to the profession of nursing. In a 2-round modified Delphi survey, chief administrators of schools of nursing identify the main SWOT of schools of nursing and the important internal and external stakeholders that influence nursing school success. The authors of the research suggest ways to use that knowledge to increase the enrollment level of nursing students. Part I of this research focuses on the SWOT analyses.

  13. Strategic marketing opportunities for Suncor OSG [Oil Sands Group

    International Nuclear Information System (INIS)

    Carrothers, S.

    1993-01-01

    Suncor's Oil Sands Group (OSG) is in a unique position to provide advantages to its customers, producing a light, sweet resid-free crude at a time when North American production of this valuable type of oil is in decline. While the per-barrel production cost of synthetic crude has been high historically, the OSG has recently committed to over US$300 million in capital investments which will reduce unit costs to conventional levels. Adding to this, the plant is located on a reserve that, even with existing technology, could feed the plant virtually indefinitely. Three aggressive strategic initiatives which will enhance the value of the products are being undertaken. The product slate diversification initiative involves significantly expanding the production slate to include premium products that are customized to meet customer needs. The product quality initiative will address product characteristics that are unattractive to some end users. The transportation initiative will ensure reliable and timely delivery of a wide variety of OSG products to an expanded customer base. 1 fig

  14. Strategic analysis of a factory built home opportunity in Western Canada

    OpenAIRE

    Henderson, Stephen Gary

    2006-01-01

    A strategic analysis was completed to determine the feasibility of initiating a factory-built home manufacturing facility in Western Canada. We completed an industry analysis, internal analysis, an opportunity analysis and provide a recommendation on how to proceed. The results indicate a factory built facility is economically feasible if a market of 60 houses per year can be established. The competitive advantages of factory built homes over on-site homes indicate a better quality home can b...

  15. 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.

  16. Case one. Evolution of a strategic plan: an organizational perspective.

    Science.gov (United States)

    Van Pelt, G C

    1990-01-01

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

  17. Strategic choices for renewable energy investment: Conceptual framework and opportunities for further research

    International Nuclear Information System (INIS)

    Wüstenhagen, Rolf; Menichetti, Emanuela

    2012-01-01

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

  18. 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

  19. Peran Strategic Entrepreneurship dalam Membangun Sustainable Competitive Advantage

    Directory of Open Access Journals (Sweden)

    Agustinus Dedy Handrimurtjahjo

    2014-11-01

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

  20. 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...

  1. Extending Ansoff’s Strategic Diagnosis Model

    Directory of Open Access Journals (Sweden)

    Daniel Kipley

    2012-01-01

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

  2. 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…

  3. Strategic Leverage of Engineering Knowledge through Taxonomy Governance

    Directory of Open Access Journals (Sweden)

    Rod Dilnutt

    2009-10-01

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

  4. 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...

  5. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Science.gov (United States)

    2012-09-05

    ... plan, incorporating a revised mission statement, expanded core values including diversity and inclusion in the workplace, streamlined strategic goals and objectives, and updated key priority performance...

  6. Strategic information systems planning for health service providers.

    Science.gov (United States)

    Moriarty, D D

    1992-01-01

    There is significant opportunity for health service providers to gain competitive advantage through the innovative use of strategic information systems. This analysis presents some key strategic information systems issues that will enable managers to identify opportunities within their organizations.

  7. Identifying Strategic Scientific Opportunities

    Science.gov (United States)

    As NCI's central scientific strategy office, CRS collaborates with the institute's divisions, offices, and centers to identify research opportunities to advance NCI's vision for the future of cancer research.

  8. 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.

  9. Expanding entrepreneurship opportunities through local governance: the case of Barbados

    Directory of Open Access Journals (Sweden)

    Paul Pounder

    2015-06-01

    Full Text Available This paper looks at the government and local governance structures of Barbados, arguing that local governance should be leveraged to expand entrepreneurship opportunities at the community level. It examines the links between local governance and entrepreneurship, and proposes a framework aimed at strengthening the relationship between Barbados’ newly formed constituency councils and its government institutions supporting entrepreneurship. The research concludes that there are many inefficiencies in the interaction between government agencies and constituency councils, which the proposed framework is a first step toward remedying.  The research suggests that local governance is a complex issue worldwide. More specifically in Barbados, even though the role of the constituency councils is defined, there are weak formal arrangements which undermine the processes and activities to support community entrepreneurship. The proposed framework highlighted in the research is a first step in formalising a way forward for entrepreneurship in the community. 

  10. Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage

    OpenAIRE

    Handrimurtjahjo, Agustinus Dedy

    2014-01-01

    Strategic entrepreneurship has emerged as a new concept in examining convergence in entrepreneurship studies (opportunity-seeking behavior) and strategic management (advantage-seeking behavior). Studies in the area of strategic management have gradually exposed the relationship betweenstrategic management and entrepreneurship: entrepreneurial strategy making; intrapreneurship; entrepreneurial strategic posture within organizations; entrepreneurial orientation; strategic managementintegration ...

  11. Strategic Investment Funds : Opportunities and Challenges

    OpenAIRE

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

    2016-01-01

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

  12. On Common Constitutional Ground: How Georgia's Scholarship Tax Credits Mirror Other State Programs and Expand Educational Opportunity

    Science.gov (United States)

    Carpenter, Dick M., II.; Erickson, Angela C.

    2016-01-01

    In 2008, Georgia launched a tax-credit scholarship program to expand educational opportunities for the state's pre-K through 12th-grade students by providing them scholarships to attend private schools. Georgia's scholarship tax credit program will help over 13,000 children get the best education for their needs at secular and religious private…

  13. Future opportunities in an unbundled market

    International Nuclear Information System (INIS)

    Singer, J.L.

    1996-01-01

    Deregulation of gas utilities requires a radical rethinking of the local distribution company's (LDC) business. Key strategies and immediate changes implemented at Bay State, an LDC in Massachusetts, were described, among them complete system unbundling, development of strategic relationships with retail energy companies, accelerated information system implementation, performance-based rate implementation to provide financial incentives for lowering costs and improving customer service, and aggressive growth of the energy products and services business. Five immediate changes made at Bay State to accelerate growth opportunities were: (1) introducing a company-wide restructuring, (2) initiating the first natural gas residential choice pilot program in New England, (3) aggressively expanding the energy products and services business, (4) selling Bay State's interest in the Massachusetts Power cogeneration facility

  14. Latin America as new PV market opportunity

    International Nuclear Information System (INIS)

    Weiss, Ingrid

    2015-01-01

    It is important to recognize solar energy as an international and strategic opportunity for the European market to expand. The objective of this paper is to apply the methodology created during the PV Parity project for analyzing PV Competitiveness in the emerging residential PV market in Brazil, using information from the State of Rio de Janeiro. The dynamic competitiveness analysis was performed considering the price with and without taxes in order to assess the year when PV will reach grid parity in Rio de Janeiro and how the taxes impact on the results. Results are divided into 3 scenarios: Optimistic, Conservative, and Conservative Moderate. The LCOE of residential systems will likely become competitive with the residential electricity tariffs between 2020 and 2030, assuming the residential tariffs in Rio de Janeiro. This is an indicator that PV energy business opportunities are increasing in Brazil and, with the adequate policy support, its market competitiveness could be improved. We are also looking in other markets of Latin America. (full text)

  15. Rewarding Stakeholders: The Perspective of Strategic Entrepreneurship

    OpenAIRE

    Dissanayake, Srinath

    2013-01-01

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

  16. IMPROVEMENT OF STRATEGIC MANAGEMENT OF THE INDUSTRIAL ENTERPRISE

    Directory of Open Access Journals (Sweden)

    Anna E. Gorokhova

    2015-01-01

    Full Text Available The subject / topic: The subject of this article is very actual in the light of formation of post-industrial economy and need of improvement of methods, tools and mechanisms of management of economic subjects. The main reason for low efficiency of the industrial enterprises consists now that the developed stereotypes of managing and the applied methods of management don't conform to requirements of market economy. In article advantages of introduction of instruments of strategic management in activity of the industrial enterprises are considered.The purpose / objectives: The purpose of article is the analysis of the directions of improvement of strategic management of the industrial enterprise in modern economic conditions. Objectives of the article: To investigate differences of strategic management of the industrial enterprise from traditional, to analyse modern strategy of the industrial enterprises, to reveal their features and scopes.Methodology: A methodical basis of this article are comparative methods of the analysis.The Results: Difference of strategic management of the industrial enterprise from the traditional is investigated. Possibility of strategic development of the industrial companies only at systematic introduction of innovations is proved. Modern strategy of development of the industrial enterprises are analysed: modern strategy of development in retail networks of sales of mobile phones, outsourcing strategy, strategy of development of the company on the basis of a matrix «a growth / share of the market», strategy of fight for intellectual leadership, strategy of ecosystems of J. F. Moore; their features and scopes are revealed.Conclusions / significance: It is necessary to expand practical use of instruments of strategic management in activity of the industrial enterprises as they allow to increase management efficiency as a result of the accounting of opportunities and threats of environment and current state of the

  17. Relational Benefit on Satisfaction and Durability in Strategic Corporate Social Responsibility

    Directory of Open Access Journals (Sweden)

    Minseok Kim

    2018-04-01

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

  18. How water flows in strategic spatial planning : The strategic role of water in Dutch regional planning projects

    NARCIS (Netherlands)

    Woltjer, J.; Feyen, J; Shannon, K; Neville, M

    2009-01-01

    To what extent can current attempts to link Dutch water management and spatial planning be regarded as a reflection of a more strategic planning style? How do prevailing institutional conditions offer constraints or opportunities for further strategic action in water planning? The paper employs the

  19. A systematic strategic planning process focused on improved community engagement by an academic health center: the University of Kansas Medical Center's story.

    Science.gov (United States)

    Cook, David C; Nelson, Eve-Lynn; Ast, Cori; Lillis, Teresa

    2013-05-01

    A growing number of academic health centers (AHCs) are considering approaches to expand collaboration with their communities in order to address complex and multisystem health concerns. In 2010, internal leaders at the University of Kansas Medical Center undertook a strategic planning process to enhance both community engagement activities and the scholarship resulting from these engagement activities. The authors describe the strategic planning process, recommendations, and actions associated with elevating community engagement within the AHC's mission and priorities. The strategic planning process included conducting an inventory of community engagement activities within the AHC; analyzing strengths, weaknesses, opportunities, and threats for community engagement work; and identifying goals and strategies to improve future community engagement activities and scholarship. The resulting road map for enhancing community engagement at their institution through 2015 consists of four main strategies: emphasize scholarship in community engagement, revise organizational structures to better facilitate community engagement, prioritize current engagement activities to ensure appropriate use of resources, and enhance communication of engagement initiatives to further develop stakeholder relationships.The authors also discuss implementation of the plan to date and highlight lessons learned that may inform other AHCs as they enhance and expand similar endeavors.

  20. 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.

  1. Open Educational Resources and the Opportunities for Expanding Open and Distance Learning (OERS-ODL

    Directory of Open Access Journals (Sweden)

    Jameson Mbale

    2013-05-01

    Full Text Available Distance learning (DL was a teaching modality which utilized technology to deliver teaching to students who were not physically present such as in a traditional classroom setting. DL was not constrained by geographic considerations and therefore offered unique opportunities to expand educational access. The University of Namibia (UNAM and International Training and Education Center for Health (I-TECH partnered to examine DL at UNAM, to assess strengths and weaknesses, and to make recommendations for improvement. The primary method used in this assessment was interviews with staff at centers and units engaged in Distance Learning at UNAM. It was analyzed how interactions vary between instructor and learner, among learners, and between learners and learning resources. DL at UNAM was categorized into five approaches including: 1 Outreach, 2 Print-based, 3 Computer based, 4 Internet-based, and 5 Digital Video Conferencing (DVC. All-in-all, a strategy of “starting small” was envisaged to allow individual instructors to voluntarily use collaborative software such as Google Groups to enhance print-based instruction and progressively expand DL at UNAM.

  2. Expanding CTE Opportunities through Blended Learning

    Science.gov (United States)

    McKinstry, Elizabeth

    2012-01-01

    The global economy, 21st century skills, knowledge society, college and career readiness, digital and project-based learning are all common terms to educators who are expanding their learning environments beyond the classroom to meet the needs of all students. It is common knowledge that the rapid technological advances of this century have…

  3. Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

    Science.gov (United States)

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

    2012-01-01

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

  4. Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals

    Science.gov (United States)

    Paul, Heather L.

    2012-01-01

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

  5. A Strategic Planning Process Model for Distance Education

    Science.gov (United States)

    Pisel, Kenneth P.

    2008-01-01

    As more institutions seek to implement or expand distance learning programs, it becomes critical to integrate distance learning programs into broader strategic visions and plans. Using the informed opinion from a panel of peer-nominated experts via iterative Delphi questionnaires, a 10-phased strategic planning process model for distance education…

  6. Hanford Site Cleanup Challenges and Opportunities for Science and Technology - A Strategic Assessment

    International Nuclear Information System (INIS)

    Johnson, W.; Reichmuth, B.; Wood, T.; Glasper, M.; Hanson, J.

    2002-01-01

    In November 2000, the U.S. Department of Energy (DOE) Richland Operations Office (RL) initiated an effort to produce a single, strategic perspective of RL Site closure challenges and potential Science and Technology (S and T) opportunities. This assessment was requested by DOE Headquarters (HQ), Office of Science and Technology, EM-50, as a means to provide a site level perspective on S and T priorities in the context of the Hanford 2012 Vision. The objectives were to evaluate the entire cleanup lifecycle (estimated at over $24 billion through 2046), to identify where the greatest uncertainties exist, and where investments in S and T can provide the maximum benefit. The assessment identified and described the eleven strategic closure challenges associated with the cleanup of the Hanford Site. The assessment was completed in the spring of 2001 and provided to DOE-HQ and the Hanford Site Technology Coordination Group (STCG) for review and input. It is the first step in developing a Site-level S and T strategy for RL. To realize the full benefits of this assessment, RL and Site contractors will work with the Hanford STCG to ensure: identified challenges and opportunities are reflected in project baselines; detailed S and T program-level road maps reflecting both near- and long-term investments are prepared using this assessment as a starting point; and integrated S and T priorities are incorporated into Environmental Management (EM) Focus Areas, Environmental Management Science Program (EMSP) and other research and development (R and D) programs to meet near-term and longer-range challenges. Hanford is now poised to begin the detailed planning and road mapping necessary to ensure that the integrated Site level S and T priorities are incorporated into the national DOE S and T program and formally incorporated into the relevant project baselines. DOE-HQ's response to this effort has been very positive and similar efforts are likely to be undertaken at other sites

  7. A National Strategic Narrative

    Science.gov (United States)

    2011-01-01

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

  8. A METHODOLOGICAL APPROACH TO THE STRATEGIC ANALYSIS OF FOOD SECURITY

    Directory of Open Access Journals (Sweden)

    Anastasiia Mostova

    2017-12-01

    Full Text Available The objective of present work is to substantiate the use of tools for strategic analysis in order to develop a strategy for the country’s food security under current conditions and to devise the author’s original technique to perform strategic analysis of food security using a SWOT-analysis. The methodology of the study. The article substantiates the need for strategic planning of food security. The author considers stages in strategic planning and explains the importance of the stage of strategic analysis of the country’s food security. It is proposed to apply a SWOT-analysis when running a strategic analysis of food security. The study is based on the system of indicators and characteristics of the country’s economy, agricultural sector, market trends, material-technical, financial, human resources, which are essential to obtain an objective assessment of the impact of trends and factors on food security, and in order to further develop the procedure for conducting a strategic analysis of the country’s food security. Results of the study. The procedure for strategic analysis of food security is developed based on the tool of a SWOT-analysis, which implies three stages: a strategic analysis of weaknesses and strengths, opportunities and threats; construction of the matrix of weaknesses and strengths, opportunities, and threats (SWOT-analysis matrix; formation of the food security strategy based on the SWOT-analysis matrix. A list of characteristics was compiled in order to conduct a strategic analysis of food security and to categorize them as strengths or weaknesses, threats, and opportunities. The characteristics are systemized into strategic groups: production, market; resources; consumption: this is necessary for the objective establishing of strategic directions, responsible performers, allocation of resources, and effective control, for the purpose of further development and implementation of the strategy. A strategic analysis

  9. 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

  10. Strategic Planning: A Practical Primer for the Healthcare Provider: Part I.

    Science.gov (United States)

    Baum, Neil; Brockmann, Erich N; Lacho, Kenneth J

    2016-01-01

    Entrepreneurs are known for opportunity recognition--that is, "How can I start a business to make money from this opportunity?" However, once a commercial entity is formed to take advantage of an opportunity, the leadership priority shifts from entrepreneurial to strategic. A strategic perspective leverages limited resources to position a business for future success relative to rivals in a competitive environment. Often, the talents needed for one priority are not the same as those needed for the other. This article, the first part of a two-part article, intends to simplify the transition from an entrepreneurial to a strategic focus. It walks an entrepreneur through the strategic management planning process using a fictional business. The various tasks in the process (i.e., mission, vision, internal analysis, external analysis) are illustrated with examples from a typical primary physician's private practice. The examples show how the strategic management tasks are interrelated and ultimately lead to a philosophical approach to managing a business.

  11. Strategic plan: A tool to improve IPP project earnings

    International Nuclear Information System (INIS)

    LeClerc, S.

    1997-01-01

    This paper presents a strategic plan to analyze and convert project operations to gain short-term and long-term economic benefits. Areas of Opportunity were identified which may result in improved project economics from Independent Power Producers' project reviews. This paper discusses each Area of Opportunity, suggests options for investigation, and provides a potential magnitude of upside for solid fuel circulating fluidized bed projects in the 50 MW project size. The Areas of Opportunity are: (1) Power Purchase Agreement Modifications; (2) Fuel Use Optimization; (3) Power Plant Upgrades; (4) Power Plant Depreciation Schedule And FAS 121 Analysis; (5) Operation ampersand Maintenance Review; (6) Financial Contract Review; (7) Environmental Review; (8) Insurance Coverage Review; (9) Internal Management Review; and (10) Strategic Development For Energy Sales. Ten appendices are included which comprise a sample Strategic Plan: (1) Potential Plant Upgrades, (2) Enhancement Criteria, (3) Age of Coal Burning Plants, (4) Btu Energy Price Summary, (5) Typical Operation and Maintenance Audit Findings, (6) Typical Performance Objectives and Guidelines, (7) Typical Heavy Metal Emissions, (8) Typical Strategic Plan Formulation, (9) Strategic Plan Implementation Schedule, and (10) Typical Decision Tree. 8 refs

  12. Strategic Management in the Era of Cooperation

    DEFF Research Database (Denmark)

    Strand, Robert

    Whereas strategic management in the U.S. has traditionally focused on competition and a competitive advantage, Scandinavian strategic management has long centered on effective cooperation. In light of recent calls in the U.S. to shift toward cooperation to realize opportunities for shared value...

  13. The Emerging Strategic Entrepreneurship Field

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Lyngsie, Jacob

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

  14. Strategic Plan for Light Water Reactor Research and Development

    International Nuclear Information System (INIS)

    2004-01-01

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

  15. Strategic Planning and the Marketing Process: Library Applications.

    Science.gov (United States)

    Wood, Elizabeth J.

    1983-01-01

    Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…

  16. 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…

  17. Opportunities for Enhanced Strategic Use of Surveys, Medical Records, and Program Data for HIV Surveillance of Key Populations: Scoping Review

    Science.gov (United States)

    Baral, Stefan D; Edwards, Jessie K; Zadrozny, Sabrina; Hargreaves, James; Zhao, Jinkou; Sabin, Keith

    2018-01-01

    Background Normative guidelines from the World Health Organization recommend tracking strategic information indicators among key populations. Monitoring progress in the global response to the HIV epidemic uses indicators put forward by the Joint United Nations Programme on HIV/AIDS. These include the 90-90-90 targets that require a realignment of surveillance data, routinely collected program data, and medical record data, which historically have developed separately. Objective The aim of this study was to describe current challenges for monitoring HIV-related strategic information indicators among key populations ((men who have sex with men [MSM], people in prisons and other closed settings, people who inject drugs, sex workers, and transgender people) and identify future opportunities to enhance the use of surveillance data, programmatic data, and medical record data to describe the HIV epidemic among key populations and measure the coverage of HIV prevention, care, and treatment programs. Methods To provide a historical perspective, we completed a scoping review of the expansion of HIV surveillance among key populations over the past three decades. To describe current efforts, we conducted a review of the literature to identify published examples of SI indicator estimates among key populations. To describe anticipated challenges and future opportunities to improve measurement of strategic information indicators, particularly from routine program and health data, we consulted participants of the Third Global HIV Surveillance Meeting in Bangkok, where the 2015 World Health Organization strategic information guidelines were launched. Results There remains suboptimal alignment of surveillance and programmatic data, as well as routinely collected medical records to facilitate the reporting of the 90-90-90 indicators for HIV among key populations. Studies (n=3) with estimates of all three 90-90-90 indicators rely on cross-sectional survey data. Programmatic data and

  18. Strategic Analysis of the Air Astana Company

    OpenAIRE

    Mansurova, Benazir

    2015-01-01

    The main goal of this bachelor thesis was the implementation of the strategic analysis and further formulation of strategic comments and recommendations for the Air Astana Company. This goal was reached by the identification of the strength and weaknesses of the company and opportunities and threats that can influence the company from the external environment. The work is divided into theoretical and practical parts. In the theoretical part was described the theory of strategic management, st...

  19. China, Argentina agree to further strategic ties

    Institute of Scientific and Technical Information of China (English)

    2011-01-01

    According to Xinhua,China and Argentina have agreed to further enhance mutual trust and their strategic partnership as the two emerging economies are playing an increasingly important role in the world arena.“China will work with Argentina to strengthen strategic mutual trust,expand cooperation and coordination within multilateral frameworks in order to promote bilateral ties and benefit the two peoples,” Vice President Xi Jinping told Argentine Foreign Minister Hector Timerman on September 9.

  20. STRATEGIC MANAGEMENT IN NONPROFIT AND PUBLIC ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Ioan NICOLAE

    2008-01-01

    Full Text Available Strategic management in public organizations can use coerciveness as a keyelement of their strategy. Private organizations are more dependent onmarketing or selling to potential customers. As publicness increases,marketing declines in importance and maintaining favorable coercivearrangements increases in importance. Strategic managers should be awareof coercive opportunities in their mandates as they fashion strategy anddevise implementation plans.

  1. Strategic Partnership: Potential for Ensuring the University Sustainable Development

    Directory of Open Access Journals (Sweden)

    Tatiana Salimova

    2014-07-01

    Full Text Available The purpose of the article is to research the theoretical approaches to strategic partnerships of universities, analyse the current trends of partnership development of universities in the context of sustainable development, discuss the experience of the National Research Ogarev Mordovia State University in terms of strategic partnerships creation and define the new opportunities of developing the strategic partnerships. The methodology of the paper is based on comprehensive literature review in the sphere of university partnerships. The authors use a comparative method, analysis and summarizing aimed on defining the current trends and issues related to strategic partnership. There has been developed the partnership commitment chart of key stakeholders of universities to show current points and target points. The research findings are generalization of the strategic partnership theory with the focus on university activities in reference to sustainable development, clarification of current trends and issues of university strategic partnership, definition of further opportunities and methods in the area under consideration. Under modern conditions it is extremely important to develop a strategic partnership in the sphere of higher education. Universities are open institutions and they need to be involved into different processes of economy and society development. Article’s significance is in a new view on strategic partnership in the context of sustainable development of universities.

  2. 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...

  3. Microscale technology and biocatalytic processes: opportunities and challenges for synthesis.

    Science.gov (United States)

    Wohlgemuth, Roland; Plazl, Igor; Žnidaršič-Plazl, Polona; Gernaey, Krist V; Woodley, John M

    2015-05-01

    Despite the expanding presence of microscale technology in chemical synthesis and energy production as well as in biomedical devices and analytical and diagnostic tools, its potential in biocatalytic processes for pharmaceutical and fine chemicals, as well as related industries, has not yet been fully exploited. The aim of this review is to shed light on the strategic advantages of this promising technology for the development and realization of biocatalytic processes and subsequent product recovery steps, demonstrated with examples from the literature. Constraints, opportunities, and the future outlook for the implementation of these key green engineering methods and the role of supporting tools such as mathematical models to establish sustainable production processes are discussed. Copyright © 2015 Elsevier Ltd. All rights reserved.

  4. Newly available technologies present expanding opportunities for scientific and technical information exchange

    Science.gov (United States)

    Tolzman, Jean M.

    1993-01-01

    The potential for expanded communication among researchers, scholars, and students is supported by growth in the capabilities for electronic communication as well as expanding access to various forms of electronic interchange and computing capabilities. Increased possibilities for information exchange, collegial dialogue, collaboration, and access to remote resources exist as high-speed networks, increasingly powerful workstations, and large, multi-user computational facilities are more frequently linked and more commonly available. Numerous writers speak of the telecommunications revolution and its impact on the development and dissemination of knowledge and learning. One author offers the phrase 'Scholarly skywriting' to represent a new form of scientific communication that he envisions using electronic networks. In the United States (U.S.), researchers associated with the National Science Foundation (NSF) are exploring 'nationwide collaboratories' and 'digital collaboration.' Research supported by the U.S. National Aeronautics and Space Administration (NASA) points to a future where workstations with built-in audio, video monitors, and screen sharing protocols are used to support collaborations with colleagues located throughout the world. Instruments and sensors located worldwide will produce data streams that will be brought together, analyzed, and distributed as new findings. Researchers will have access to machines that can supply domain-specific information in addition to locator and directory assistance. New forms of electronic journals will emerge and provide opportunities for researchers and scientists to exchange information electronically and interactively in a range of structures and formats. Ultimately, the wide-scale use of these technologies in the dissemination of research results and the stimulation of collegial dialogue will change the way we represent and express our knowledge of the world. A new paradigm will evolve--perhaps a truly worldwide

  5. Robinson Rancheria Strategic Energy Plan; Middletown Rancheria Strategic Energy Plan, Scotts Valley Rancheria Strategic Energy Plan, Elem Indian Colony Strategic Energy Plan, Upperlake Rancheria Strategic Energy Plan, Big Valley Rancheria Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    McGinnis and Associates LLC

    2008-08-01

    The Scotts Valley Band of Pomo Indians is located in Lake County in Northern California. Similar to the other five federally recognized Indian Tribes in Lake County participating in this project, Scotts Valley Band of Pomo Indians members are challenged by generally increasing energy costs and undeveloped local energy resources. Currently, Tribal decision makers lack sufficient information to make informed decisions about potential renewable energy resources. To meet this challenge efficiently, the Tribes have committed to the Lake County Tribal Energy Program, a multi Tribal program to be based at the Robinson Rancheria and including The Elem Indian Colony, Big Valley Rancheria, Middletown Rancheria, Habematolel Pomo of Upper Lake and the Scotts Valley Pomo Tribe. The mission of this program is to promote Tribal energy efficiency and create employment opportunities and economic opportunities on Tribal Lands through energy resource and energy efficiency development. This program will establish a comprehensive energy strategic plan for the Tribes based on Tribal specific plans that capture economic and environmental benefits while continuing to respect Tribal cultural practices and traditions. The goal is to understand current and future energy consumption and develop both regional and Tribe specific strategic energy plans, including action plans, to clearly identify the energy options for each Tribe.

  6. Strategic Planning and Doctor Of Nursing Practice Education: Developing Today's and Tomorrow's Leaders.

    Science.gov (United States)

    Falk, Nancy L; Garrison, Kenneth F; Brown, Mary-Michael; Pintz, Christine; Bocchino, Joseph

    2015-01-01

    Strategic planning and thinking skills are essential for today's nurse leaders. Doctor of nursing practice (DNP) programs provide an opportunity for developing effective nurse strategists. A well-designed strategy course can stimulate intellectual growth at all levels of Bloom's Taxonomy. Discussion forums in online education provide new opportunities for rich interaction among peers en route to development of well-informed strategic plans. An interprofessional perspective adds a rich and vital aspect to doctoral nursing education and it serves to inform strategic plan development. A roadmap for teaching strategic planning to current and future nursing leaders will guide the integration of essential content into DNP programs.

  7. Strategic Partnership: Potential for Ensuring the University Sustainable Development

    OpenAIRE

    Tatiana Salimova; Natalya Vatolkina; Vasily Makolov

    2014-01-01

    The purpose of the article is to research the theoretical approaches to strategic partnerships of universities, analyse the current trends of partnership development of universities in the context of sustainable development, discuss the experience of the National Research Ogarev Mordovia State University in terms of strategic partnerships creation and define the new opportunities of developing the strategic partnerships. The methodology of the paper is based on comprehensive literature review...

  8. 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.)

  9. QUALITY FUNCTION DEPLOYMENT AS A STRATEGIC PLANNINGTOOL

    Directory of Open Access Journals (Sweden)

    Burcu DEVRİM İÇTENBAŞ

    2011-07-01

    Full Text Available Quality Function Deployment (QFD uses a house of quality to translate customerrequirements into engineering specifications. QFD has been widely used as a toolto develop new products. It has been adopted in thefields of education quality,service quality, software development and marketingplanning. The tool hasrecently been applied in strategic planning .In this study authors reviewed currentresearch which uses QFD as a strategic planning tool and described how QFDmethods can be used as a robust tool in strategic planning. This study provides aninsight for strategic planners to utilize a QFD- based philosophy and the methodsare useful tools for the design of a customer-driven strategy and show how itsystematically translates vision into action, targeting opportunities and creatinginnovative strategies.

  10. Department of Defense Strategic Plan for Advanced Distributed Learning

    National Research Council Canada - National Science Library

    1999-01-01

    ...), requires the Secretary of Defense to develop a strategic plan for guiding and expanding distance learning initiatives within the Department of Defense, to include a provision for the expansion...

  11. 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.

  12. 15 CFR 1160.22 - Goal of the Strategic Partnership initiative.

    Science.gov (United States)

    2010-01-01

    ... initiative. 1160.22 Section 1160.22 Commerce and Foreign Trade Regulations Relating to Commerce and Foreign... INNOVATION Strategic Partnership Initiative § 1160.22 Goal of the Strategic Partnership initiative. (a) This new initiative is designed to provide the private sector with the opportunity to discuss the possible...

  13. Strategic Audit and Ownership Strategy

    Directory of Open Access Journals (Sweden)

    Mike Franz Wahl

    2015-10-01

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

  14. Strategic directions and actions for advanced practice nursing in China

    Directory of Open Access Journals (Sweden)

    Martha N. Hill

    2017-01-01

    Full Text Available There is a need and opportunity for China to develop education and practice innovations given that advance practice nurses (APNs improve health care and outcomes. The China Medical Board (CMB China Nursing Network (CCNN began planning for an Advanced Nursing Practice Program for education and career development that will facilitate CCNN's contributions to meeting national nursing policy priorities. This paper presents the discussion, recommendations and action plans developed at the inaugural planning meeting on June 26, 2015 at Fudan University in Shanghai. The recommendations are: Develop standards for advanced nursing practice; Develop Master's level curricula based on the standards; Commence pilot projects across a number of University affiliated hospitals; and Prepare clinical tutors and faculty. The strategic directions and actions are: Develop a clinical career ladder system; Expand the nursing role from hospital to community; and Build a specialty nurse accreditation system.

  15. Strategic planning 2007-2011, an opportunity for quality, competitiveness and excellence of the Laguna Verde Central

    International Nuclear Information System (INIS)

    Rivera C, A.

    2007-01-01

    The reason is to give to know to the nuclear community in Mexico the good results that it located in the 2006 to the Laguna Verde Nucleo electric Central in the classification of the World Association of Nuclear Operators (WANO) like one of the best in the worldwide scale, and their Strategic Plan 2007-2011 like an opportunity to continue improving the Quality, the Competitiveness and the Excellency in their Generating Units. It stands out that the fuel reloads are carried out in systemic form in less than 30 days, and also other achievements like it is the certificate granted by PROFEPA of Clean Industry, the renovation of the Certifications of the ISO-9001 and the ISO-14001, as well as the accredit of the Laboratories, and they will give data of the project of the increment of power that their power rose in 15%. For those results in the Strategic Planning 2007-2011 are pointed out that the Laguna Verde Central is a highly viable option in Mexico, when continuing with reloads that will allow a capacity factor up of 90%, and the other concepts that will give the obtaining of the qualification level 1 of WANO in this strategic period. Finally I will conclude with the good news for the Nuclear Industry in Mexico that published the Reforma newspaper at November 01, 2006: 'To the president of Mexico, Felipe Calderon, interests him to impel during his command the alternating energy sources to the hydrocarbons, known it is that the hydrocarbons (petroleum, coal or natural gas) they are finite, while the appetite of the world for the energy is infinite. As you they know, Mexico possesses a nuclear plant that generates energy starting from enriched uranium: the famous Laguna Verde Thermonuclear Central. He declared that Mexico can and it should advance for the one on the way to the energy generation for the nuclear road.' (Author)

  16. Environment factors to achieve strategic objectives in companies

    Directory of Open Access Journals (Sweden)

    Guga, L.

    2010-12-01

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

  17. Science and Technology Business Area Strategic Plan

    National Research Council Canada - National Science Library

    Paul, Richard

    2000-01-01

    The S&T Business Area Strategic Plan has been updated to include lessons learned over the last two years, identifies areas that need to be reviewed further, addresses business opportunities and threats...

  18. 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

  19. 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...

  20. Higher Education Planning for a Strategic Goal with a Concept Mapping Process at a Small Private College

    Science.gov (United States)

    Driscoll, Deborah P.

    2010-01-01

    Faculty, staff, and administrators at a small independent college determined that planning with a Concept Mapping process efficiently produced strategic thinking and action plans for the accomplishment of a strategic goal to expand experiential learning within the curriculum. One year into a new strategic plan, the college enjoyed enrollment…

  1. Strategic Planning for School Success.

    Science.gov (United States)

    Herman, Jerry J.

    1993-01-01

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

  2. Entrepreneurial Call for Strategic Agility in Fast-Paced Business Environment

    Directory of Open Access Journals (Sweden)

    Arslan Ayub

    2014-06-01

    Full Text Available The 21st century came with blending of threats and opportunities of deep-rooted obstructions of fast-paced business environment. Research on strategic management has consequently increased and grabbed the attention of both academicians and strategic policy makers. The current study is therefore directed to analyze the multifaceted influence of entrepreneurial orientation on strategic agility and organizational performance. The study uses exploratory approach; primary data is collected from 323 professional working in private sectors in twin cities of Islamabad and Rawalpindi, Pakistan. The study found significantly positive relationship between entrepreneurial orientation and strategic agility, entrepreneurial orientation and organizational performance, and strategic agility and organizational performance. The study discusses important implications regarding entrepreneurs‘ deployment of entrepreneurial orientation and strategic agility for enhancing organizational performance.

  3. Strategic HRM in Building Micro-Foundations of Organizational Knowledge-Based Performance

    DEFF Research Database (Denmark)

    Minbaeva, Dana

    2013-01-01

    Strategic HRM research has a strong potential to further our understanding of how organizational knowledge processes influence performance at various analytical levels. Drawing on ability–motivation–opportunity research and linking it to knowledge sharing behaviors, we discuss the micro......-foundations in the link between strategic HRM practices and knowledge-based organizational performance. We thus describe a research agenda for future micro-foundational research that links strategic HRM and knowledge-based performance....

  4. Strategic Windows

    DEFF Research Database (Denmark)

    Risberg, Annette; King, David R.; Meglio, Olimpia

    We examine the importance of speed and timing in acquisitions with a framework that identifies management considerations for three interrelated acquisition phases (selection, deal closure and integration) from an acquiring firm’s perspective. Using a process perspective, we pinpoint items within ...... acquisition phases that relate to speed. In particular, we present the idea of time-bounded strategic windows in acquisitions consistent with the notion of kairòs, where opportunities appear and must be pursued at the right time for success to occur....

  5. Strategic planning for remediation projects

    International Nuclear Information System (INIS)

    Tapp, J.W.

    1995-01-01

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

  6. Strategic Timing and Proactiveness of Organizations

    NARCIS (Netherlands)

    M.G.M. Ben-Menahem (Shiko)

    2013-01-01

    textabstractAn enduring notion in strategy and organization theory literature is that firms succeed and survive as long as a strategic fit exists between strategy, structure, processes, competencies, and resources on the one hand and opportunities and threats arising in the external environment on

  7. The International Space Life Sciences Strategic Planning Working Group

    Science.gov (United States)

    White, Ronald J.; Rabin, Robert; Lujan, Barbara F.

    1993-01-01

    Throughout the 1980s, ESA and the space agencies of Canada, Germany, France, Japan, and the U.S. have pursued cooperative projects bilaterally and multilaterally to prepare for, and to respond to, opportunities in space life sciences research previously unapproachable in scale and sophistication. To cope effectively with likely future space research opportunities, broad, multilateral, coordinated strategic planning is required. Thus, life scientists from these agencies have allied to form the International Space Life Sciences Strategic Planning Working Group. This Group is formally organized under a charter that specifies the purpose of the Working Group as the development of an international strategic plan for the space life sciences, with periodic revisions as needed to keep the plan current. The plan will be policy-, not operations-oriented. The Working Group also may establish specific implementation teams to coordinate multilateral science policy in specific areas; such teams have been established for space station utilization, and for sharing of flight equipment.

  8. 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...

  9. STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION

    Directory of Open Access Journals (Sweden)

    Zanina Kirovska

    2011-06-01

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

  10. Strategic foresight: how planning for the unpredictable can improve environmental decision-making.

    Science.gov (United States)

    Cook, Carly N; Inayatullah, Sohail; Burgman, Mark A; Sutherland, William J; Wintle, Brendan A

    2014-09-01

    Advanced warning of potential new opportunities and threats related to biodiversity allows decision-makers to act strategically to maximize benefits or minimize costs. Strategic foresight explores possible futures, their consequences for decisions, and the actions that promote more desirable futures. Foresight tools, such as horizon scanning and scenario planning, are increasingly used by governments and business for long-term strategic planning and capacity building. These tools are now being applied in ecology, although generally not as part of a comprehensive foresight strategy. We highlight several ways foresight could play a more significant role in environmental decisions by: monitoring existing problems, highlighting emerging threats, identifying promising new opportunities, testing the resilience of policies, and defining a research agenda. Copyright © 2014 Elsevier Ltd. All rights reserved.

  11. Strategic Assessment Model and Its Application:a Case Study

    Institute of Scientific and Technical Information of China (English)

    ZHU Xiu-wen; CAO Meng-xia; ZHU Ning; ZUO M1ng-j1an

    2001-01-01

    Accurate and effective assessment of strategic alternatives of an organization directly affects the decision-making and execution of its development strategy. In evaluation of strategic alternatives, relevant elements from both internal and external environments of an organization must be considered. In this paper we use strategic assessment model to evaluate strategic alternatives of an air-conditioning company. Strategic objectives and alternatives of the company are developed through analysis of the competitive environment,key competitors and internal conditions. The environment factors are classified into internal, task, and general opportunities and threats. Analytical hierarchy process, subjective probabilities, entropy concept,and utility theory are used to enhance decision-maker's ability in evaluating strategic alternatives. The evaluation results show that the most effective strategic alternative for the company is to reduce types of products, concentrate its effort on producing window-type and cupboard-type air-conditioners, enlarge the production scale, and pre-empt the market. The company has made great progress by implementing this alternative. We conclude that SAM is an appropriate tool for evaluating strategic alternatives.

  12. Strategic Knowledge Networks for Global Education

    Science.gov (United States)

    Peterson, J. Fiona

    2009-01-01

    The inherent opportunities for communication, collaboration and experiential learning in an online and global network create the impetus for the new network paradigm in higher education. A strategic knowledge network in education was designed and developed to build "Mode 2" knowledge capabilities; create new knowledge for innovative…

  13. Importance of Strategic Social Media Marketing

    Directory of Open Access Journals (Sweden)

    Simona VINEREAN

    2017-08-01

    Full Text Available Technological innovation has grown at an unprecedented rate over the past couple of decades, creating multiple opportunities for marketing in online settings. The proliferation of social media helps customers become more empowered and engaged in their brand interactions, while also providing them with new tools in their search, evaluation, choice and purchases of marketing offerings. Consequently, these developments are influencing marketing practices, both strategically, and tactically. Nowadays, social media has developed in an essential part of marketing strategy for its ability to generate co-created value, to interactively connect brands to consumers, to monitor brand-related discussions and sentiments, to guide consumers in the decision-making process, to instigate customer-to-customer interactions, and transform consumers into brand advocates. The purpose of this paper is to examine the strategic opportunities of social media marketing for organizations. By providing a comprehensive conceptualization and definition of social media marketing, this research outlines its role in advertising, Customer Relationship Management, and e-Word-of-Mouth.

  14. Strategic Renewal in Regulatory Environments: How inter- and intra-organisational institutional forces influence European incumbent energy firms

    NARCIS (Netherlands)

    M. Stienstra (Marten)

    2008-01-01

    textabstractHow do incumbent firms strategically renew in regulatory environments? Assuming that regulation can both constrain and enable a firm’s strategic renewal opportunities, we investigate how and to what extent incumbent firms undertake exploitative and explorative strategic renewal actions

  15. Strategic Entrepreneurship Based Model of Catch-up University in Global Rankings

    Directory of Open Access Journals (Sweden)

    Kozlov Mikhail

    2016-01-01

    Full Text Available The paper will help answer the question, why only few universities managed to succeed significantly in their global ranking advancement, while most of their competitors fail. For this purpose it will introduce a new strategically entrepreneurial catch-up university framework, based on the combination of the resource based view, dynamic capabilities, strategic entrepreneurship and latecomer organization concepts. The new framework logics explains the advantages of being ambidextrous for ranking oriented universities and pursuing new potentially more favorable opportunities for research development. It will propose that substantial increase in the level of dynamic capabilities of the universities and their resource base accumulation is based on the use of the new combination of financial, human and social capital combined with strategic management of these resources in the process of identification and exploitation of greater opportunities.

  16. Educational investment towards the ideal future: South Africa�s strategic choices

    Directory of Open Access Journals (Sweden)

    Suellen Shay

    2017-01-01

    Full Text Available Although there has been rapid expansion of higher education around the globe, such expansion has not resulted in a more equitable system. Drawing on the work of Nancy Fraser, equity in higher education is conceptualised as ‘parity of participation’ and includes both equity of access and outcomes. The tensions between expansion and equity are illustrated by comparing South Africa’s equity challenges with those of Brazil and the USA. Focusing on South Africa’s critical choices, four scenarios or possible futures are provided to illustrate some of the trade-offs and strategic choices. The main argument is that if South Africa’s higher education system continues to expand without a concomitant investment in the effectiveness of teaching and learning, it will not achieve the policy goals of equity of access and outcomes. Furthermore the investment needs to be strategically targeted to interventions that can serve as systemic levers of change for reducing drop-out rates and improving graduation rates. To this end, over the next decade the state needs to prioritise an investment in an undergraduate curriculum more ‘fit for purpose’. The investment needs to be in curriculum reform that normalises different levels of foundational provision, identifies and removes curriculum obstacles that delay or impede graduation, and provides opportunities for ‘breadth’ for all students, not only those who come from privileged backgrounds.

  17. Circular economy opportunity in the wind industry. Final report

    International Nuclear Information System (INIS)

    Bellini, Robert

    2015-05-01

    The objective of this study is to identify how the circular economy can be an opportunity for the French wind industry. A broad review of circular economy issues for the wind industry value chain has been conducted in order to be used as a decision making tool for ADEME and the wind industry stakeholders. First of all, a 'flow analysis' (including material, logistic and services related to wind power) has been carried out in order to highlight the specific challenges of circular economy for the wind sector. The strategic opportunities that meet these issues have then been identified. A selection of six opportunities has been further investigated to assess the benefits, to analyze the barriers and to identify actions that ADEME could initiate to foster these opportunities. These investigated opportunities are the following: - To structure a recycling chain for wind blades; - To promote the business model of the extension of wind turbine's lifetime; - To promote skills improvement of local providers for reconditioning and maintenance services; - To adapt the offshore hubs to integrate dismantling activity of onshore equipments; - To increase the manufacturing capacity of wind towers in France to increase local sourcing; - To encourage the creation of a leading French manufacturer to optimize the supply chain. In the light of this analysis, it can be concluded that circular economy represents a strategic opportunity for the French wind energy sector. The opportunities we focused on make up a consistent set of initiatives that improve the environmental, economic and social performance of the wind energy sector by strengthening industrial activities and services throughout all the life cycle: manufacturing stage (optimization of logistics flows and local manufacturing), use phase (maintenance, repair) and end-of-life phase of wind turbine (dismantling, recycling). While the sector has so far been focused on better solving technological challenges and

  18. Strategic Entrepreneurship: A Review and Research Agenda

    DEFF Research Database (Denmark)

    Lassen, Astrid Heidemann; Timenes Laugen, Bjørge; Middel, Rick

    2009-01-01

    This paper argues that in order to move the emerging construct of strategic entrepreneurship beyond a theoretically appealing one, we need to improve our theoretical and analytical frameworks in several key areas. Our analysis firstly discusses several challenges for the strategic entrepreneurshi...... of research foci are proposed, which will enhance the understanding of the integration of advantage-seeking behaviour and opportunity-seeking behaviour which composes strategic entrepreneurship...... concept, next identifies a number of emerging themes in SE, and thirdly highlights three topics, which should be on the future research agenda of SE; 1) moving beyond a singlestreamed focus on SE; 2) roles and behaviors supporting SE; and 3) SE as a dynamic inter-firm concept. For each of these a number...

  19. Towards strategic CSR in the multinational corporations

    DEFF Research Database (Denmark)

    Linneberg, Mai Skjøtt; Thorup-Jensen, Line

    2014-01-01

    CSR is a context-specific phenomenon, which makes working strategically with CSR particularly challenging for multinational corporation as it must allow for the various contexts of operation. Based on the extant literature, this article provides a conceptual presentation of MNC's opportunities...... to work with CSR acknowledging and taking into account the the context embeddedness of CSR. We propose that MNCs consider four decision areas establishwhen developing strategic CSR. Furthermore, we present a framework model for CSR that takes into account the MNC's need to consider both a local...

  20. Strategic Renewal in Regulatory Environments: How inter- and intra-organisational institutional forces influence European incumbent energy firms

    OpenAIRE

    Stienstra, Marten

    2008-01-01

    textabstractHow do incumbent firms strategically renew in regulatory environments? Assuming that regulation can both constrain and enable a firm’s strategic renewal opportunities, we investigate how and to what extent incumbent firms undertake exploitative and explorative strategic renewal actions in order to remain competitive. Exploitative strategic renewal involves those actions that strengthen or optimise a firm’s current resource deployments, whereas explorative strategic renewal relates...

  1. Extracting strategic value from nuclear assets

    International Nuclear Information System (INIS)

    Hoke, J.R. II; Grier, C.A.

    1999-01-01

    Over the past 40 yr, nuclear power has played an increasingly important role as a provider of the electric generation capacity in the US. As expanding technologies and innovative business processes continue to provide for economic growth and development, electricity will grow as a progressively larger share of total energy consumption on both a national and global scale. However, restructuring and deregulation continue to shape the electric utility industry and provide testing platforms for those competitive technologies in power generation. It is important that the nuclear option be closely examined and the appropriate strategies be developed for maintaining and improving the utilization of this valuable resource during this very demanding period of industry transition. The articulation and execution of viable strategies are crucial when considering that (a) 40% of existing nuclear capacity will retire within the next 15 yr and (b) 25% of the current nuclear work force will retire within the next 10 yr. Therefore, nuclear power must be able to identify and extract the strategic values of its intrinsic characteristics and core benefits to continue as an important commodity supplier in this energy marketplace. The authors examine the current competitive energy marketplace and explore the necessary business elements that both executive management and senior technical officers must consider when developing strategies and initiatives for rationalizing and optimizing nuclear assets. Costs alone are not the sole measure of whether nuclear will be operationally competitive in this new marketplace. The key elements and issues of nuclear generation are evaluated in three categories: industry environment, market responses, and strategic options and initiatives. The first two areas are covered in a cursory fashion, enabling the opportunity to develop the last item (options and initiatives) in the context of the activities and expectations of the external marketplace

  2. Reconciling Contracts and Relational Governance through Strategic Contracting

    DEFF Research Database (Denmark)

    Petersen, Bent; Østergaard, Kim

    2018-01-01

    on contract types, such as strategic versus conventional, may reconcile the enduring research controversy between the substitution and complements perspectives. Practical implications: Today, formal contracts with foreign distributors tend to resemble “prenuptial agreements”. The opportunity for relational...

  3. A strategic approach to developing e-learning capability for healthcare.

    Science.gov (United States)

    Clarke, Angie; Lewis, Dina; Cole, Ian; Ringrose, Liz

    2005-12-01

    This article examines a strategic approach to developing e-learning capability to enhance learning opportunities for the workforce of a healthcare organization. Emphasis is given to the procurement of a bespoke Managed Learning Environment (MLE). Strategic organizational issues impacting on future e-learning developments are considered. The 2-year implementation plan was evaluated through a two phase external research project. The first phase focused on the effectiveness of a training programme designed to build capacity for e-learning within the Northern area and also included a virtual learning environment usability study which informed the MLE specification. The second phase evaluation is ongoing during 2005 and interim findings are presented. The MLE has been piloted and on-line learning packages have been acquired. There has been a phased take-up of e-learning opportunities and e-tutor training. Some virtual Communities of Practice have been established. Key organizational issues have been identified and ongoing findings are informing strategic planning. The healthcare MLE is offering enhanced learning opportunities and assisting area healthcare providers in training their dispersed workforces. Blended learning strategies are most successful. The need for protected time for e-learning is a key issue, financial savings are available. Progress has been slowed by identified organizational constraints-the MLE's benefits are widely recognized.

  4. Opportunities in biotechnology.

    Science.gov (United States)

    Gartland, Kevan M A; Gartland, Jill S

    2018-06-08

    Strategies for biotechnology must take account of opportunities for research, innovation and business growth. At a regional level, public-private collaborations provide potential for such growth and the creation of centres of excellence. By considering recent progress in areas such as genomics, healthcare diagnostics, synthetic biology, gene editing and bio-digital technologies, opportunities for smart, strategic and specialised investment are discussed. These opportunities often involve convergent or disruptive technologies, combining for example elements of pharma-science, molecular biology, bioinformatics and novel device development to enhance biotechnology and the life sciences. Analytical applications use novel devices in mobile health, predictive diagnostics and stratified medicine. Synthetic biology provides opportunities for new product development and increased efficiency for existing processes. Successful centres of excellence should promote public-private business partnerships, clustering and global collaborations based on excellence, smart strategies and innovation if they are to remain sustainable in the longer term. Copyright © 2018. Published by Elsevier B.V.

  5. Industrial opportunities - offshore

    International Nuclear Information System (INIS)

    Gerrits, D.J.

    1998-01-01

    Industrial opportunities available in the Canadian offshore petroleum industry are discussed. Oil has been produced offshore from Nova Scotia since 1992, and offshore from Newfoundland since 1997. Special needs that must be addressed in offshore operations in eastern Canada such as the cold North Atlantic environment, isolation, logistics, safety, and quality assurance, are examined. The most obvious opportunities lie with the designing, building and installing the facilities needed to extract oil and gas from beneath the sea floor and transport it to market. However, there are also opportunities in designing and fabricating clothing, customized food containers and other equipment for offshore needs. Short term opportunities also exist in the decommissioning of depleted production fields and their facilities. One of the greatest obstacles facing new entrants into the offshore oil and gas industry is the lack of a track record. To meet this challenge, the ability to seek out partners to pursue local and international opportunities through joint ventures, strategic alliances and technology sharing partnering arrangements is of great importance. It may be the difference between success and failure. 6 figs

  6. 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

  7. Integrating Global Trends Information Into Army Strategic Planning Processes

    Science.gov (United States)

    1993-06-01

    There will inevitably be a need to clarify survey responses with the participants. Followup would also provide an opportunity to establish personal ...with the participants. Followup would also provide an opportunity to e~tablih personal contact with the experts, which would promote participation...Plublications Inc., Dallas, 1990). UNCITE!) Aaker , D.A. .Strategic Market Managemient, 2nd Edition. (New York: John Wiley. 1988). "Army Environmental

  8. Strategic performance evaluation in cancer centers.

    Science.gov (United States)

    Delgado, Rigoberto I; Langabeer, James R

    2009-01-01

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

  9. Strategic leadership: the essential skills.

    Science.gov (United States)

    Schoemaker, Paul J H; Krupp, Steve; Howland, Samantha

    2013-01-01

    The more uncertain your environment, the greater the opportunity--if you have the leadership skills to capitalize on it. Research at the Wharton school and at the authors' consulting firm, involving more than 20,000 executives to date, has identified six skills that, when mastered and used in concert, allow leaders to think strategically and navigate the unknown effectively. They are the abilities to anticipate, challenge, interpret, decide, align, and learn. This article describes the six skills in detail and includes a self-assessment that will enable you to identify the ones that most need your attention. The authors have found that strength in one skill cannot easily compensate for a deficit in another. An adaptive strategic leader has learned to apply all six at once.

  10. NASA funding opportunities for optical fabrication and testing technology development

    Science.gov (United States)

    Stahl, H. Philip

    2013-09-01

    NASA requires technologies to fabricate and test optical components to accomplish its highest priority science missions. The NRC ASTRO2010 Decadal Survey states that an advanced large-aperture UVOIR telescope is required to enable the next generation of compelling astrophysics and exo-planet science; and, that present technology is not mature enough to affordably build and launch any potential UVOIR mission concept. The NRC 2012 NASA Space Technology Roadmaps and Priorities Report states that the highest priority technology in which NASA should invest to `Expand our understanding of Earth and the universe' is next generation X-ray and UVOIR telescopes. Each of the Astrophysics division Program Office Annual Technology Reports (PATR) identifies specific technology needs. NASA has a variety of programs to fund enabling technology development: SBIR (Small Business Innovative Research); the ROSES APRA and SAT programs (Research Opportunities in Space and Earth Science; Astrophysics Research and Analysis program; Strategic Astrophysics Technology program); and several Office of the Chief Technologist (OCT) programs.

  11. STRATEGIC ENTREPRENEURSHIP: A CASE IN THE BRAZILIAN AUTOMOBILE INDUSTRY

    Directory of Open Access Journals (Sweden)

    Afonso Carneiro Lima

    2010-07-01

    Full Text Available This work addresses an entrepreneurial phenomenon of strategic administration within the automobile industry: the creation of the automaker Troller Veículos Especiais (TVE. The case study at hand is justified by the positioning of this company around two market niches and its relative success in an industry characterized by few and powerful players. Our aim was to analyze the entrepreneurial and strategic process of discovering opportunity, the analysis used for internal and external factors, and the adoption of its strategic positioning in exploring two automobile market niches: in the B2B market, vehicles adapted to specific operational functions; and in the B2C, off-road vehicles with a strong appeal to consumers’ life styles. This case study allowed us to visualize the challenging path of a genuinely Brazilian small company in a sector dominated by large multinational groups, besides demonstrating decision-related dilemmas and aspects related to managerial creativity.Key-words: Automobile industry. Case study. Strategic entrepreneurship. Discovery theory. Strategic positioning.

  12. Building a team through a strategic planning process.

    Science.gov (United States)

    Albert, Debra; Priganc, Dave

    2014-01-01

    Strategic planning is a process often left to senior hospital leadership, with limited input from unit-level, bedside patient care providers. This frequent approach to strategic planning misses the opportunity to engage a wide range of employees, build a shared sense of commitment, produce a collaborative team environment, and to generate greater acceptance of the plan. The Patient Care Services division at the University of Chicago Medicine used a strategic planning process that incorporated 360-degree input from both within the Patient Care Services division and outside of the division. The result is a strategic vision and plan that, shaped by broad-based input from both internal and external constituencies, is strengthened by the team that emerged from the process. Through the process of identifying a common understanding of the group's future direction, a shared purpose was created that transcended traditional professional boundaries and shaped a cohesive team focused on effective and efficient patient care. Now, with a focused strategic plan and a team centered on a shared purpose, the team is beginning to effectively deliver on the plan.

  13. Entrepreneurship through Strategic Planning, Management, and Evaluation.

    Science.gov (United States)

    Groff, Warren H.

    A process to assess a college's external environment and audit its internal environment in order to pursue options available to postsecondary education is described. Essentially the concept is one of matching opportunities in the external environment with institutional strengths as determined by an internal audit. Strategic planning must consider…

  14. 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.

  15. Strategic planning--a plan for excellence for South Haven Health System.

    Science.gov (United States)

    Urbanski, Joanne; Baskel, Maureen; Martelli, Mary

    2011-01-01

    South Haven Health System has developed an innovative approach to strategic planning. The key to success of this process has been the multidisciplinary involvement of all stakeholders from the first planning session through the final formation of a strategic plan with measurable objectives for each goal. The process utilizes a Conversation Café method for identifying opportunities and establishing goals, Strategic Oversight Teams to address each goal and a Champion for implementation of each objective. Progress is measured quarterly by Strategic Oversight Team report cards. Transparency of communication within the organization and the sharing of information move the plan forward. The feedback from participant evaluations has been overwhelmingly positive. They are involved and excited.

  16. 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…

  17. Case analysis online: a strategic management case model for the health industry.

    Science.gov (United States)

    Walsh, Anne; Bearden, Eithne

    2004-01-01

    Despite the plethora of methods and tools available to support strategic management, the challenge for health executives in the next century will relate to their ability to access and interpret data from multiple and intricate communication networks. Integrated digital networks and satellite systems will expand the scope and ease of sharing information between business divisions, and networked systems will facilitate the use of virtual case discussions across universities. While the internet is frequently used to support clinical decisions in the healthcare industry, few executives rely upon the internetfor strategic analysis. Although electronic technologies can easily synthesize data from multiple information channels, research as well as technical issues may deter their application in strategic analysis. As digital models transform access to information, online models may become increasingly relevant in designing strategic solutions. While there are various pedagogical models available to support the strategic management process, this framework was designed to enhance strategic analysis through the application of technology and electronic research. A strategic analysis framework, which incorporated internet research and case analysis in a strategic managementcourse, is described alongwith design and application issues that emerged during the case analysis process.

  18. LBGTQ Funding Strategies and Opportunities

    Science.gov (United States)

    Vincent, Nelson C.

    2004-01-01

    Funding one's dream and making a difference for the LGBTQ community is a journey that involves persistence, learning new skills, rejection, challenges, opportunities and, above all, the willingness to form strategic partnerships. One must identify his grant-writing assets. For the balance of what one needs to get started, one should seek alliances…

  19. EU Strategic Culture and the 2011 Libyan War

    DEFF Research Database (Denmark)

    Kahlke Hansen, Lea; Nielsen, Kristian L.

    Since the Maastricht Treaty came into force in 1992, the EU has sought to enhance its capacity as an actor within security policy. An important step in this process was the 2003 European Security Strategy, which introduced the EU goal of developing a common European strategic culture. The conflict...... in Libya in many ways seemed an ideal opportunity for the EU to manifest itself as an important security actor, and to fullfill its strategic ambitions as they are described in the 2003 European Security Strategy. Instead, due to internal disagreements on the use of force, the EU was unable to forge...... a common position of any importance and therefore once again remained peripheral. This article examines the strategic culture of the European Union and what the conflict in Libya, 2011, tells us about the emergence of such a strategic culture and the EU’s capacity as an actor in security policy. It argues...

  20. Horticultural Careers for Persons with Mental Retardation. Expanding Opportunities.

    Science.gov (United States)

    Dehart-Bennett, Mary E.; Relf, Diane

    1990-01-01

    Horticulture careers provide therapeutic, rewarding employment for persons with mental retardation. Rehabilitation experts should become aware of the potential employment opportunities in horticulture so that individuals with disabilities can receive the training and job placement support they need. (Author)

  1. Branding of Flemish Higher Education Institutions: A Strategic Balance Perspective

    Science.gov (United States)

    Mampaey, Jelle; Huisman, Jeroen; Seeber, Marco

    2015-01-01

    Branding of higher education institutions (HEIs) is an expanding area of research. The existing literature mainly draws on the strategic management perspective that argues that HEIs are pressured to develop brands which differentiate them from their competitors. Past studies, however, do insufficiently take into account that most HEIs are…

  2. Guam Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, M. D.

    2013-07-01

    Describes various energy strategies available to Guam to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption 20% by 2020.The information presented in this strategic energy plan will be used by the Guam Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, reducing energy consumption at federal facilities, and expanding the use of a range of energy technologies, including buildings energy efficiency and conservation, renewable electricity production, and alternative transportation. The strategies are categorized based on the time required to implement them.

  3. Establishing strategic alliance among hospitals through SAIS: a case study in Taiwan.

    Science.gov (United States)

    Hung, Won-Fu; Hwang, Hsin-Ginn; Liao, Chechen

    2005-01-01

    Due to a reformed healthcare insurance system and a gradually decreasing public affairs' budget by the government year by year, Central Taiwan Office (CTO), the Department of Health (DOH) in Taiwan, initiated a strategic alliance project of the hospitals subordinated to the DOH in November, 2001. This project was a five-year plan with an attempt to expand and develop three more strategic alliances covering the northern, southern and eastern regions of Taiwan respectively. Through a cooperative system, such an alliance allows the following: resource sharing, technique collaboration, marketing affiliations and so on. In order to decrease operation management costs and improve the quality of service at hospitals, the strategic alliance practice is supported by IS. We call this alignment the IS-enabled strategic alliance. All the IS-enabled functions are supported by the Strategic Alliance Information System (SAIS). In this article, the SAIS developed by the CTO of the DOH is introduced.

  4. Expanding Access and Opportunity: The Washington State Achievers Program

    Science.gov (United States)

    Ramsey, Jennifer; Gorgol, Laura

    2010-01-01

    In 2001, the Bill & Melinda Gates Foundation launched a 10-year, multi-million dollar initiative, the Washington State Achievers Program (WSA), to increase opportunities for low-income students to attend postsecondary institutions in Washington State. The Bill & Melinda Gates Foundation granted funds to the College Success Foundation…

  5. Suborbital Research and Development Opportunities

    Science.gov (United States)

    Davis, Jeffrey R.

    2011-01-01

    This slide presentation reviews the new strategies for problem solving in the life sciences in the suborbital realm. Topics covered are: an overview of the space life sciences, the strategic initiatives that the Space Life Sciences organization engaged in, and the new business model that these initiatives were developed. Several opportunities for research are also reviewed.

  6. Strategic innovation: An empirical study on hotel firms operating in Antalya region

    Directory of Open Access Journals (Sweden)

    Fatma Nur Iplik

    2014-06-01

    Full Text Available Strategic innovation is an issue that is frequently debated by the recent studies. The contemporary organizations almost in all industries seek to increase their strategic innovation capabilities in order to possess a sustainable competitive advantage. Similarly, in the hospitality industry strategic innovation is an essential instrument of gaining competitive advantage in the marketplaces. In modern days of hospitality and tourism, satisfying consurmers with providing only accommodation and catering services is not sustainable since demand is becoming diversified and rivals are offering new services. Thus, strategic innovation may assist hotel firms in meeting new demand and expanding the range of services they offer. Therefore, the purposes of this paper are to measure the level of strategic innovation of hotel firms, and to reveal the obstacles to strategic innovation activities. The paper will also examine the importance of strategic innovation for hotel firms. To this end, a questionnaire was developed and employed to middle and top level executives of hotel firms operating in Antalya province. Results show that hotel firms primarily innovate to improve service quality and to satisfy guests. It was also found that the most important obstacle to innovation is cost of innovation activities.

  7. Strategic Planning at a Small College--Executive Overview

    Science.gov (United States)

    Agnew, Robert

    2004-01-01

    In 1994, Baldwin-Wallace College produced a Strategic Plan for Information Technology. This plan mandated changes in the influx of technology, the structure of IT, and technology committees. The published plan included the organizational structure of the College, a SWOT analysis (strengths, weaknesses, opportunities, and threats), ten proposed…

  8. No Free Lunch: A Condensed Strategic Planning Process

    Science.gov (United States)

    Kohrmann, Patrick C., II

    2008-01-01

    Most people picture "strategic planning" as endless meetings spent doing SWOT (strengths, weaknesses, opportunities, and threats) analyses, crafting vision and mission statements, and developing goals and action plans. Few look forward to the experience or reflect back on it with pleasure. In this article, the author describes how he…

  9. A Strategic-Equilibrium Based

    Directory of Open Access Journals (Sweden)

    Gabriel J. Turbay

    2011-03-01

    opportunity for all vN-M solution anticipated by the strategic equilibrium of partition function derived game.    [298-words

  10. 78 FR 55257 - Request for Comments on the Draft Departmental Strategic Plan for FY 2014-2018

    Science.gov (United States)

    2013-09-10

    ... strategic planning consultation process is an opportunity for the Department to refine and strengthen the... and Human Services, Office of the Assistant Secretary for Planning and Evaluation, Strategic Planning... planning process under the Government Performance and Results Modernization Act of 2010 (GPRA-MA) (Pub. L...

  11. Strengths, Opportunities, Aspirations, and Results: An Emerging Approach to Organization Development

    Science.gov (United States)

    Zarestky, Jill; Cole, Catherine S.

    2017-01-01

    Organization development (OD) interventions have typically relied on the strengths, weaknesses, opportunities, and threats (SWOT) framework for strategic planning. The strengths, opportunities, aspirations, and results (SOAR) framework is a relatively new innovation in OD that may serve as a viable alternative to SWOT for those who wish to apply…

  12. Operationalizing strategic marketing.

    Science.gov (United States)

    Chambers, S B

    1989-05-01

    The strategic marketing process, like any administrative practice, is far simpler to conceptualize than operationalize within an organization. It is for this reason that this chapter focused on providing practical techniques and strategies for implementing the strategic marketing process. First and foremost, the marketing effort needs to be marketed to the various publics of the organization. This chapter advocated the need to organize the marketing analysis into organizational, competitive, and market phases, and it provided examples of possible designs of the phases. The importance and techniques for exhausting secondary data sources and conducting efficient primary data collection methods were explained and illustrated. Strategies for determining marketing opportunities and threats, as well as segmenting markets, were detailed. The chapter provided techniques for developing marketing strategies, including considering the five patterns of coverage available; determining competitor's position and the marketing mix; examining the stage of the product life cycle; and employing a consumer decision model. The importance of developing explicit objectives, goals, and detailed action plans was emphasized. Finally, helpful hints for operationalizing the communication variable and evaluating marketing programs were provided.

  13. Importance of Strategic Social Media Marketing

    OpenAIRE

    Simona VINEREAN

    2017-01-01

    Technological innovation has grown at an unprecedented rate over the past couple of decades, creating multiple opportunities for marketing in online settings. The proliferation of social media helps customers become more empowered and engaged in their brand interactions, while also providing them with new tools in their search, evaluation, choice and purchases of marketing offerings. Consequently, these developments are influencing marketing practices, both strategically, and tactically. Nowa...

  14. Connecting through Comics: Expanding Opportunities for Teaching and Learning

    Science.gov (United States)

    Bolton-Gary, Cynthia

    2012-01-01

    When students are faced with learning abstract contents, creating meaningful teaching and learning opportunities is a challenge for many educators. Concerns for how to get students to connect theoretical constructs and apply them to the "real world" is especially critical for those students studying to be teachers. This descriptive study…

  15. Opportunities for Increasing Societal Value of Remote Sensing Data ...

    African Journals Online (AJOL)

    Opportunities for Increasing Societal Value of Remote Sensing Data in South Africa's Strategic Development Priorities: A Review. ... Despite the enormous capital required to fund remote sensing initiatives, governments ... HOW TO USE AJOL.

  16. 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

  17. 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.

  18. Antarctica and the strategic plan for biodiversity

    Science.gov (United States)

    Chown, Steven L.; Brooks, Cassandra M.; Terauds, Aleks; Le Bohec, Céline; van Klaveren-Impagliazzo, Céline; Whittington, Jason D.; Butchart, Stuart H. M.; Coetzee, Bernard W. T.; Collen, Ben; Convey, Peter; Gaston, Kevin J.; Gilbert, Neil; Gill, Mike; Höft, Robert; Johnston, Sam; Kennicutt, Mahlon C.; Kriesell, Hannah J.; Le Maho, Yvon; Lynch, Heather J.; Palomares, Maria; Puig-Marcó, Roser; Stoett, Peter; McGeoch, Melodie A.

    2017-01-01

    The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet by 2020—an urgent imperative. Yet, Antarctica and the Southern Ocean, which encompass 10% of the planet’s surface, are excluded from assessments of progress against the Strategic Plan. The situation is a lost opportunity for biodiversity conservation globally. We provide such an assessment. Our evidence suggests, surprisingly, that for a region so remote and apparently pristine as the Antarctic, the biodiversity outlook is similar to that for the rest of the planet. Promisingly, however, much scope for remedial action exists. PMID:28350825

  19. Antarctica and the strategic plan for biodiversity.

    Directory of Open Access Journals (Sweden)

    Steven L Chown

    2017-03-01

    Full Text Available The Strategic Plan for Biodiversity, adopted under the auspices of the Convention on Biological Diversity, provides the basis for taking effective action to curb biodiversity loss across the planet by 2020-an urgent imperative. Yet, Antarctica and the Southern Ocean, which encompass 10% of the planet's surface, are excluded from assessments of progress against the Strategic Plan. The situation is a lost opportunity for biodiversity conservation globally. We provide such an assessment. Our evidence suggests, surprisingly, that for a region so remote and apparently pristine as the Antarctic, the biodiversity outlook is similar to that for the rest of the planet. Promisingly, however, much scope for remedial action exists.

  20. 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.

  1. 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.

  2. Strategic planning decision making using fuzzy SWOT-TOPSIS with reliability factor

    Science.gov (United States)

    Mohamad, Daud; Afandi, Nur Syamimi; Kamis, Nor Hanimah

    2015-10-01

    Strategic planning is a process of decision making and action for long-term activities in an organization. The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis has been commonly used to help organizations in strategizing their future direction by analyzing internal and external environment. However, SWOT analysis has some limitations as it is unable to prioritize appropriately the multiple alternative strategic decisions. Some efforts have been made to solve this problem by incorporating Multi Criteria Decision Making (MCDM) methods. Nevertheless, another important aspect has raised concerns on obtaining the decision that is the reliability of the information. Decision makers evaluate differently depending on their level of confidence or sureness in the evaluation. This study proposes a decision making procedure for strategic planning using SWOT-TOPSIS method by incorporating the reliability factor of the evaluation based on Z-number. An example using a local authority in the east coast of Malaysia is illustrated to determine the strategic options ranking and to prioritize factors in each SWOT category.

  3. Strategic management of health care information systems: nurse managers' perceptions.

    Science.gov (United States)

    Lammintakanen, Johanna; Kivinen, Tuula; Saranto, Kaija; Kinnunen, Juha

    2009-01-01

    The aim of this study is to describe nurse managers' perceptions of the strategic management of information systems in health care. Lack of strategic thinking is a typical feature in health care and this may also concern information systems. The data for this study was collected by eight focus group interviews including altogether 48 nurse managers from primary and specialised health care. Five main categories described the strategic management of information systems in health care; IT as an emphasis of strategy; lack of strategic management of information systems; the importance of management; problems in privacy protection; and costs of IT. Although IT was emphasised in the strategies of many health care organisations, a typical feature was a lack of strategic management of information systems. This was seen both as an underutilisation of IT opportunities in health care organisations and as increased workload from nurse managers' perspective. Furthermore, the nurse managers reported that implementation of IT strengthened their managerial roles but also required stronger management. In conclusion, strategic management of information systems needs to be strengthened in health care and nurse managers should be more involved in this process.

  4. Strategic thinking and its related factors in a medical science university in Iran

    Science.gov (United States)

    Salavati, Sedigheh; Veshareh, Effat Jahanbani; Safari, Hossein; Veysian, Amir; Amirnezhad, Ghanbar

    2017-01-01

    Background Having strategic thinking is necessary in order to anticipate future changes and make strategic decisions. This study was carried out to assess the strategic thinking level in managers and personnel of Ahvaz Jundishapour University of Medical Science (AJUMS) - a public university in Iran. Methods It was a cross-sectional and analytical study and all managers (50) as well as a sample of personnel (200) from AJUMS participated in it. A researcher-made questionnaire was used in order to measure four dimensions of strategic thinking, including system thinking, futurism, conceptual thinking, and intelligent opportunism along with demographic and organizational characteristics of respondents. Statistical analysis was done by Freedman ranking test, one-way ANOVA, and Independent-samples t-test in SPSS software version 16. Results Strategic thinking in managers (5.62±0.51) and personnel (5.22±0.4), was evaluated at a somewhat high level. The maximum score among strategic thinking dimensions in managers (5.62±0.42) and personnel (5.52±0.43) was related to conceptual thinking that was in “good” level. A significant relationship was seen between intelligent opportunism dimension with job location in managers and education degree in personnel (p≤0.005). Also, there was a significant relationship between future dimension in managers and personnel with education degrees (p≤0.005). There was a significant difference between managers and employees in future dimension (p=0.018). Conclusion It seems that the participants have acceptable strategic thinking levels, although there is still room for improvement. Therefore, considering the factors such as educational development of managers and personnel can be very useful in this regard. PMID:28713504

  5. Strategic thinking and its related factors in a medical science university in Iran.

    Science.gov (United States)

    Salavati, Sedigheh; Veshareh, Effat Jahanbani; Safari, Hossein; Veysian, Amir; Amirnezhad, Ghanbar

    2017-05-01

    Having strategic thinking is necessary in order to anticipate future changes and make strategic decisions. This study was carried out to assess the strategic thinking level in managers and personnel of Ahvaz Jundishapour University of Medical Science (AJUMS) - a public university in Iran. It was a cross-sectional and analytical study and all managers (50) as well as a sample of personnel (200) from AJUMS participated in it. A researcher-made questionnaire was used in order to measure four dimensions of strategic thinking, including system thinking, futurism, conceptual thinking, and intelligent opportunism along with demographic and organizational characteristics of respondents. Statistical analysis was done by Freedman ranking test, one-way ANOVA, and Independent-samples t-test in SPSS software version 16. Strategic thinking in managers (5.62±0.51) and personnel (5.22±0.4), was evaluated at a somewhat high level. The maximum score among strategic thinking dimensions in managers (5.62±0.42) and personnel (5.52±0.43) was related to conceptual thinking that was in "good" level. A significant relationship was seen between intelligent opportunism dimension with job location in managers and education degree in personnel (p≤0.005). Also, there was a significant relationship between future dimension in managers and personnel with education degrees (p≤0.005). There was a significant difference between managers and employees in future dimension (p=0.018). It seems that the participants have acceptable strategic thinking levels, although there is still room for improvement. Therefore, considering the factors such as educational development of managers and personnel can be very useful in this regard.

  6. Volatility Exposure for Strategic Asset Allocation

    OpenAIRE

    Briere, Marie; Burgues, Alexandre; Signori, Ombretta

    2008-01-01

    This paper examines the advantages of incorporating strategic exposure to equity volatility into the investment-opportunity set of a long-term equity investor. We consider two standard volatility investments: implied volatility and volatility risk premium strategies. To calibrate and assess the risk/return profile of the portfolio, we present an analytical framework offering pragmatic solutions for long-term investors seeking exposure to volatility. The benefit of volatility exposure for a co...

  7. Expanding Business Opportunities for Youth in the Fish and Poultry ...

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

    Youth and agri-business in Kenya While promoting agri-business opportunities ... Training, mentoring, support The project will use different training methods ... Centre of the Australian Centre for International Agricultural Research and IDRC.

  8. 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...

  9. Identification and Evaluation of Strategic Decisions in Gas Industry Using DEMATEL Method

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Mehregan

    2012-07-01

    Full Text Available Given the fluctuations of oil price in international markets and its effect on global economy, it is expected that gas industry and use of gas as an alternative energy, have become more important. Therefore, identification of strategic decisions in this industry has attracted increasing attention of managers and researchers. This study aims to identify and evaluate strategic decisions in the National Iranian Gas Company, using DEMATEL method for the first time. For data collection, paired comparison questionnaire have been used. The results of the research show that expanding operations to enter a new market, opening and starting up a new plant or facility, expansion of capacity and restructuring are respectively the most important strategic decisions in the industry.

  10. A suitable 'GPS' for SME's: the strategic planning and organizational learning nexus

    OpenAIRE

    Baltar, Fabiola

    2013-01-01

    The aim of the article is to examine the relationship between organizational learning and strategic planning actions in SMEs. The hypothesis is that those firms that think strategic planning as an organizational learning process may encourage the design of 'long-term objectives', keeping SMEs flexible and adaptive. Thus, it allows the exploitation of opportunities and the accumulation of specific and competitiveinternal resources. A structural equation model is proposed, based on 147 argentin...

  11. Strategic Planning for Port Development: Improvement of Container Transit from the Iranian Southern Ports Terminals

    Directory of Open Access Journals (Sweden)

    Homayoun Yousefi

    2013-09-01

    Full Text Available The author attempts to highlight the significance of the Iranian southern ports development strategy planning which allows for the maximum container transit with minimum resources such as service capacities, human resources, and financial potential in order to expand the Iranian container transit. It should be noted that the strategic objectives, the business strategy and its implementation can be arranged only after the port vision and mission obviously delineated. For the purpose of improving the outcome of the ports operational management, it is recommended to concentrate on new strategies such as exploit of transit corridors for development of the Iranian South Ports. The main part of this paper is dedicated to evaluate the role of container transit from the Iranian south ports terminals from various transport corridors in order to improve Maritime Transport in Iran. The importance of defin¬ing the existing and potential competitors at the Persian Gulf and making a comparison between their and our own strengths and weaknesses is of utmost importance. Sometimes, the real business opportunities and threats are placed beyond one’s own line of indus¬try and business. It is therefore necessary to make a careful analysis of the port environment. After the port competition and environment have been analyzed, it would be possible to initiate the building of the SWOT analysis for the Iranian Southern Container Terminals such as Khoramshahr, Imam Khomani, Busher, Bandar Abbas and Chabahar port which have suitable strategic position as transit base in the region. The SWOT analysis method is therefore applied aiming at defining the weaknesses and strengths of the economic subjects as well as opportunities and threats coming from the environment. The next segment of this paper is dedicated to consider the role of dry ports and the International North-South Transit Corridor for the purpose of improving the Iranian container trade.

  12. A Strategic Analysis of Canada Post's Parcel Ecommerce Growth Strategy

    OpenAIRE

    Brock, Kerry

    2012-01-01

    Canada Post is a market leader in the business to consumer residential delivery of parcels in Canada. There is an increasing demand for residential delivery due to the worldwide growth in ecommerce sales. This paper presents a strategic analysis of the opportunity for Canada Post to increase its breadth and depth in the parcel delivery industry in Canada. The analysis will review the parcel industry, the ecommerce opportunity, an internal review of Canada Post, develop and evaluate four strat...

  13. Strategic planning decisions in the high tech industry

    CERN Document Server

    Daim, Tugrul; Beyhan, Berna; Basoglu, Nuri

    2013-01-01

    The scale and complexity of research and practices of open innovation mandate a correspondingly sophisticated form of decision making. Strategic Planning Decisions brings together a number of tools that ease the decision process in technology companies, providing both conceptual frameworks and practical applications. Innovative approaches are presented such as an ontology-based model where all the relevant aspects of a potential technology are interrelated to provide a comprehensive and logically connected data pool for decision makers. Divided into two sections, Strategic Planning Decisions describe both strategic approaches using the decision tools, and tactical approaches. Some of these tools are expanded while some others are embedded in a model that will lay the ground for practical application. These include: ·         bibliometric analysis, ·         ontology, ·         roadmapping, ·         lead user, six sigma, and ·         multi-actor & multi-object...

  14. The importance and role of strategic tool of balanced scorecard in diversified enterprises management

    Directory of Open Access Journals (Sweden)

    Rosić Mladen

    2014-01-01

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

  15. Strategic Review Process for an Accountable Care Organization and Emerging Accountable Care Best Practices.

    Science.gov (United States)

    Conway, Sarah J; Himmelrich, Sarah; Feeser, Scott A; Flynn, John A; Kravet, Steven J; Bailey, Jennifer; Hebert, Lindsay C; Donovan, Susan H; Kachur, Sarah G; Brown, Patricia M C; Baumgartner, William A; Berkowitz, Scott A

    2018-02-02

    Accountable Care Organizations (ACOs), like other care entities, must be strategic about which initiatives they support in the quest for higher value. This article reviews the current strategic planning process for the Johns Hopkins Medicine Alliance for Patients (JMAP), a Medicare Shared Savings Program Track 1 ACO. It reviews the 3 focus areas for the 2017 strategic review process - (1) optimizing care coordination for complex, at-risk patients, (2) post-acute care, and (3) specialty care integration - reviewing cost savings and quality improvement opportunities, associated best practices from the literature, and opportunities to leverage and advance existing ACO and health system efforts in each area. It then reviews the ultimate selection of priorities for the coming year and early thoughts on implementation. After the robust review process, key stakeholders voted to select interventions targeted at care coordination, post-acute care, and specialty integration including Part B drug and imaging costs. The interventions selected incorporate a mixture of enhancing current ACO initiatives, working collaboratively and synergistically on other health system initiatives, and taking on new projects deemed targeted, cost-effective, and manageable in scope. The annual strategic review has been an essential and iterative process based on performance data and informed by the collective experience of other organizations. The process allows for an evidence-based strategic plan for the ACO in pursuit of the best care for patients.

  16. Just In Time Value Chain Total Quality Management Part Of Technical Strategic Management Accounting

    Directory of Open Access Journals (Sweden)

    Lesi Hertati

    2015-08-01

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

  17. Strategic human resource management and corporate social responsibility: Evidence from Emerging Markets

    Directory of Open Access Journals (Sweden)

    Talita Rosolen

    2016-09-01

    Full Text Available Corporate social responsibility practices are increasingly being adopted and legitimized in business and they impact the strategic and operational levels in various areas. The integration of these criteria and practices in the strategic management involves many factors, and human resource management is an essential aspect for the accomplishment of such initiative. Thus, this paper associates the relationship among corporate social responsibility (CSR various dimensions (strategic, ethical, social and environmental and strategic human resource management (SHRM in companies operating in Brazil. We also aim to identify whether there is impact of other aspects on this relationship, namely: size, industry and company internationalization level (if national or multinational. Results show evidence that ethical CSR can be associated to SHRM. Environmental CSR showed marginal relation, and social and strategic CSR presented no significant association. Those results emphasize the need to further develop strategic actions of CSR into human resource management in emerging markets. Managers can also benefit from those findings, as it is possible to have a broad view of limitations and opportunities regarding the role played by human resource management in CSR.

  18. Advantages and pitfalls of South Africa-Angola strategic alliances

    Directory of Open Access Journals (Sweden)

    A. J. Vogel

    2010-12-01

    Full Text Available Purpose: Owing to a shortage of South African research focusing on international strategic alliances, this study aimed to determine whether the advantages and pitfalls of international strategic alliances referred to in international business publications are also applicable to South African international strategic alliances. Design/Methodology/Approach: This was a formal, empirical study that targeted the 163 South African enterprises which were members of the South African-Angolan Chamber of Commerce in 2005 and 2006. Findings: The results identified joint ventures as the most prominent mode of entry when expanding into developing countries and, with few exceptions, the findings support the advantages and pitfalls of international strategic alliances identified in other international publications. Value of the research: A great deal of international management research over the years has been focused on the importance of strategic alliances as a mode of entry, as well as on the pitfalls experienced by alliance partners, particularly in developed countries. However, the lack of such research in Africa in general and South Africa in particular means that South African enterprises must base their entry mode selection on non-South African research findings, and although this sample size was small, the lack of other Africa-specific research makes this research significant. Implications: With South Africa being the largest source of FDI into the rest of Africa, the findings of this paper show that South African enterprises can attain the advantages associated with international strategic alliances when using this mode of entry into Africa. In terms of pitfalls, the findings highlight the need for multinational enterprises to pay specific attention to the role of governments when forming strategic alliances.

  19. Geothermal energy and the utility market -- the opportunities and challenges for expanding geothermal energy in a competitive supply market: Proceedings

    Energy Technology Data Exchange (ETDEWEB)

    1992-01-01

    Each year the Geothermal Division of the US Department of Energy conducts an in-depth review of its entire geothermal R D program. The conference serves several purposes: a status report on current R D activities, an assessment of progress and problems, a review of management issues, and a technology transfer opportunity between DOE and the US geothermal city. This year's conference, Program Review X, was held in San Francisco on March 24--26, 1992. The theme of the review, Geothermal Energy and the Utility Market -- The Opportunities and Challenges for Expanding Geothermal Energy in a Competitive Supply Market,'' focused on the needs of the electric utility sector. Geothermal energy, with its power capacity potential of 10 GWe by the year 2010, can provide reliable, enviromentally clean electricity which can help offset the projected increase in demand. Program Review X consisted of seven sessions including an opening session with presentations by Mr. Vikram Budhraja, Vice President of System Planning and Operations, Southern California Edison Company, and Mr. Richard Jaros, President and Chief Operating Officer, California Energy Company. The six technical sessions included presentations by the relevant field researchers covering DOE-sponsored R D in hydrothermal, hot dry rock, and geopressured energy. Individual projects are processed separately for the data bases.

  20. 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.

  1. Strategic plan, 1991: A strategy for leadership in space through excellence in space science and applications

    Science.gov (United States)

    1991-01-01

    In 1988, the Office of Space Science and Applications (OSSA) developed and published a Strategic Plan for the United States' space science and applications program during the next 5 to 10 years. The Plan presented the proposed OSSA program for the next fiscal year and defined a flexible process that provides the basis for near-term decisions on the allocation of resources and the planning of future efforts. Based on the strategies that have been developed by the advisory committees both of the National Academy of Sciences and of NASA, the Plan balances major, moderate, and small mission initiatives, the utilization of Space Station Freedom, and the requirements for a vital research base. The Plan can be adjusted to accommodate varying budget levels, both those levels that provide opportunities for an expanded science and applications program, and those that constrain growth. SSA's strategic planning is constructed around five actions: establish a set of programmatic themes; establish a set of decision rules; establish a set of priorities for missions and programs within each theme; demonstrate that the strategy can yield a viable program; and check the strategy for consistency with resource constraints. The outcome of this process is a clear, coherent strategy that meets both NASA's and OSSA's goals, that assures realism in long-range planning and advanced technology development, and that provides sufficient resiliency to respond and adapt to both known and unexpected internal and external realities. The OSSA Strategic Plan is revised annually to reflect the approval of new programs, improved understanding of requirements and issues, and any major changes in the circumstances, both within NASA and external to NASA, in which OSSA initiatives are considered.

  2. TEKES Market opportunities for distributed generation applications

    International Nuclear Information System (INIS)

    2002-01-01

    This summary provides the presents status of the Finnish companies, the evaluation of legislative and regulatory issues, main points of the market analysis, case studies of market entry strategies and the strategic direction required for targeted and effective decision-making in the proposed Programme. The items in this executive summary are discussed in more details in the main report. The project was carried out by Electrowatt-Ekono Oy and Frost and Sullivan. Frost and Sullivan undertook the country market analysis and the case studies. Electrowatt-Ekono carried out the legislation parts, the opportunities and barriers of the market in Finland, and the strategic implications

  3. Expanding Your Horizon 2015

    CERN Multimedia

    Kaltenhauser, Kristin

    2015-01-01

    Expanding your horizons is a bi-annual “Science Day” for girls aged 11 to 14, held at the University of Geneva on 14 November. The girls had the opportunity to take part in hands-on workshops held by local professional women in the field of science, mathematics, engineering and technology. For the fourth time, CERN was part of this event, offering three workshops as well as a booth at the Discovery Fair, including Higgnite, an interactive visualization of the Higgs Field.

  4. Forming system of strategic innovation management at high-tech engineering enterprises

    Science.gov (United States)

    Ergunova, O. T.; Lizunkov, V. G.; Malushko, E. Yu; Marchuk, V. I.; Ignatenko, A. Yu

    2017-02-01

    The article considers the processes of forming the strategic system of innovative activity management at the enterprises of a high-tech mechanical engineering complex (MEC) that are traditionally decisive in shaping the economic base of Russia. The authors proposed a method of designing a strategic system of innovative activity management at the MEC’s enterprises of the region which is based on the consideration of means and opportunities of the enterprise to implement intellectual activity. The proposed methodology and the empirical results constituted a ground for developing a system of strategic innovation management when performing the state-guaranteed order at the hi-tech MEC enterprises. Its implementation will help to reduce the level of uncertainty throughout the entire life cycle of an innovative activity product.

  5. Expandable stents.

    Science.gov (United States)

    Nesbitt, J C; Carrasco, H

    1996-05-01

    tissue is less likely to occur in areas of established scar than in areas of acute inflammation. In circumstances in which it is essential that a stent remain only temporarily, an expandable stent should not be inserted in favor of a silicone stent, which can be removed. In the future, expandable stents may have silicone coverings or may be constructed of materials that facilitate removal. Until that time, expandable stents should be considered permanent and nonremovable. Subtle differences exist among the available stents. Standard is low-profile expandable construction from wire mesh. A relatively minor difference is the slightly wider expansibility of the Gianturco stent, a quality that makes it the best suited of the three stents for lesions that involve tracheomalacia. Perhaps the only major difference between the Wallstent and the Gianturco and Palmaz stents is its better ability to conform to tortuous lesions. In an acutely angled stricture, a Wallstent offers a better opportunity for successful placement than other stents. The filamentous meshwork of the Wallstent allows it to bend and conform better to distorted airways. The Gianturco and Palmaz stents have little longitudinal elasticity, which makes them less effective in a tortuous or highly angulated airway stenosis. Expandable stents have demonstrated their efficacy and exposed their limitations in the treatment of airway stenoses. Refinements in design should help to lessen specific disadvantages and problems. Covered expandable stents, a realistic prospect, have specific advantages over standard expandable stents; they will be removable and prevent tumor ingrowth. Current investigative work with such prostheses for the vascular system may provide the foundation for their investigative use in the airway. In essence, two categories of expandable stents are evolving, covered and uncovered, each having unique features adaptable to the specific clinical needs.

  6. Teaching the Economics of Equal Opportunities.

    Science.gov (United States)

    Ownby, Arnola C.; Rhea, Jeanine N.

    1990-01-01

    Focuses on equal opportunities--for education, pay, and with gender bias for individuals and business organizations. Suggests that business educators can expand the implications to include ethnic-based inequalities as well. (JOW)

  7. Strategic Partnerships that Strengthen Extension's Community-Based Entrepreneurship Programs: An Example from Maine

    Science.gov (United States)

    Bassano, Louis V.; McConnon, James C., Jr.

    2011-01-01

    This article explains how Extension can enhance and expand its nationwide community-based entrepreneurship programs by developing strategic partnerships with other organizations to create highly effective educational programs for rural entrepreneurs. The activities and impacts of the Down East Micro-Enterprise Network (DEMN), an alliance of three…

  8. Using an Internship Opportunity to Expand Awareness of Industrial/Organizational Psychology

    Science.gov (United States)

    Kisamore, Jennifer L.; Alexander, Evangeline

    2008-01-01

    The public perception of the field of psychology tends to be limited to the clinical area. Exposure to other areas of psychology through broad, introductory courses helps expand students' perspectives of psychology. This exposure may be too late, however, as many colleges cannot afford to devote entire courses to each of the many subfields of…

  9. Essential Distinctiveness: Strategic Alternatives in Updating the Business Core Curriculum

    Science.gov (United States)

    Alstete, Jeffrey W.

    2013-01-01

    Purpose: This paper seeks to propose the use of specific strategic management tools for identifying opportunities for gaining competitive advantage in the business core curricula offered at colleges and universities. Design/methodology/approach: A brief review of the literature on business core curriculum innovation and change is examined, and…

  10. The Importance and Satisfaction of Collaborative Innovation for Strategic Entrepreneurship

    Science.gov (United States)

    Tsai, I-Chang; Lei, Han-Sheng

    2016-01-01

    Building on network, learning, resource-based and real options theories, collaborative innovation through the sharing of ideas, knowledge, expertise, and opportunities can enable both small and large firms to successfully engage in strategic entrepreneurship. We use the real case of a research-oriented organization and its incubator for analysis…

  11. Required Steps of Managing International Equity Placement Strategic Alliance

    Directory of Open Access Journals (Sweden)

    Harimukti Wandebori

    2012-01-01

    Full Text Available The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA. The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs. The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances. Keywords: strategic alliance, equity placement, international equity placement strategic alliance, privatization, steps of international equity placement strategic alliance, state-owned enterprises

  12. 577 Missed opportunities for inununisation in Natal health facilities

    African Journals Online (AJOL)

    Wkly Epidemwl Rec 1984; 59: 117-119. 5. Expanded Programme on Immunization. Missed immunizacion opportunities and acceptability of immunization. Wkly Epidemiol Rec. 1989;64: 181-184. . . 6. Loevinsohn BP. Missed opportunities for immunization during visits for curative care: practical reasons for their occurrence.

  13. The Expanded Public Works Programme: Perspectives of direct beneficiaries

    OpenAIRE

    Mondli S. Hlatshwayo

    2017-01-01

    Scholarship on the Expanded Public Works Programme (EPWP) in South Africa tends to focus on quantitative evaluation to measure the progress made in the implementation of EPWP projects. The number of employment opportunities created by EPWP, demographic profiling, skills acquired by beneficiaries and training opportunities related to the Programme form the basis of typical statistical evaluations of it, but exclude comment by the workers who participate in its projects. Based on primary source...

  14. Barriers and Opportunities to Broader Adoption of Integrated Demand Side Management at Electric Utilities: A Scoping Study

    Energy Technology Data Exchange (ETDEWEB)

    Potter, Jennifer [Hawaii Natural Energy Institute, Honolulu, HI (United States); Stuart, Elizabeth [Lawrence Berkeley National Lab. (LBNL), Berkeley, CA (United States). Energy Analysis and Environmental Impacts Div.; Cappers, P [Lawrence Berkeley National Lab. (LBNL), Berkeley, CA (United States). Energy Analysis and Environmental Impacts Div.

    2018-02-13

    Integrated demand-side management (IDSM) is a strategic approach to designing and delivering a portfolio of demand side management (DSM) programs to customers. IDSM typically delivers customer centric strategies with the goal of increasing the amount of DSM in the field, but doing so in a way that integrates various measures and technologies to improve their collective performance and/or penetration. Specifically, IDSM can be defined as the integrated or coordinated delivery of three or more of: (1) energy efficiency (EE), (2) demand response (DR), (3) distributed generation (DG), (4) storage, (5) electric vehicle (EV) technologies, and (6) time-based rate programs to residential and commercial electric utility customers. The electric industry’s limited experience deploying IDSM to date suggests that significant barriers may exist. A Berkeley Lab report “Barriers and Opportunities to Broader Adoption of Integrated Demand Side Management at Electric Utilities: A Scoping Study” explores recent electric utility experience with IDSM to provide an assessment of the barriers and potential benefits perceived or experienced by program administrators in their attempts to implement integrated programs. The research draws on surveys and interviews with eleven staff from a sample of eight DSM program administrators and program implementers who were currently implementing or had previously attempted to implement an IDSM program or initiative. Respondents provided their perspectives on drivers for IDSM and barriers to broader deployment. They also reported on actions they had undertaken to promote expanded delivery of IDSM and provided their assessments of the most important under-tapped opportunities for expanding IDSM efforts, both for program administrator and regulatory organizations.

  15. Identifying PHM market and network opportunities.

    Science.gov (United States)

    Grube, Mark E; Krishnaswamy, Anand; Poziemski, John; York, Robert W

    2015-11-01

    Two key processes for healthcare organizations seeking to assume a financially sustainable role in population health management (PHM), after laying the groundwork for the effort, are to identify potential PHM market opportunities and determine the scope of the PHM network. Key variables organizations should consider with respect to market opportunities include the patient population, the overall insurance/employer market, and available types of insurance products. Regarding the network's scope, organizations should consider both traditional strategic criteria for a viable network and at least five additional criteria: network essentiality and PHM care continuum, network adequacy, service distribution right-sizing, network growth strategy, and organizational agility.

  16. The Strategic Approach to Studying, and the Value of Assessment

    Science.gov (United States)

    Sutton, Paul

    2016-01-01

    In this paper I seek to reflexively theorise the following pedagogical problem: why do so many students adopt a strategic approach to studying and value assessment for the grade awarded rather than as a learning opportunity? Firstly, I differentiate my sociological perspective from the phenomenographic perspective, and argue that the strategic…

  17. Measuring the relative importance of strategic thinking dimensions in relation to counterproductive behavior

    Directory of Open Access Journals (Sweden)

    Afsaneh Zamani Moghaddam

    2013-11-01

    Full Text Available The purpose of this paper is to explore the relative importance of strategic thinking dimensions in prediction of counter-productive behavior. The research method is based on a descriptive- Survey research. After collecting the questionnaires from 73 top managers and 110 staffs, the correlations between strategic thinking dimensions and counterproductive behavior were calculated. The relative importance method was used to calculate the relative weight of each dimension of strategic thinking in prediction of counterproductive behaviors. The results show that the strategic thinking of top managers is associated with their counterproductive behavior (correlation coefficient -0.38. Furthermore, The results of the Relative Importance Method indicate that the relative importance of each dimension of strategic thinking in prediction of counterproductive behavior is not the same. System perspective with 31.1% has the highest importance and hypothesis driven with 11.7% has the lowest weight. Intent focus, thinking in time and intelligent opportunism predict 14.1%, 13.3%, and 29.8% of counter-productive changes, respectively.

  18. 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.

  19. 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....

  20. Strategic Decision Making in Community Colleges: An Exploration of Issues Relevant to Decision Making to Confer Community College Baccalaureate Degrees

    Science.gov (United States)

    Currier, Charles W.

    2012-01-01

    This qualitative case study explores the process community college senior administrators employ when assessing the complex strategic decision to confer community college baccalaureate degrees. Strategic opportunities, such as conferring baccalaureate degrees, occur infrequently thus community college leaders must be prepared to act quickly and…

  1. Accelerating Clean Energy Commercialization. A Strategic Partnership Approach

    Energy Technology Data Exchange (ETDEWEB)

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

    2016-04-01

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

  2. Pulsed Power Science and Technology: A Strategic Outlook for the National Nuclear Security Administration (Summary)

    Energy Technology Data Exchange (ETDEWEB)

    Sinars, Daniel [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States); Scott, Kimberly Carole [Los Alamos National Lab. (LANL), Los Alamos, NM (United States); Edwards, M. John [Los Alamos National Lab. (LANL), Los Alamos, NM (United States); Olson, Russell Teall [Los Alamos National Lab. (LANL), Los Alamos, NM (United States)

    2016-10-17

    Major advances in pulsed power technology and applications over the last twenty years have expanded the mission areas for pulsed power and created compelling new opportunities for the Stockpile Stewardship Program (SSP). This summary document is a forward look at the development of pulsed power science and technology (PPS&T) capabilities in support of the next 20 years of the SSP. This outlook was developed during a three-month-long tri-lab study on the future of PPS&T research and capabilities in support of applications to: (1) Dynamic Materials, (2) Thermonuclear Burn Physics and Inertial Confinement Fusion (ICF), and (3) Radiation Effects and Nuclear Survivability. It also considers necessary associated developments in next-generation codes and pulsed power technology as well as opportunities for academic, industry, and international engagement. The document identifies both imperatives and opportunities to address future SSP mission needs. This study was commissioned by the National Nuclear Security Administration (NNSA). A copy of the memo request is contained in the Appendix. NNSA guidance received during this study explicitly directed that it not be constrained by resource limitations and not attempt to prioritize its findings against plans and priorities in other areas of the national weapons program. That prioritization, including the relative balance amongst the three focus areas themselves, must of course occur before any action is taken on the observations presented herein. This unclassified summary document presents the principal imperatives and opportunities identified in each mission and supporting area during this study. Preceding this area-specific outlook, we discuss a cross-cutting opportunity to increase the shot capacity on the Z pulsed power facility as a near-term, cost-effective way to broadly impact PPS&T for SSP as well as advancing the science and technology to inform future SSMP milestones over the next 5-10 years. The final page of the

  3. Pulsed Power Science and Technology: A Strategic Outlook for the National Nuclear Security Administration (Summary)

    International Nuclear Information System (INIS)

    Sinars, Daniel; Scott, Kimberly Carole; Edwards, M. John; Olson, Russell Teall

    2016-01-01

    Major advances in pulsed power technology and applications over the last twenty years have expanded the mission areas for pulsed power and created compelling new opportunities for the Stockpile Stewardship Program (SSP). This summary document is a forward look at the development of pulsed power science and technology (PPS&T) capabilities in support of the next 20 years of the SSP. This outlook was developed during a three-month-long tri-lab study on the future of PPS&T research and capabilities in support of applications to: (1) Dynamic Materials, (2) Thermonuclear Burn Physics and Inertial Confinement Fusion (ICF), and (3) Radiation Effects and Nuclear Survivability. It also considers necessary associated developments in next-generation codes and pulsed power technology as well as opportunities for academic, industry, and international engagement. The document identifies both imperatives and opportunities to address future SSP mission needs. This study was commissioned by the National Nuclear Security Administration (NNSA). A copy of the memo request is contained in the Appendix. NNSA guidance received during this study explicitly directed that it not be constrained by resource limitations and not attempt to prioritize its findings against plans and priorities in other areas of the national weapons program. That prioritization, including the relative balance amongst the three focus areas themselves, must of course occur before any action is taken on the observations presented herein. This unclassified summary document presents the principal imperatives and opportunities identified in each mission and supporting area during this study. Preceding this area-specific outlook, we discuss a cross-cutting opportunity to increase the shot capacity on the Z pulsed power facility as a near-term, cost-effective way to broadly impact PPS&T for SSP as well as advancing the science and technology to inform future SSMP milestones over the next 5-10 years. The final page of the

  4. Jicarilla Apache Utility Authority Renewable Energy and Energy Efficiency Strategic Planning

    Energy Technology Data Exchange (ETDEWEB)

    Rabago, K.R.

    2008-06-28

    The purpose of this Strategic Plan Report is to provide an introduction and in-depth analysis of the issues and opportunities, resources, and technologies of energy efficiency and renewable energy that have potential beneficial application for the people of the Jicarilla Apache Nation and surrounding communities. The Report seeks to draw on the best available information that existed at the time of writing, and where necessary, draws on new research to assess this potential. This study provides a strategic assessment of opportunities for maximizing the potential for electrical energy efficiency and renewable energy development by the Jicarilla Apache Nation. The report analyzes electricity use on the Jicarilla Apache Reservation in buildings. The report also assesses particular resources and technologies in detail, including energy efficiency, solar, wind, geothermal, biomass, and small hydropower. The closing sections set out the elements of a multi-year, multi-phase strategy for development of resources to the maximum benefit of the Nation.

  5. Expanding the Graduate Education Experience at Scripps Institution of Oceanography, UC San Diego

    Science.gov (United States)

    Peach, C. L.; Kilb, D. L.; Zmarzly, D.; Abeyta, E.

    2016-02-01

    Emerging career pathways for graduate students in earth, ocean and climate sciences increasingly require skills in teaching and communication. This is true of academic careers, in which demonstrated teaching skills make applicants for faculty positions far more competitive, and traditionally less conventional careers outside of academia that require cross-disciplinary collaboration and/or communication to audiences not directly involved in science research (e.g. policy makers, educators, the public). Yet most graduate education programs provide little to no opportunity or incentive for young investigators to develop and hone these skills, and graduate students are often discouraged from deviating from the traditional "research apprenticeship" model during their graduate education. At Scripps, the Birch Aquarium at Scripps, and UC San Diego Extension, we are developing new ways to integrate teaching, communication, and outreach into our graduate education program, thus broadening the scope of graduate training and better serving the needs and evolving career aspirations of our graduate students. This effort is an integral part of our overall outreach strategy a Scripps in which we seek to combine high quality STEM outreach and teaching with opportunities for Scripps graduate students to put their teaching and communications training into practice. The overall effort is a "win-win" both for our students and for the highly diverse K-16 community in San Diego County. In this talk we will summarize the programmatic efforts currently underway at Scripps, our strategic collaboration with UCSD Extension, which is expanding the capacity and reach of our integrated program, and our plans for sustaining these efforts for the long term.

  6. About essence of the “strategic competitiveness” concept

    Directory of Open Access Journals (Sweden)

    T. I. Ovchinnikova

    2016-01-01

    Full Text Available In article the concept "strategic competitiveness" which includes target characteristics of subjects of the market is considered, namely, a capability to get competitive advantages before rivals and to realize them to own advantage. The concept "strategic competitiveness" entered scientific use relatively recently. Approaches to the concept "strategic competitiveness" are considered. On the one hand, it is specified that forecast values of competitiveness can't be (R. Fatkhutdinov's opinion, and with another – potential opportunities of the entity to get advantages is an essence of a concept of competitiveness – determine efficiency of economic structure. Competitiveness represents complex and system category of market economy. The goods giving to the subject of the market of a benefit before competitors, doing it competitive deserve determination “competitiveness” which reflects a potential possibility of the producer (seller to reach the corresponding competitiveness in the market. "Business competitiveness (firms in the conditions of marketing orientation is a capability of economic units to effective functioning in the market based on goods offering, the buyers answering to requests and preferences concerning quality, quantity and an assortment in necessary terms and on conditions, more profitable in comparison with competitors". At the same time property of goods more fully to answer requests of buyers in comparison with similar goods (the price, quality, and also interrelation of the competitive entities with industry and government institutions is considered. As a result of a research was the essence of the term "strategic competitiveness" on the basis of synthesis of the concepts "strategy" and "competitiveness" is formulated. Feature of "strategic competitiveness" is that it is shown only in the conditions of strategic management.

  7. [The SWOT analysis and strategic considerations for the present medical devices' procurement].

    Science.gov (United States)

    Li, Bin; He, Meng-qiao; Cao, Jian-wen

    2006-05-01

    In this paper, the SWOT analysis method is used to find out the internal strength, weakness, exterior opportunities and threats of the present medical devices' procurements in hospitals and some strategic considerations are suggested as "one direction, two expansions, three changes and four countermeasures".

  8. Sustainable Global Competitiveness Model as a New Strategic Opportunity for the Companies in Slovakia

    Directory of Open Access Journals (Sweden)

    Šnircová Jana

    2016-05-01

    Full Text Available Dealing with global competitiveness is nowadays the strategic issue for the Slovak companies in context of sustainability. It means for managers of company to define new future strategic goals, to identify current position in global market, primarily to focus the strategy on sustainable global competitiveness and to assess the competitiveness in new way regarding sustainability and social corporate responsibility. The aim of this paper is to present the contribution to holistic micro and macro economical view on competitiveness of company in context of sustainable development in global environment. The introduced sustainable global competitiveness model is based on our experiences within the research in manufacturing companies in Slovakia. It is a visualization of enterprise as a system with all relation performing in its environment. Sustainable global competitiveness model comprises the three pillar principle of the sustainable development, modified Porter´s value chain, and economical environment represented with Global Competitiveness Index (GCI and other factors of environment which influence the company.

  9. Department of Defense Strategic and Business Case Analyses for Commercial Products in Secure Mobile Computing

    Science.gov (United States)

    2011-06-01

    Solicitation / Modification of Contract. Fort Meade: National Security Agency. Mankiw , N. G. (2006). Essentials of Economics , 4 th Ed. Mason, OH: South...for current smartphone implementations. Results indicate growing strategic opportunities for the DoD to acquire more economical commercial handsets...opportunities for the DoD to acquire more economical commercial handsets and more flexible network services. The business cases may potentially save

  10. The Normative and Legal Mechanism for Provision of the Strategic Planning of Regional Development

    Directory of Open Access Journals (Sweden)

    Kuharskaya Natalia O.

    2018-01-01

    Full Text Available The normative and legal provision of the strategic planning of regional development is presented. Features of strategic planning at the regional level in modern conditions are considered. The problems that prevent the use of the system of strategic planning without giving an opportunity both to develop significant plans and to ensure their realization were analyzed. It has been determined that Ukraine as a whole has a normative and legal base for the efficient development of regions, but it requires systematization and harmonization, as some issues are still unresolved. Proposals for further improvement of institutional mechanisms of strategic planning at the regional level are presented, which will improve the quality of development of strategic documents in the process of adoption of managerial decisions. Prospect for further research is the formation of scientifically substantiated proposals to improve the legislation regulating the issues of planning and implementation of strategies for socio-economic development of regions.

  11. Commonwealth of the Northern Mariana Islands Strategic Energy Plan

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, M. D.; Ness, J. E.

    2013-07-01

    Describes various energy strategies available to CNMI to meet the territory's goal of diversifying fuel sources and reducing fossil energy consumption. The information presented in this strategic energy plan will be used by the CNMI Governor's Energy Task Force to develop an energy action plan. Available energy strategies include policy changes, education and outreach, and expanding the use of a range of energy technologies, including renewable electricity production and buildings energy efficiency and conservation.

  12. Strategic Workshops on Cancer Nanotechnology

    Science.gov (United States)

    Nagahara, Larry A.; Lee, Jerry S H.; Molnar, Linda K.; Panaro, Nicholas J.; Farrell, Dorothy; Ptak, Krzysztof; Alper, Joseph; Grodzinski, Piotr

    2010-01-01

    Nanotechnology offers the potential for new approaches to detecting, treating and preventing cancer. To determine the current status of the cancer nanotechnology field and the optimal path forward, the National Cancer Institute’s Alliance for Nanotechnology in Cancer held three strategic workshops, covering the areas of in-vitro diagnostics and prevention, therapy and post-treatment, and in-vivo diagnosis and imaging. At each of these meetings, a wide range of experts from academia, industry, the non-profit sector, and the Federal government discussed opportunities in the field of cancer nanotechnology and barriers to its implementation. PMID:20460532

  13. Search Results | Page 28 | IDRC - International Development ...

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

    Results 271 - 280 of 1130 ... Expanding Business Opportunities for African Youth in Agricultural Value ... As agriculture becomes more strategically important in the world, ... good for human health by improving food security, nutrition and income.

  14. Strategic Transport Management Models—The Case Study of an Oil Industry

    Directory of Open Access Journals (Sweden)

    Srđan Dimić

    2016-09-01

    Full Text Available The awareness of the need to preserve the environment and establish sustainable development evolved as the result of the development of the world economy and society. Transport plays a very important role in this process. It is recognized as one of the main factors in sustainable development strategy. Strategic transport management model is presented in this paper. It represents a comprehensive and complete strategic management process, beginning from the strategic analysis, then strategy formulation and its implementation to strategic control. What makes this model specific is the development of its phases using contemporary strategic management methods and MCDM (Multicriteria Decision Making techniques. In this way, subjectivity is avoided and the decision-making process is impartial. To formulate sustainable transport strategy, the authors use a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats and the fuzzy Delphi method as the basis to evaluate impact factors. Fuzzy SWOT analysis is applied to formulate strategic options and the selection of optimal option is realized through DEMATEL (Decision-Making Trial and Evaluation Laboratory-based ANP (Analytic Network Process. The strategic transport management model is applied to Serbian Oil Industry (NIS as a company engaged in the production and transport of oil and oil derivatives. The results presented in this paper have shown that this model can be successfully implemented in profit organizations. It also can be used to formulate strategies on the basis of scientific principles and create conditions for successful sustainable strategies implementation.

  15. Strategic Planning for Chronic Disease Prevention in Rural America: Looking Through a PRISM Lens.

    Science.gov (United States)

    Honeycutt, Amanda A; Wile, Kristina; Dove, Cassandra; Hawkins, Jackie; Orenstein, Diane

    2015-01-01

    Community-level strategic planning for chronic disease prevention. To share the outcomes of the strategic planning process used by Mississippi Delta stakeholders to prevent and reduce the negative impacts of chronic disease in their communities. A key component of strategic planning was participants' use of the Prevention Impacts Simulation Model (PRISM) to project the reduction, compared with the status quo, in deaths and costs from implementing interventions in Mississippi Delta communities. Participants in Mississippi Delta strategic planning meetings used PRISM, a user-friendly, evidence-based simulation tool that includes 22 categories of policy, systems, and environmental change interventions, to pose what-if questions that explore the likely short- and long-term effects of an intervention or any desired combination of the 22 categories of chronic disease intervention programs and policies captured in PRISM. These categories address smoking, air pollution, poor nutrition, and lack of physical activity. Strategic planning participants used PRISM outputs to inform their decisions and actions to implement interventions. Rural communities in the Mississippi Delta. A diverse group of 29 to 34 local chronic disease prevention stakeholders, known as the Mississippi Delta Strategic Alliance. Community plans and actions that were developed and implemented as a result of local strategic planning. Existing strategic planning efforts were complemented by the use of PRISM. The Mississippi Delta Strategic Alliance decided to implement new interventions to improve air quality and transportation and to expand existing interventions to reduce tobacco use and increase access to healthy foods. They also collaborated with the Department of Transportation to raise awareness and use of the current transportation network. The Mississippi Delta Strategic Alliance strategic planning process was complemented by the use of PRISM as a tool for strategic planning, which led to the

  16. IMPROVING THE STRATEGIC PLANNING OF THE DEFENSE-INDUSTRIAL COMPLEX CORPORATIONS OF RUSSIA

    Directory of Open Access Journals (Sweden)

    Katrina B. Dobrova

    2016-01-01

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

  17. 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…

  18. Outsourcing: Who's threatened? A critical view of outsourcing as a strategic management instrument.

    NARCIS (Netherlands)

    Bosman, F.J.M.

    2011-01-01

    In the contemporary strategic management process, outsourcing is performed whenever management sees an efficiency opportunity, and employees have no influence on the situation. This research examines the attitudes of technical in-house ICT staff to this work situation, mainly by using the Social

  19. Strategic planning and marketing research for older, inner-city health care facilities: a case study.

    Science.gov (United States)

    Wood, V R; Robertson, K R

    1992-01-01

    Numerous health care facilities, located in downtown metropolitan areas, now find themselves surrounded by a decaying inner-city environment. Consumers may perceive these facilities as "old," and catering to an "urban poor" consumer. These same consumers may, therefore, prefer to patronize more modern facilities located in suburban areas. This paper presents a case study of such a health care facility and how strategic planning and marketing research were conducted in order to identify market opportunities and new strategic directions.

  20. Evolving neural networks for strategic decision-making problems.

    Science.gov (United States)

    Kohl, Nate; Miikkulainen, Risto

    2009-04-01

    Evolution of neural networks, or neuroevolution, has been a successful approach to many low-level control problems such as pole balancing, vehicle control, and collision warning. However, certain types of problems-such as those involving strategic decision-making-have remained difficult for neuroevolution to solve. This paper evaluates the hypothesis that such problems are difficult because they are fractured: The correct action varies discontinuously as the agent moves from state to state. A method for measuring fracture using the concept of function variation is proposed and, based on this concept, two methods for dealing with fracture are examined: neurons with local receptive fields, and refinement based on a cascaded network architecture. Experiments in several benchmark domains are performed to evaluate how different levels of fracture affect the performance of neuroevolution methods, demonstrating that these two modifications improve performance significantly. These results form a promising starting point for expanding neuroevolution to strategic tasks.

  1. Strategic impact of social media in tourism

    OpenAIRE

    Seabra, Vera da Costa de

    2013-01-01

    The main objectives of this dissertation are to find out if Social Media has any impact in Tourism, to determine what tourists’ perceived benefits of using social media when taking trips are, and to ascertain if there is any strategic opportunity for value creation for the tourist. A Social Media value-creation model is created in order to find out if any of the functionalities applied to tourism and any of the perceived benefits of using Social Media in tourism contribute in any ...

  2. Strategic bidding for wind power producers in electricity markets

    International Nuclear Information System (INIS)

    Sharma, Kailash Chand; Bhakar, Rohit; Tiwari, H.P.

    2014-01-01

    Highlights: • Game theoretic bidding strategy approach developed to optimize wind power producers bids. • Rival behavior modeled through Stochastic Cournot model. • Location based dual imbalance price mechanism proposed to obtain imbalance charges. • Proposed approach evaluated using two realistic case studies. • Proposed approach increases profit of strategic wind power producers significantly. - Abstract: In evolving electricity markets, wind power producers (WPPs) would increase their profit through strategic bidding. However, generated power by WPPs is highly random, which may result into heavy imbalance charges. In markets dominated by wind generators, they would optimize their offered bids, considering rival behavior. In oligopolistic day-ahead electricity markets, this strategic behavior can be represented as a Stochastic Cournot model. Wind uncertainty is represented by scenarios generated using Auto Regressive Moving Average (ARMA) model. With a consideration of wind power uncertainty and imbalance charges, strategic WPPs can maximize their expected payoff or profit through the proposed Nash equilibrium based bidding strategy. Nash equilibrium is obtained using payoff matrix approach. Proposed approach is evaluated on two realistic case studies considering different technical constraints. Obtained results shows that proposed bidding strategy mechanism offers quantum increase in profit for WPPs, when their behavior is modeled in a game theoretic framework. Flexibility of approach offers opportunities for its extension to associated challenges

  3. Group-Effort Applied Research (GEAR): Expanding Opportunities for Undergraduate Research Through Original, Class-Based Research Projects

    Science.gov (United States)

    Moore, Sean D.; Teter, Ken

    2014-01-01

    Undergraduate research clearly enriches the educational development of participating students, but these experiences are limited by the inherent inefficiency of the standard one student - one mentor model for undergraduate research. Group-Effort Applied Research (GEAR) was developed as a strategy to provide substantial numbers of undergraduates with meaningful research experiences. The GEAR curriculum delivers concept-driven lecture material and provides hands-on training in the context of an active research project from the instructor's lab. Because GEAR is structured as a class, participating students benefit from intensive, supervised research training that involves a built-in network of peer support and abundant contact with faculty mentors. The class format also ensures a relatively standardized and consistent research experience. Furthermore, meaningful progress toward a research objective can be achieved more readily with GEAR than with the traditional one student - one mentor model of undergraduate research because sporadic mistakes by individuals in the class are overshadowed by the successes of the group as a whole. Three separate GEAR classes involving three distinct research projects have been offered to date. In this paper, we provide an overview of the GEAR format and review some of the recurring themes for GEAR instruction. We propose GEAR can serve as a template to expand student opportunities for life science research without sacrificing the quality of the mentored research experience. PMID:24898007

  4. 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

  5. Development of goods movement strategic transportation directions : Workshop on opportunities and strategies : final workshop report

    Energy Technology Data Exchange (ETDEWEB)

    Advokaat, E. [Lura Consulting, Toronto, ON (Canada)

    2003-04-01

    This paper presents a newly developed strategy for the movement of goods that will support economic development and competitiveness in Central Ontario. The strategy was developed at a workshop which examined current and emerging conditions that influence the movement of goods in Central Ontario along with the challenges and opportunities for goods movement. Possible short-term actions and long-term directions that can be incorporated into a strategy were also discussed. Attendees included representatives from all levels of government as well as shippers, trucking firms, rail, air and marine carriers, and port authorities. The study area included the Greater Toronto Area, Hamilton, the Regional Municipality of Niagara, the Regional Municipality of Waterloo and surrounding counties. It was recommended that any movement of goods strategy should consider population increases, land use planning, cross-border issues, the Kyoto Protocol, traffic issues, rail transport, e-commerce and market competition. The workshop also provided a forum to discuss coordination efforts, intergovernmental complexity, lack of funding, data gaps, marine transport, travel demand management, the problem with 'business-as-usual' scenarios, and inconsistent support from the province of Ontario. Participants expressed the need for an institution such as the Freight Council which is dedicated to issues regarding the movement of goods. The notion of expanding and maintaining a rail network was also supported by many participants.

  6. An Extension of Neutrosophic AHP–SWOT Analysis for Strategic Planning and Decision-Making

    OpenAIRE

    Mohamed Abdel-Basset; Mai Mohamed; Florentin Smarandache

    2018-01-01

    Every organization seeks to set strategies for its development and growth and to do this, it must take into account the factors that affect its success or failure. The most widely used technique in strategic planning is SWOT analysis. SWOT examines strengths (S), weaknesses (W), opportunities (O) and threats (T), to select and implement the best strategy to achieve organizational goals. The chosen strategy should harness the advantages of strengths and opportunities, handle weaknesses, and av...

  7. Strategic Leaders Adapting to the Future Environment: Department of State Senior Leader Workshop. Volume 02-03

    National Research Council Canada - National Science Library

    Wimbish, Bill

    2003-01-01

    The purpose of the workshop was to provide participants an opportunity to first review and examine current strategic leadership theories and concepts and how the Army develops and trains its officer...

  8. 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

  9. Applying geographic information systems to support strategic environmental assessment: Opportunities and limitations in the context of Irish land-use plans

    International Nuclear Information System (INIS)

    Gonzalez, Ainhoa; Gilmer, Alan; Foley, Ronan; Sweeney, John; Fry, John

    2011-01-01

    The strengthening of spatial database infrastructures, further promoted by the INSPIRE Directive adopted in 2007, has led to an increased use of spatial data in planning and decision-making. Given that land-use plans are intrinsically spatial, such evidence and approaches can significantly benefit plan-making. A spatial framework could especially support the specific Strategic Environmental Assessment (SEA) aspects of the plan-making process. Spatial tools such as Geographic Information Systems (GIS) are particularly well-placed to support the environmental integration sought in SEA by providing evidence through the spatial assessment of multiple environmental datasets. Moreover, GIS bring the opportunity to augment conventional assessment techniques (e.g. matrix-based assessments) by acting as visual mediators of spatial knowledge and by providing an effective tool for the spatial and temporal analysis of environmental impacts. This paper presents a GIS-based approach to SEA (GISEA), and analyses the above premise by evaluating the barriers, limitations, opportunities and benefits of its implementation. The GISEA approach has been applied to seven development plans of differing scales in the Republic of Ireland. The results of the case studies revealed that current issues in SEA (e.g. restricted time-frames and institutional arrangements) condition the implementation of a GIS-based approach. Moreover, GIS expertise, data accessibility and quality remain limiting factors to an effective GIS application in SEA. However, the results also confirmed that GIS have the potential to increase the objectivity and accuracy of the assessment, enhance both the understanding of environmental and planning considerations and the delivery of information, and, therefore, help to improve the effectiveness of SEA practice.

  10. Measuring the strategic value of information technology investments

    International Nuclear Information System (INIS)

    Conrad, K.W.

    1994-08-01

    Value is often perceived differently by the proponents of new information technologies and those who allocate resources and define priorities. Such differences often become a roadblock to meeting true business needs. Project justifications regularly rely on calculated cost savings, which rarely measure the full benefit of new technologies. In fact, if cost savings provide a complete picture, then the organization is probably just automating routine clerical operations and has abandoned efforts that would provide significant strategic value. Strategic value is not limited to financial calculations, but includes quality, time and risk criteria. This paper describes approaches for measuring strategic value that can provide organizations with proven techniques to improve performance, reengineer processes, benchmark performance against other suppliers, identify outsourcing opportunities, or defend themselves from pressures to outsource. Many organizations respond to tightening budgets by cutting overhead. These measurement approaches can demonstrate how overhead is critical to organizational effectiveness and how cost savings can be found, instead, by measurably improving performance throughout the organization. Finally, the paper describes efforts underway within the Department of Energy and at the Hanford Site to implement the approaches described in this paper

  11. Measuring the strategic value of information technology investments

    Energy Technology Data Exchange (ETDEWEB)

    Conrad, K.W. [Boeing Computer Services Co., Richland, WA (United States)

    1994-08-01

    Value is often perceived differently by the proponents of new information technologies and those who allocate resources and define priorities. Such differences often become a roadblock to meeting true business needs. Project justifications regularly rely on calculated cost savings, which rarely measure the full benefit of new technologies. In fact, if cost savings provide a complete picture, then the organization is probably just automating routine clerical operations and has abandoned efforts that would provide significant strategic value. Strategic value is not limited to financial calculations, but includes quality, time and risk criteria. This paper describes approaches for measuring strategic value that can provide organizations with proven techniques to improve performance, reengineer processes, benchmark performance against other suppliers, identify outsourcing opportunities, or defend themselves from pressures to outsource. Many organizations respond to tightening budgets by cutting overhead. These measurement approaches can demonstrate how overhead is critical to organizational effectiveness and how cost savings can be found, instead, by measurably improving performance throughout the organization. Finally, the paper describes efforts underway within the Department of Energy and at the Hanford Site to implement the approaches described in this paper.

  12. EXPANDED DIMENSIONS OF THE PURPOSES AND USES OF PERFORMANCE APPRAISAL

    Directory of Open Access Journals (Sweden)

    Muhammad Zahid Iqbal

    2012-01-01

    Full Text Available This paper attempts to develop an understanding of performance appraisal (PA and to identify inconsistencies in its purposes and uses through an analysis of previous studies. The paper explores the purposes and uses of PA in the literature and devises a scheme for classifying the practice of PA into four categories – administrative, developmental, strategic, and role definition. This work was done to expand our understanding of performance appraisal and to highlight its uses in connection with other human resource management and development functions. The study finds that previous researchers devoted the most attention to PA conducted for administrative purposes, followed by PA for developmental purposes; the strategic category of PA was studied somewhat, whereas PA for purposes of role definition was almost ignored. The author offers a full-scale inventory of the purposes and uses of PA for researchers, performance raters and ratees. The study proposes that raters need to focus on the broader dimensions of PA, not simply its administrative functions.

  13. Family and Consumer Sciences Focus on the Human Dimension: The Expanded Food and Nutrition Education Program Example

    Science.gov (United States)

    Cason, Katherine L.; Chipman, Helen; Forstadt, Leslie A.; Rasco, Mattie R.; Sellers, Debra M.; Stephenson, Laura; York, De'Shoin A.

    2017-01-01

    The history of family and consumer sciences (FCS) and the Expanded Food and Nutrition Education Program (EFNEP) is discussed with an emphasis on the critical importance of the human dimension. EFNEP's focus on people, education for change, accountability, strategic partnerships, and public value are highlighted as an example and model for…

  14. Global partnerships: Expanding the frontiers of space exploration education

    Science.gov (United States)

    MacLeish, Marlene Y.; Akinyede, Joseph O.; Goswami, Nandu; Thomson, William A.

    2012-11-01

    Globalization is creating an interdependent space-faring world and new opportunities for international partnerships that strengthen space knowledge development and transfer. These opportunities have been codified in the Global Exploration Strategy, which endorses the "inspirational and educational value of space exploration" [1]. Also, during the 2010 Heads of Space Agencies Summit celebrating the International Academy of Astronautics' (IAA) 50th Anniversary, space-faring nations from across the globe issued a collective call in support of robust international partnerships to expand the frontiers of space exploration and generate knowledge for improving life on Earth [2]. Educators play a unique role in this mission, developing strategic partnerships and sharing best educational practices to (1) further global understanding of the benefits of space exploration for life on Earth and (2) prepare the next generation of scientists required for the 21st Century space workforce. Educational Outreach (EO) programs use evidence-based, measurable outcomes strategies and cutting edge information technologies to transfer space-based science, technology, engineering and mathematics (STEM) knowledge to new audiences; create indigenous materials with cultural resonance for emerging space societies; support teacher professional development; and contribute to workforce development initiatives that inspire and prepare new cohorts of students for space exploration careers. The National Space Biomedical Research Institute (NSBRI), the National Aeronautics and Space Administration (NASA) and Morehouse School of Medicine (MSM) have sustained a 13-year space science education partnership dedicated to these objectives. This paper briefly describes the design and achievements of NSBRI's educational programs, with special emphasis on those initiatives' involvement with IAA and the International Astronautical Congress (IAC). The IAA Commission 2 Draft Report, Space for Africa, is discussed

  15. 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.

  16. Using a Strategic Planning Tool as a Framework for Case Analysis

    Science.gov (United States)

    Lai, Christine A.; Rivera, Julio C., Jr.

    2006-01-01

    In this article, the authors describe how they use a strategic planning tool known as SWOT as a framework for case analysis, using it to analyze the strengths, weaknesses, opportunities, and threats of a public works project intended to enhance regional economic development in Tempe, Arizona. Students consider the project in light of a variety of…

  17. The choice of strategic core - impact of financial volume

    Energy Technology Data Exchange (ETDEWEB)

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

    2006-07-01

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

  18. The Orange Juice Distribution Channel: Some Characteristics ...

    African Journals Online (AJOL)

    The fruit juice market is growing for several years, and will be continuing to expand, ... Several changes are taking place in the fruit juice distribution channels ... using the strategic SWOT (strong and weak points, opportunities and threats) ...

  19. 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.

  20. Jicarilla Apache Utility Authority. Strategic Plan for Energy Efficiency and Renewable Energy Development

    International Nuclear Information System (INIS)

    Rabago, K.R.

    2008-01-01

    The purpose of this Strategic Plan Report is to provide an introduction and in-depth analysis of the issues and opportunities, resources, and technologies of energy efficiency and renewable energy that have potential beneficial application for the people of the Jicarilla Apache Nation and surrounding communities. The Report seeks to draw on the best available information that existed at the time of writing, and where necessary, draws on new research to assess this potential. This study provides a strategic assessment of opportunities for maximizing the potential for electrical energy efficiency and renewable energy development by the Jicarilla Apache Nation. The report analyzes electricity use on the Jicarilla Apache Reservation in buildings. The report also assesses particular resources and technologies in detail, including energy efficiency, solar, wind, geothermal, biomass, and small hydropower. The closing sections set out the elements of a multi-year, multi-phase strategy for development of resources to the maximum benefit of the Nation

  1. Strategic Leadership as Determinant of Strategic Change: A Theoretical Review and Propositions

    OpenAIRE

    Ahadiat, Ayi

    2009-01-01

    The strategic change is an issue that closely related to strategic leadership. As this paper elaborates how strategic leadership determines the strategic change, the elaboration of both concept and their relationship are presented through propositions that are developed from the modified Hambrick’s model. Strategic leadership that causes strategic change in terms of strategic process and content within environmental and organizational context will lead to organizational performance as an ulti...

  2. The Strategic-Renovation Banks’ Risks Management

    Directory of Open Access Journals (Sweden)

    Yeremeychuk Raisa A.

    2017-04-01

    Full Text Available The article is aimed at developing approaches to implementation of the strategic-renovation risk management. Essence of risk theories was researched, the concept of «risk» in the bank’s management system were analyzed. On the basis of a theoretical generalization of scientific literature and the carried out analysis of existing risk management strategies to ensure the security of banking business, the strategy of renovation management has been selected. Because bank risks are part of the economic risk system, they are complex in their nature. However, given the importance of bank risks, the interpretation of their essence is still a debating matter. In a certain number of cases, their essence is replaced by the cause of occurrence, that is, all the different circumstances, factors that lead to the losses. So today, banks are considering risks, in particular, not only as a source of possible losses, but also as an opportunity to generate additional profits. An algorithm for taking a strategic-renovation decision on the banks’ risks management system has been proposed.

  3. Strategic advantages of high-rise construction

    Directory of Open Access Journals (Sweden)

    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.

  4. 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.

  5. 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.

  6. The Strategic Analysis as a Management Tool to Improve the Performance of National Enterprises

    Directory of Open Access Journals (Sweden)

    Shtal Tetiana V.

    2018-01-01

    Full Text Available The publication considers the issue of improving the performance of enterprises, in particular of their international activities. In order to address this problem, the management of development of international activities uses a variety of tools, one of which is strategic analysis, which allows to analyze the overall status of enterprise, as well as determine the directions of improvement of its efficiency. The main methods of strategic analysis, the appropriateness of their use depending on the set goals and objectives were analyzed. Practical application of separate methods in the strategic analysis (such as model by I. Adizes, model of «five forces» of competitiveness according to Porter, analysis of financial indicators and costs, PEST-analysis and SWOT-analysis is considered on the example of machine-building enterprises, specializing in the production of turbo-expanders. Recommendations on development of their efficiency have been offered.

  7. Hospital-affiliated and hospital-owned retail clinics: strategic opportunities and operational challenges.

    Science.gov (United States)

    Kaissi, Amer

    2010-01-01

    Retail clinics have experienced an exponential growth in the last few years. While the majority of retail clinics are freestanding, venture-backed companies affiliated with retail hosts, an increasing number of hospital systems have decided to develop their own retail clinics or partner with existing national companies. Using a stakeholder approach, the purpose of this article is to assess the strategic considerations behind these decisions and the operational challenges associated with them and to use the results to develop a questionnaire that can be applied in future research in a national sample of healthcare executives. We conducted eight in-depth interviews with administrative and clinical leaders in seven hospital systems across the United States that have or had a relationship with retail clinics in the last three years. Our findings show that the hospital systems' association with retail clinics involves two main models: an affiliation with retail chains that operate the clinics and ownership of the clinics with an arms-length relationship with the retail chain. Hospital systems are engaging in these relationships for several strategic reasons: to increase market share through enhanced referrals to physician offices and hospitals, to become closer to consumers, and to experiment with nontraditional ways of delivering health care. Operational challenges included physician resistance and skepticism, poor financial performance, people's perception of retail clinics, staffing issues, and the newness of the business model. Six out of eight respondents thought that hospital affiliation with/ownership of retail clinics is a trend that is here to stay, although many provided caveats and stipulations. Further research is needed to provide more evidence about this emerging way of healthcare delivery.

  8. Required Steps of Managing International Equity Placement Strategic Alliance

    Directory of Open Access Journals (Sweden)

    Harimukti Wandebori

    2011-12-01

    Full Text Available The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA. The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs. The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances.

  9. Fulbright Opportunities in the Physical Sciences

    Science.gov (United States)

    Dewindt, Katrin

    2013-03-01

    The Fulbright Scholar Program is sponsored by the United States Department of State and is principally funded by taxpayer contributions. Bi-national in nature, it includes academic year opportunities for both American and foreign scholars. More than 800 grants in 125 countries are available each year. The Program supports research, teaching and lecturing opportunities in all academic disciplines, numerous professional fields and the arts. American academics and administrators have multiple opportunities to internationalize their campuses and their discipline points of view. Further, Fulbright not only sends American scholars abroad but also brings scholars to the United States and should be considered a strategic internationalization opportunity both for individuals and for campuses. During the 2013-14 competition cycle there were 33 awards available in physics and astronomy and 175 all discipline awards. The presentation will guide attendees in identifying appropriate opportunities through the Fulbright Scholar Program and will make suggestions as to how to be successful in a proposal. Special attention will be given to opportunities available for specialists in physics. The workshop will also cover non-Core Fulbright Scholar opportunities for physicists and university administrators, including a number of short-term, innovative programs that send an additional 400 scholars from the United States to universities and research institutes abroad to offer expertise on issues of global interest from cutting-edge research to policy, to technical expertise in curriculum development, institutional planning, program assessment, and institutional capacity building.

  10. BRINGING STRATEGIC THINKING TO A CHINESE TOBACCO LOGISTICS CENTER

    OpenAIRE

    Zhao, Liubaihe

    2012-01-01

    Recently operation and logistics activities have played a more strategic role as tobacco business enterprises’ main functions. Because of the increasing costs of e.g. warehousing and inventory, transportation, personnel and other relevant materials, the different parties in the supply chain are facing more challenges and opportunities. On the one hand, this brings about improvements to the process flow and communications within the logistics activities for the sake of saving materials and ...

  11. Maintenance Process Strategic Analysis

    Science.gov (United States)

    Jasiulewicz-Kaczmarek, M.; Stachowiak, A.

    2016-08-01

    The performance and competitiveness of manufacturing companies is dependent on the availability, reliability and productivity of their production facilities. Low productivity, downtime, and poor machine performance is often linked to inadequate plant maintenance, which in turn can lead to reduced production levels, increasing costs, lost market opportunities, and lower profits. These pressures have given firms worldwide the motivation to explore and embrace proactive maintenance strategies over the traditional reactive firefighting methods. The traditional view of maintenance has shifted into one of an overall view that encompasses Overall Equipment Efficiency, Stakeholders Management and Life Cycle assessment. From practical point of view it requires changes in approach to maintenance represented by managers and changes in actions performed within maintenance area. Managers have to understand that maintenance is not only about repairs and conservations of machines and devices, but also actions striving for more efficient resources management and care for safety and health of employees. The purpose of the work is to present strategic analysis based on SWOT analysis to identify the opportunities and strengths of maintenance process, to benefit from them as much as possible, as well as to identify weaknesses and threats, so that they could be eliminated or minimized.

  12. Strategic Context of Project Portfolio Management

    Directory of Open Access Journals (Sweden)

    Nedka Nikolova

    2016-06-01

    Full Text Available In 2014 Bulgaria entered its second programming period (2014-2020 which opened a new stage in the development of project management in our country. Project-oriented companies are entering a new stage in which based on experience and increased design capacity they will develop their potential and will accelerate growth. This poses new challenges for science and business to identify strategic opportunities and formulation of project objectives, programs and portfolios of projects that will increase the competitive potential of companies and the economy as a whole. This article is an expression of the shared responsibility of science to develop the scientific front to solve methodologically difficult and practically new tasks that are derived from the needs to increase the competitive potential of the business-based project approach. The main objective of this study is based on the systematization of the results of theoretical research and development of methodology of Project Portfolio Management to explore the opportunities for its application in Bulgarian industrial companies.

  13. Opportunities and Limitations for Using New Media and Mobile ...

    African Journals Online (AJOL)

    Opportunities and Limitations for Using New Media and Mobile Phones to Expand Access to Sexual and Reproductive Health Information and Services for Adolescent Girls and Young Women in Six Nigerian States.

  14. Strategic Renewal in Regulatory Environments. How inter- and intra-organisational institutional forces influence European incumbent energy firms

    International Nuclear Information System (INIS)

    Stienstra, M.

    2008-01-01

    How do incumbent firms strategically renew in regulatory environments? Assuming that regulation can both constrain and enable a firm's strategic renewal opportunities, we investigate how and to what extent incumbent firms undertake exploitative and explorative strategic renewal actions in order to remain competitive. Exploitative strategic renewal involves those actions that strengthen or optimise a firm's current resource deployments, whereas explorative strategic renewal relates to actions that generate new sources of value creation for the firm. Based on old institutional theory, new institutional theory, neo-institutional theory and institutional entrepreneurship literature, a multi-level framework that combines selection and adaptation arguments has been developed and applied to investigate strategic renewal behaviour of a sample of European energy incumbents. At industry level of analysis, results show how inter-organisational institutional forces significantly impact firms' choices of exploitative and explorative strategic renewal actions through regulative, normative and cognitive forces. At organisational unit level of analysis, we find that the extent of intra-organisational regulative forces is positively related to exploitative strategic renewal actions. In addition, entrepreneurial proclivity appears to be a catalyst of both exploitative and explorative strategic renewal actions. Finally, our results provide insights how environmental selection and firm level adaptation are interrelated in the context of regulation. The extent of inter-organisational regulative forces positively moderates the relationship between intra-organisational regulative forces and exploitative strategic renewal actions.

  15. 24 CFR 598.215 - What are the purpose and content of the strategic plan?

    Science.gov (United States)

    2010-04-01

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

  16. Employee Assistance Programs in the 1980s: Expanding Career Options for Counselors.

    Science.gov (United States)

    Forrest, Donald V.

    1983-01-01

    Suggests that Employee Assistance Programs (EAPS) offer new and expanded work opportunities for counselors. Reviews the history of EAPS, current philosophy and program components, and implications for counselors as EAPs move from crisis intervention toward prevention. (JAC)

  17. Strategic marketing planning in library

    Directory of Open Access Journals (Sweden)

    Karmen Štular-Sotošek

    2000-01-01

    Full Text Available The article is based on the idea that every library can design instruments for creating events and managing the important resources of today's world, especially to manage the changes. This process can only be successful if libraries use adequate marketing methods. Strategic marketing planning starts with the analysis of library's mission, its objectives, goals and corporate culture. By analysing the public environment, the competitive environment and the macro environment, libraries recognise their opportunities and threats. These analyses are the foundations for library definitions: What does the library represent?, What does it aspire to? Which goals does it want to reach? What kind of marketing strategy will it use for its target market?

  18. Strategic stakeholder management by corporate social responsibility: Some conceptual thoughts

    OpenAIRE

    Markus Stiglbauer

    2011-01-01

    The sustainability and responsibility of corporate strategic management has become an important issue in recent years, not only against the background of the current financial and economic crisis. Companies are expected not only to succeed economically, but also ecologically and socially. Companies can use the issue of corporate responsibility to capture new markets and opportunities. But new requirements arise. Thus, stakeholders may exert pressure on companies to assume social responsibilit...

  19. Using rapid assessment and response to operationalise physical activity strategic health communication campaigns in Tonga.

    Science.gov (United States)

    Turk, Tahir; Latu, Netina; Cocker-Palu, Elizabeth; Liavaa, Villiami; Vivili, Paul; Gloede, Sara; Simons, Allison

    2013-04-01

    The aim of the present study was to identify stakeholder and program beneficiary needs and wants in relation to a netball communication strategy in Tonga. In addition, the study aimed to more clearly identify audience segments for targeting of communication campaigns and to identify any barriers or benefits to engaging in the physical activity program. A rapid assessment and response (RAR) methodology was used. The elicitation research encompassed qualitative fieldwork approaches, including semistructured interviews with key informants and focus group discussions with program beneficiaries. Desk research of secondary data sources supported in-field findings. A number of potential barriers to behavioural compliance existed, including cultural factors, gender discrimination, socioeconomic factors, stigmatising attitudes, the threat of domestic violence, infrastructure and training issues. Factors contributing to participation in physical activity included the fun and social aspects of the sport, incentives (including career opportunities, highlighting the health benefits of the activity and the provision of religious and cultural sanctions by local leaders towards the increased physical activity of women. The consultative approach of RAR provided a more in-depth understanding of the need for greater levels of physical activity and opportunities for engagement by all stakeholders. The approach facilitated opportunities for the proposed health behaviours to be realised through the communication strategy. Essential insights for the strategy design were identified from key informants, as well as ensuring future engagement of these stakeholders into the strategy. So what? The expanded use of RAR to inform the design of social marketing interventions is a practical approach to data collection for non-communicable diseases and other health issues in developing countries. The approach allows for the rapid mobilisation of scarce resources for the implementation of more

  20. Unexplored therapeutic opportunities in the human genome

    DEFF Research Database (Denmark)

    Oprea, Tudor I; Bologa, Cristian G; Brunak, Søren

    2018-01-01

    A large proportion of biomedical research and the development of therapeutics is focused on a small fraction of the human genome. In a strategic effort to map the knowledge gaps around proteins encoded by the human genome and to promote the exploration of currently understudied, but potentially d...... as well as key drug target classes, including G protein-coupled receptors, protein kinases and ion channels, which illustrate the nature of the unexplored opportunities for biomedical research and therapeutic development....

  1. 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....

  2. 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.

  3. 75 FR 65363 - Basic Behavioral and Social Science Opportunity Network (OppNet)

    Science.gov (United States)

    2010-10-22

    ... public meeting to promote and publicize the Basic Behavioral and Social Science Opportunity Network (Opp... . Background: The Basic Behavioral and Social Science Opportunity Network (OppNet) is a trans-NIH initiative to expand the agency's funding of basic behavioral and social sciences research (b-BSSR). OppNet prioritizes...

  4. 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

  5. Assessing the integration of Twitter into the strategic operations of sporting organisations: the case of national governing bodies for sports in England

    Directory of Open Access Journals (Sweden)

    Simon Chadwick

    2013-01-01

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

  6. Geothermal Program Review X: proceedings. Geothermal Energy and the Utility Market -- the Opportunities and Challenges for Expanding Geothermal Energy in a Competitive Supply Market

    Energy Technology Data Exchange (ETDEWEB)

    1992-01-01

    Each year the Geothermal Division of the US Department of Energy conducts an in-depth review of its entire geothermal R&D program. The conference serves several purposes: a status report on current R&D activities, an assessment of progress and problems, a review of management issues, and a technology transfer opportunity between DOE and the US geothermal city. This year`s conference, Program Review X, was held in San Francisco on March 24--26, 1992. The theme of the review, ``Geothermal Energy and the Utility Market -- The Opportunities and Challenges for Expanding Geothermal Energy in a Competitive Supply Market,`` focused on the needs of the electric utility sector. Geothermal energy, with its power capacity potential of 10 GWe by the year 2010, can provide reliable, enviromentally clean electricity which can help offset the projected increase in demand. Program Review X consisted of seven sessions including an opening session with presentations by Mr. Vikram Budhraja, Vice President of System Planning and Operations, Southern California Edison Company, and Mr. Richard Jaros, President and Chief Operating Officer, California Energy Company. The six technical sessions included presentations by the relevant field researchers covering DOE-sponsored R&D in hydrothermal, hot dry rock, and geopressured energy. Individual projects are processed separately for the data bases.

  7. Opportunizing: A classic grounded theory study on business and management

    Directory of Open Access Journals (Sweden)

    Ólavur Christiansen

    2006-11-01

    Full Text Available Opportunizing emerged as the core variable of this classic GT study on business and management. Opportunizing is the recurrent main concern that businesses have to continually resolve, and it explains how companies recurrently create, identify, seize or exploit situations to maintain their growth or survival. Opportunizing is the recurrent creation and re-creation of opportunities in business. Opportunizing is basically what business managers do and do all the time. The problematic nature of opportunizing is resolved by a core social process ofopportunizing and its attached sub-processes that account for change over time and for the variations of the problematic nature of its resolution.Opportunizing has five main facets. These are conditional befriending (confidence building & modifying behavior,prospecting (e.g. information gaining, weighing up (information appraisal & decision-making, moment capturing (quick intervention for seizing strategic opportunities, andconfiguration matching (adjusting the business organization to abet the other activities of opportunizing.On a more abstract level, opportunizing has three more organizational facets: the physically boundary-less, the valuehierarchical, and the physically bounded. The first of these called perpetual opportunizing. This emerges from the conjunction of conditional befriending and prospecting. The second facet is called triggering opportunizing. It arises from the coming together of weighing up and moment capturing. The final facet is called spasmodic opportunizing. This happens when moment capturing and configuration matching unite.

  8. 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

  9. More than Just Fun and Games: BSG and Glo-Bus as Strategic Education Instruments

    Science.gov (United States)

    Karriker, Joy H.; Aaron, Joshua R.

    2014-01-01

    Simulations like the BSG and Glo-Bus allow students the opportunity to practice their integrated, strategic management skills in a relatively risk-free environment or "live case." We review these games and address their strengths, along with the challenges associated with their classroom application. Because of their sound designs and…

  10. Strategic Renewal in Regulatory Environments. How inter- and intra-organisational institutional forces influence European incumbent energy firms

    Energy Technology Data Exchange (ETDEWEB)

    Stienstra, M.

    2008-11-20

    How do incumbent firms strategically renew in regulatory environments? Assuming that regulation can both constrain and enable a firm's strategic renewal opportunities, we investigate how and to what extent incumbent firms undertake exploitative and explorative strategic renewal actions in order to remain competitive. Exploitative strategic renewal involves those actions that strengthen or optimise a firm's current resource deployments, whereas explorative strategic renewal relates to actions that generate new sources of value creation for the firm. Based on old institutional theory, new institutional theory, neo-institutional theory and institutional entrepreneurship literature, a multi-level framework that combines selection and adaptation arguments has been developed and applied to investigate strategic renewal behaviour of a sample of European energy incumbents. At industry level of analysis, results show how inter-organisational institutional forces significantly impact firms' choices of exploitative and explorative strategic renewal actions through regulative, normative and cognitive forces. At organisational unit level of analysis, we find that the extent of intra-organisational regulative forces is positively related to exploitative strategic renewal actions. In addition, entrepreneurial proclivity appears to be a catalyst of both exploitative and explorative strategic renewal actions. Finally, our results provide insights how environmental selection and firm level adaptation are interrelated in the context of regulation. The extent of inter-organisational regulative forces positively moderates the relationship between intra-organisational regulative forces and exploitative strategic renewal actions.

  11. Expanding Post-Harvest Finance Through Warehouse Receipts and Related Instruments

    OpenAIRE

    Baldwin, Marisa; Bryla, Erin; Langenbucher, Anja

    2006-01-01

    Warehouse receipt financing and similar types of collateralized lending provide an alternative to traditional lending requirements of banks and other financiers and could provide opportunities to expand this lending in emerging economies for agricultural trade. The main contents include: what is warehouse receipt financing; what is the value of warehouse receipt financing; other collater...

  12. A Strategic Framework for Improving the Patient Experience in Hospitals.

    Science.gov (United States)

    Birkelien, Natalie L

    Hospitals are taking new approaches to satisfy consumers and deliver on customer expectations by enhancing their patients' comprehensive experience. The HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) survey and value-based purchasing initiatives have tied reimbursement to patient satisfaction scores, bringing patient perspectives on care to the forefront of hospitals' strategic priorities. This essay reviews the patient experience literature and argues that hospitals should adopt an expanded approach beyond HCAHPS measures to enhance the patient experience. Such an approach allows providers to deliver quality outcomes that satisfy patients' wants and needs.

  13. The evolution of strategic management research: Recent trends and current directions

    Directory of Open Access Journals (Sweden)

    Luis Ángel Guerras-Martín

    2014-04-01

    Full Text Available Strategic management is a relatively youthful discipline that has steadily matured over the past fifty years. The field has become consolidated over this period, while simultaneously expanding the range of topics analyzed and research methodologies used. Different theories and approaches, addressing different research topics, have been developed to explain the reasons underlying firms’ competitive advantage and success. In this paper, we posit the existence of two pendulums in constant motion that, on the one hand, reflect the tension that has historically existed between the focus on internal firm factors and external environmental attributes respectively and, on the other hand, the tension between a more macro level of analysis, i.e., the firm and its environment, and a more micro level one, i.e., individuals and their relations within the firm. The frontier of research in strategic management is shaped by the simultaneous movement of both pendulums.

  14. Beyond the negative: political attitudes and ideologies strategically manage opportunities, too.

    Science.gov (United States)

    White, Andrew Edward; Neuberg, Steven L

    2014-06-01

    Hibbing et al. use evolutionarily derived logic to suggest that political attitudes are related to responses to negative features of the environment. We suggest that the authors focus too narrowly on the negative and contend, instead, that a more comprehensive evolutionary approach focusing on people's responses to threats and opportunities will better account for variation in political attitudes.

  15. 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...

  16. Strategic Entrepreneurship Version 2: A Reconceptualisation and Extension of Ireland, Hitt and Sirmon's Model for Growth and Wealth Creation in Firms

    OpenAIRE

    Soh, Hian Quan

    2006-01-01

    The main objectives of firms regardless of size are wealth creation and growth. One promising avenue for firms to stimulate further growth and create additional wealth is through entrepreneurial opportunities. However, there is the danger that opportunity-seeking behaviour can become reckless, draining resources and damaging the competitive base of the firm. It is on this basis that Ireland, Hitt and Sirmon (2003) proposed Strategic Entrepreneurship: the combination of opportunity-seeking a...

  17. Emergency managers as community change agents: an expanded vision of the profession.

    Science.gov (United States)

    Drabek, Thomas E

    2014-01-01

    Reflecting the historical evolution of attack preparedness, technological failures, and so-called natural disaster events, the profession of emergency management confronts new challenges today. In part, these reflect important cultural differences among stakeholder groups, especially local emergency managers. homeland security personnel, and those focused on public health threats and business continuity. An expanded and more strategic vision of the profession is required wherein fundamental assumption sets are placed into broader contexts. Contrary to the drift experienced in the US during the past decade, a major paradigm shift is required reflecting new orientations and program priorities.

  18. 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

  19. 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

  20. Quantifying the impact of expanded age group campaigns for polio eradication.

    Science.gov (United States)

    Wagner, Bradley G; Behrend, Matthew R; Klein, Daniel J; Upfill-Brown, Alexander M; Eckhoff, Philip A; Hu, Hao

    2014-01-01

    A priority of the Global Polio Eradication Initiative (GPEI) 2013-2018 strategic plan is to evaluate the potential impact on polio eradication resulting from expanding one or more Supplementary Immunization Activities (SIAs) to children beyond age five-years in polio endemic countries. It has been hypothesized that such expanded age group (EAG) campaigns could accelerate polio eradication by eliminating immunity gaps in older children that may have resulted from past periods of low vaccination coverage. Using an individual-based mathematical model, we quantified the impact of EAG campaigns in terms of probability of elimination, reduction in polio transmission and age stratified immunity levels. The model was specifically calibrated to seroprevalence data from a polio-endemic region: Zaria, Nigeria. We compared the impact of EAG campaigns, which depend only on age, to more targeted interventions which focus on reaching missed populations. We found that EAG campaigns would not significantly improve prospects for polio eradication; the probability of elimination increased by 8% (from 24% at baseline to 32%) when expanding three annual SIAs to 5-14 year old children and by 18% when expanding all six annual SIAs. In contrast, expanding only two of the annual SIAs to target hard-to-reach populations at modest vaccination coverage-representing less than one tenth of additional vaccinations required for the six SIA EAG scenario-increased the probability of elimination by 55%. Implementation of EAG campaigns in polio endemic regions would not improve prospects for eradication. In endemic areas, vaccination campaigns which do not target missed populations will not benefit polio eradication efforts.

  1. Strategic foresight, leadership, and the future of rural healthcare staffing in the United States.

    Science.gov (United States)

    Reimers-Hild, Connie

    2018-05-01

    This article uses a strategic foresight tool, megatrends, to examine forces influencing long-term healthcare staffing in the rural United States. Two megatrends-exponential advances in science and technology and the continued evolution of the decentralized global marketplace-will influence and ultimately help shape the future of rural healthcare. Successful health ecosystems of the future will need to be customer-driven, more affordable, and tech-savvy. Successful evolution in an era of continuous change will require a blend of intentional engagement with stakeholders, strategic foresight, and future-focused leadership. More research is needed to fully understand not only the challenges of rural healthcare but also the emerging opportunities.

  2. Incorporating healthcare informatics into the strategic planning process in nursing education.

    Science.gov (United States)

    Sackett, Kay; Jones, Janice; Erdley, W Scott

    2005-01-01

    The purpose of this article is to describe the incorporation of healthcare informatics into the strategic planning process in nursing education. An exemplar from the University at Buffalo, the State University of New York School of Nursing, is interwoven throughout the article. The challenges and successes inherent in a paradigm shift embracing the multifaceted adoption of technology in higher education are illustrated. The paradigm shift that necessitated this change, the need for informatics standards and competencies identified by regulatory agencies and the relationship of the triad mission of the Academy which includes research, teaching and service are then elucidated. Information pertinent to the strategic planning process is described including the use of a strengths, weaknesses, opportunities and threats (SWOT) analysis to facilitate the integration of a healthcare informatics model into a nursing curriculum.

  3. [The strategic purchasing of health services: a big opportunity for the National Universal Health System].

    Science.gov (United States)

    González-Block, Miguel Ángel; Alarcón Irigoyen, José; Figueroa Lara, Alejandro; Ibarra Espinosa, Ignacio; Cortés Llamas, Noemí

    2015-01-01

    proposed to establish a service packages, whether through a single obligatory list or through the definition of a flexible, high priority set to be offered to specific populations according to their economic possibilities. For the strategic purchasing of services, two alternatives are proposed: to assign the fund either to a single national manager or to each of the existing public provider institutions, with the expectation that they would contract across each other and with private providers to fulfill their complementary needs.The proposal does not consider the risks and alternatives to a single tax contribution fund, which could have been suggested given that it is not an essential part of a National Universal Health System. However, it is necessary to discuss in more detail the roles and strategies for a national single-payer, especially for the strategic purchasing of high-cost and specialized interventions in the context of public and private providers. The alternative of allocating funds directly to providers would undermine the incentives for competition and collaboration and the capacity to steer providers towards the provision of high quality health services.It is proposed to focus the discussion of the reform of the national health system around strategic purchasing and the functions and structure of a single-payer as well as of agencies to articulate integrated health service networks as tools to promote quality and efficiency of the National Universal Health System. The inclusion of economic incentives to providers will be vital for competition, but also for the cooperation of providers within integrated, multi-institutional health service networks.Health professionals and sector policy specialists coordinated by the Centro de Estudios Espinosa Yglesi as in Mexico propose a policy to anchor the health system in primary care centered on the individual. The vision includes effective stewardship,solid financing, and the provision of services by a

  4. 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...

  5. “Change is constant in today’s business for competitive advantage. Strategic leadership is vital for effective strategic change management - roles & responsibilities and strategic capability of strategic leadership.”

    OpenAIRE

    Chia, Grace Hui Yen

    2009-01-01

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

  6. 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.

  7. 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.

  8. Strategic analysis of companies offering technology services to farmers for mobile applications media

    Directory of Open Access Journals (Sweden)

    Rodrigo da Silva Riquena

    2016-03-01

    Full Text Available The use of smart-phones and tablets is increasing the farming community before these fact companies that offer products and services to this sector are mobilizing to be active in this new reality. However, companies that operate in the rural market, not only have the aim of helping farmers in providing services through mobile technology applications, it was necessary to identify the strategic performance of these companies as a market opportunity in selling their products in the agricultural sector. Therefore, this article aimed to identify the strategic planning of technology companies to provide services through applications to farmers. The methodological approach used is a qualitative approach with the exploratory and descriptive aim of the use of content analysis of the websites of those companies studied. This study concluded that companies by offering technology services to farmers, use these services strategically to your advantage without the knowledge of the real needs of farmers.

  9. Chinese automobile industry: opportunities and business; El sector automovilistico Chino: oportunidades y negocios

    Energy Technology Data Exchange (ETDEWEB)

    Zhang Zhang, Y.

    2010-07-01

    The emergence of Chinese economy and its rapid recovery from global crisis have sustained a high rate of growth in Chinese automobile market. The article analyzes the industrial evolution of this particular market from the perspective of automobile manufacturers. Two concrete proposals have been suggested to explore these business opportunities exposed in the analyzed industry: investment in China to take advantage of market growth and hence gaining global competitive advantages, and being strategic partner of Chinese enterprises in European and global market. Strategic alternatives for both proposals have been discussed with suggestions and conclusions followed. (Author) 11 refs.

  10. 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.

  11. Collaborative Oceanographic Research Opportunities with Schmidt Ocean Institute

    Science.gov (United States)

    Zykov, V.

    2014-12-01

    Schmidt Ocean Institute (http://www.schmidtocean.org/) was founded by Dr. Eric Schmidt and Wendy Schmidt in 2009 to support frontier oceanographic research and exploration to expand the understanding of the world's oceans through technological advancement, intelligent, data-rich observation and analysis, and open sharing of information. Schmidt Ocean Institute operates a state-of-the-art globally capable research vessel Falkor (http://www.schmidtocean.org/story/show/47). After two years of scientific operations in the Atlantic Ocean, Gulf of Mexico, Caribbean, Eastern and Central Pacific, R/V Falkor is now preparing to support research in the Western Pacific and Eastern Indian Oceans in 2015 and 2016. As part of the long term research program development for Schmidt Ocean Institute, we aim to identify initiatives and projects that demonstrate strong alignment with our strategic interests. We focus on scientific opportunities that highlight effective use of innovative technologies to better understand the oceans, such as, for example, research enabled with remotely operated and autonomous vehicles, acoustics, in-situ sensing, telepresence, etc. Our technology-first approach to ocean science gave rise to infrastructure development initiatives, such as the development of a new full ocean depth Hybrid Remotely Operated Vehicle, new 6000m scientific Autonomous Underwater Vehicle, live HD video streaming from the ship to YouTube, shipboard high performance supercomputing, etc. We also support projects focusing on oceanographic technology research and development onboard R/V Falkor. We provide our collaborators with access to all of R/V Falkor's facilities and instrumentation in exchange for a commitment to make the resulting scientific data openly available to the international oceanographic community. This presentation aims to expand awareness about the interests and capabilities of Schmidt Ocean Institute and R/V Falkor among our scientific audiences and further

  12. Opportunities of Establishment of Destination Management and Marketing Organizations in Bulgaria

    Directory of Open Access Journals (Sweden)

    Venelin Terziev

    2015-06-01

    Full Text Available The paper examines tourism sector development in the Republic of Bulgaria in the context of the country’s strategic priorities till 2020 of knowledge-based economy, sustainable growth and smart specialization, the opportunities for its integration with agri-food sector and potential contribution to balanced rural development. The principles and roles of destination management and marketing organizations are discussed and the opportunities for their application in the national conditions are explored. A framework for of establishment, management and functioning of such organizations is proposed based on integrated and participatory approaches, planning, coordination and communication activities, permanent monitoring and controlling.

  13. SAGES climate survey: results and strategic planning for our future.

    Science.gov (United States)

    Telem, Dana A; Qureshi, Alia; Edwards, Michael; Jones, Daniel B

    2018-03-30

    While SAGES prides itself on diversity and inclusivity, we also recognize that as an organization we are not impervious to blind spots impacting equity within the membership. To address this, the We R Sages task force was formed to identify the barriers and facilitators to creating a diverse organization and develop a strategic plan for the implementation of programing and opportunities that promote diversity and inclusivity within our membership. As the first step in the process, a survey was administered to gauge the current organizational climate. In September of 2017, a validated climate survey was administered to 704 SAGES committee members via SurveyMonkey®. Climate was assessed on: overall SAGES experience, consideration of leaving the organization, mentorship within the organization, resources and opportunities within the organization, and attitudes and experiences within the organization. Additional free text responses were encouraged to generate qualitative themes. The survey response rate was 52.1% (n = 367). Respondent self-identified demographics were: male (73%), white (63%), heterosexual (95.5%), and non-disabled (98%). Average overall satisfaction was 8.1/10. 12.5% of respondents had considered leaving the organization and 74.4% had not identified a formal mentor within the organization. Average agreement with equitable distribution of resources and opportunities was 5.8/10. 93.6% of respondents had not experienced bias within the organization. Overall SAGES has a very positive climate; however, several key issues were identified from the quantitative survey as well as the free text responses. Strategic planning to address issues of membership recruitment, committee engagement, advancement transparency, diversity awareness, leadership development, and formal mentorship are being implemented.

  14. Strategic thinking on IGCC development in China

    International Nuclear Information System (INIS)

    Liu Hengwei; Ni Weidou; Li Zheng; Ma Linwei

    2008-01-01

    With electricity demand growing at a torrid pace-about 15% per year, faster than any other country in the world-China is fast-tracking the construction of new generation facilities, about 80% of which are coal-fired. China's total capacity in the reference scenario of World Energy Outlook 2006 (WEO2006) released by the International Energy Agency (IEA) is projected to practically 3.4 times, from 442 GW in 2004 to 1496 GW in 2030, growing at 4.8% per year on average. The vast majority of this huge generation requirement will still be met through the construction of coal power plants. Because new coal power plants built today have a long life cycle and are not easy to upgrade the technologies involved, decisions made now will have a major impact on the coal utilization mode in the coming years. Thus, the future 20 years is the strategic opportunity period of the transition of conventional coal utilization. Because the Integrated Gasification Combined Cycle (IGCC) can supply electricity, liquid fuels, hydrogen and other chemicals if needed at low pollution level, and has the potential to make carbon capture and sequestration much easier and cheaper than traditional pulverized coal boiler power plants, it should be the strategic direction for China to meet the requirements of the energy and environmental challenges. This paper makes an overview of China's energy and environmental challenges and opportunities, and describes the IGCC technology. It discusses why China should develop IGCC. What are the foundations for China to develop IGCC? What are the rational driving forces to develop IGCC in China? What is the reasonable developing path of IGCC in China?

  15. The Role of External Knowledge Sources and Organizational Design in the Process of Opportunity Exploitation

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Lyngsie, Jacob; A. Zahra, Shaker

    involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by organizational designs that enable the firm to access external knowledge during the process of exploiting......Research highlights the role of external knowledge sources in the recognition of strategic opportunities, but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing...... opportunities often involves significant interactions with external knowledge sources. Organizational design can facilitate a firm’s interactions with these sources, while achieving coordination among organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey...

  16. The Role of External Knowledge Sources and Organizational Design in the Process of Opportunity Exploitation

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Lyngsie, Jacob; Zahra, Shaker A.

    2013-01-01

    involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by organizational designs that enable the firm to access external knowledge during the process of exploiting......Research highlights the role of external knowledge sources in the recognition of strategic opportunities but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing...... opportunities often involves significant interactions with external knowledge sources. Organizational design can facilitate a firm's interactions with these sources, while achieving coordination among organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey...

  17. Propane: North American opportunities

    International Nuclear Information System (INIS)

    Dempsey, C.

    1992-01-01

    Opportunities for expanding the propane market in North America are discussed. The goal of change should be to enhance client satisfaction and loyalty. The current customer base is largely comprised of pick-up trucks, vans and buses in commercial fleet service, police and similar fleet service and privately owned vehicles. Opportunities for the expansion of propane exist due to: vehicles being kept and lasting longer, allowing a longer pay-back time; exhaust emission standards becoming more stringent; the possible introduction of emission standards for substances currently not controlled; and properly combusted CO 2 emissions that are at least 12% lower than gasoline. The continuing development of engine fuel management systems, application of extensive road/highway experience, matching supply and refuelling infrastructure to consumer demands, application in air quality non-attainment areas, and original equipment manufacturer, government and industry cooperation are discussed. 8 figs

  18. Hot business - cool opportunities

    International Nuclear Information System (INIS)

    Fraser, M.

    1997-01-01

    A new role for the deregulated electric utilities in the energy services market or performance contracting markets was discussed. It was argued that in view of the long tradition of close customer contact, distribution utilities are in a good position to leverage their relationship with their customers to expand the range of products and services that the ''utility'' provides to them. Real time pricing, energy services, HVAC maintenance and operation are just some of the areas where the distribution utility''s linkage to customers could be used to good advantage. Some case histories, and a list of potential product and service opportunities in the commercial/industrial and residential sectors were provided. Some of the potential pitfalls were also identified for utilities that wish to pursue these opportunities. These pitfalls included legal, marketing, risk management and funding issues

  19. Strategic Management of Financial Institutions-Survival in the 21st Century

    OpenAIRE

    Arshad Khan, Muhammad

    2006-01-01

    In this paper in attempt has been made to propose some strategic measures which are important for the survival of financial institutions in the 21st century. The study points out that liberalization and globalization offered many opportunities to financial institutions to provide wider range of financial and adviser services for their management. The study stressed that banks and NBFIs in Pakistan must used the modern communication, human resource management should be strengthen, SMEs, rural ...

  20. Expanding the scope beyond mortality: burden and missed opportunities in maternal morbidity in Indonesia.

    Science.gov (United States)

    Widyaningsih, Vitri; Khotijah; Balgis

    2017-01-01

    Indonesia still faces challenges in maternal health. Specifically, the lack of information on community-level maternal morbidity. The relatively high maternal healthcare non-utilization in Indonesia intensifies this problem. To describe the burden of community-level maternal morbidity in Indonesia. Additionally, to evaluate the extent and determinants of missed opportunities in women with maternal morbidity. We used three cross-sectional surveys (Indonesian Demographic and Health Survey, IDHS 2002, 2007 and 2012). Crude and adjusted proportions of maternal morbidity burden were estimated from 43,782 women. We analyzed missed opportunities in women who experienced maternal morbidity during their last birth (n = 19,556). Multilevel mixed-effects logistic regressions were used to evaluate the determinants of non-utilization in IDHS 2012 (n = 6762). There were significant increases in the crude and adjusted proportion of maternal morbidity from IDHS 2002 to IDHS 2012 (p Indonesia. The prevalence of maternal morbidity in Indonesia is relatively high, especially during labor. This condition is amplified by the concerning missed opportunities in maternal healthcare. Efforts are needed to identify risk factors for maternal morbidity, as well as increasing healthcare coverage for the vulnerable population.

  1. Strategic conservation planning for the Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team

    Science.gov (United States)

    Alexander-Vaughn, Louise B.; Collazo, Jaime A.; Drew, C. Ashton

    2014-01-01

    The Eastern North Carolina/Southeastern Virginia Strategic Habitat Conservation Team (ENCSEVA) is a partnership among local federal agencies and programs with a mission to apply Strategic Habitat Conservation to accomplish priority landscape-level conservation within its geographic region. ENCSEVA seeks to further landscape-scale conservation through collaboration with local partners. To accomplish this mission, ENCSEVA is developing a comprehensive Strategic Habitat Conservation Plan (Plan) to provide guidance for its members, partners, and collaborators by establishing mutual conservation goals, objectives, strategies, and metrics to gauge the success of conservation efforts. Identifying common goals allows the ENCSEVA team to develop strategies that leverage joint resources and are more likely to achieve desired impacts across the landscape. The Plan will also provide an approach for ENCSEVA to meet applied research needs (identify knowledge gaps), foster adaptive management principles, identify conservation priorities, prioritize threats (including potential impacts of climate change), and identify the required capacity to implement strategies to create more resilient landscapes. ENCSEVA seeks to support the overarching goals of the South Atlantic Landscape Conservation Cooperative (SALCC) and to provide scientific and technical support for conservation at landscape scales as well as inform the management of natural resources in response to shifts in climate, habitat fragmentation and loss, and other landscape-level challenges (South Atlantic LCC 2012). The ENCSEVA ecoregion encompasses the northern third of the SALCC geography and offers a unique opportunity to apply landscape conservation at multiple scales through the guidance of local conservation and natural resource management efforts and by reporting metrics that reflect the effectiveness of those efforts (Figure 1). The Environmental Decision Analysis Team, housed within the North Carolina Cooperative

  2. Urban underground logistics system in China: Opportunities or challenges?

    Directory of Open Access Journals (Sweden)

    Zhilong Chen

    2017-09-01

    Full Text Available An urban underground logistics system (ULS is one important means of solving urban traffic problems that has unique advantages. Freight transportation in China requires a new transportation mode. Therefore, ULS has garnered increasing attention. However, to date, few scholars and practitioners have investigated ULS in China. Although ULS shows good development opportunities, it also faces great challenges. Based on the Macro-environment and situation analysis (PEST-SWOT model, which is a strategic analysis method that combines both SWOT and PEST to effectively identify advantages, disadvantages, opportunities and threats, this paper first uses PEST to analyze the macro-environment of ULS in China and identify its internal factors (i.e., advantages and disadvantages and external factors (i.e., opportunities and threats. Next, based on the SWOT framework, this paper proposes several development strategies and recommendations that provide a comprehensive and novel perspective to the study of ULS in China.

  3. Strategic Employee Development (SED) Program

    Science.gov (United States)

    Nguyen, Johnny; Guevara (Castano), Nathalie; Thorpe, Barbara; Barnett, Rebecca

    2017-01-01

    As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

  4. Strategic raw materials. Risk management

    International Nuclear Information System (INIS)

    Bertau, Martin; Matschullat, Joerg; Kausch, Peter

    2014-01-01

    This volume is divided into four chapters: (1) Raw material management, (2) Primary raw materials, (3) Secondary raw materials and recycling, (4). Processing and products. The topics for the chapter ''Raw material management'' are: Substitution of raw materials - framework conditions and implementation; Thales: Strategic raw materials; Time for cooperation between the EU and China in raw materials policy; Availability of elements for the semiconductor industry; Market price risks of raw material-intensive companies - identification and management. The topics on the second item ''Primary raw materials'' are: The supply of economic-critical raw materials - A search and analysis for causes; Lithium extraction from primary raw materials - state and perspectives; The global market of rare earths - A balancing act; Rare earth deposits in Namibia; New technologies in exploration and discovery - Focus on activities in Europe. The third chapter, ''Secondary Raw Materials and Recycling'', covered the topics: Technology metals - Systemic Requirements along the recycling chain; Integrated re-use of high-tech and greentech wastes; From the sewage sludge ash to the phosphorus fertilizer RecoPhos P38 in the stress field of waste, fertilizer and soil protection. In chapter 4. ''Processing and products'' are the topics: Treatment and processing of rare earth metals; Processing of mineral resources - opportunities and challenges; Consequences of modern germanium chemistry; Strategic resources - Risk management. A review and outlook with a pinch of fantasy.. [de

  5. A Framework for the Strategic Management of Science & Technology Parks

    Directory of Open Access Journals (Sweden)

    Juliane Ribeiro

    2016-12-01

    Full Text Available Science and technology parks (STPs have been playing an increasingly influential role in the stimulation and growth of the knowledge economy. However, the spread of STPs faces relevant challenges, such as the development of robust performance management systems, able to demonstrate results and indicate improvement opportunities. Thereby, this paper proposes a theoretical model of performance management, which combines premises of the Service-Dominant Logic (S-D Logic, the Balanced Scorecard (BSC and the General Hierarchical Model (GHM. Based on a multiple-case exploratory and qualitative study, relevant information about the strategic planning and management of these projects were extracted and paved the way for the construction of a performance hierarchical model composed of five perspectives, according to the BSC. Considering the outcomes, it is expected that the proposed model provide useful insights for the consolidation of a framework for the strategic management of science and technology parks.

  6. Strategic urban projects in Amsterdam and New York : Incomplete contracts and good faith in different legal systems

    NARCIS (Netherlands)

    Van der Veen, M.; Korthals Altes, W.K.

    2009-01-01

    Contracts between local government and private investment agencies play an important role in strategic urban projects. Real estate cycles provide only a narrow window of opportunity within which to draft such contracts. A legal system should therefore not impede the possibility of reaching an

  7. 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...

  8. 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.

  9. Hanford Site Cleanup Challenges and Opportunities for Science and Technology--A Strategic Assessment

    Energy Technology Data Exchange (ETDEWEB)

    Wood, Thomas W.; Johnson, Wayne L.; Kreid, Dennis K.; Walton, Terry L.

    2001-02-01

    The sheer expanse of the Hanford Site, the inherent hazards associated with the significant inventory of nuclear materials and wastes, the large number of aging contaminated facilities, the diverse nature and extent of environmental contamination, and the proximity to the Columbia River make Hanford perhaps the world's largest and most complex environmental cleanup project. It is not possible to address the more complex elements of this enormous challenge in a cost-effective manner without strategic investments in science and technology. Success requires vigorous and sustained efforts to enhance the science and technology basis, develop and deploy innovative solutions, and provide firm scientific bases to support site cleanup and closure decisions at Hanford.

  10. Hanford Site Cleanup Challenges and Opportunities for Science and Technology--A Strategic Assessment

    International Nuclear Information System (INIS)

    Wood, Thomas W.; Johnson, Wayne L.; Kreid, Dennis K.; Walton, Terry L.

    2001-01-01

    The sheer expanse of the Hanford Site, the inherent hazards associated with the significant inventory of nuclear materials and wastes, the large number of aging contaminated facilities, the diverse nature and extent of environmental contamination, and the proximity to the Columbia River make Hanford perhaps the world's largest and most complex environmental cleanup project. It is not possible to address the more complex elements of this enormous challenge in a cost-effective manner without strategic investments in science and technology. Success requires vigorous and sustained efforts to enhance the science and technology basis, develop and deploy innovative solutions, and provide firm scientific bases to support site cleanup and closure decisions at Hanford

  11. ExpandED Options: Learning beyond High School Walls

    Science.gov (United States)

    ExpandED Schools, 2014

    2014-01-01

    Through ExpandED Options by TASC, New York City high school students get academic credit for learning career-related skills that lead to paid summer jobs. Too many high school students--including those most likely to drop out--are bored or see classroom learning as irrelevant. ExpandED Options students live the connection between mastering new…

  12. Colleges and Communities: Increasing Local Capacity.

    Science.gov (United States)

    Baldwin, Fred D.

    2001-01-01

    Community colleges in Appalachia are helping boost local economies and expand educational opportunities through the national Rural Community College Initiative (RCCI). At the heart of RCCI is a nine-step strategic planning process in which a community group moves from vision to action. Kentucky's Southeast Community College has promoted…

  13. Training hospital managers for strategic planning and management: a prospective study.

    Science.gov (United States)

    Terzic-Supic, Zorica; Bjegovic-Mikanovic, Vesna; Vukovic, Dejana; Santric-Milicevic, Milena; Marinkovic, Jelena; Vasic, Vladimir; Laaser, Ulrich

    2015-02-26

    Training is the systematic acquisition of skills, rules, concepts, or attitudes and is one of the most important components in any organization's strategy. There is increasing demand for formal and informal training programs especially for physicians in leadership positions. This study determined the learning outcomes after a specific training program for hospital management teams. The study was conducted during 2006 and 2007 at the Centre School of Public Health and Management, Faculty of Medicine, University of Belgrade and included 107 participants involved in the management in 20 Serbian general hospitals. The management teams were multidisciplinary, consisting of five members on average: the director of the general hospital, the deputy directors, the head nurse, and the chiefs of support services. The managers attended a training program, which comprised four modules addressing specific topics. Three reviewers independently evaluated the level of management skills at the beginning and 12 months after the training program. Principal component analysis and subsequent stepwise multiple linear regression analysis were performed to determine predictors of learning outcomes. The quality of the SWOT (strengths, weaknesses, opportunities and threats) analyses performed by the trainees improved with differences between 0.35 and 0.49 on a Likert scale (p strategic planning. Following the training program, the external environment, strategic positioning, and quality of care were predictors of learning outcomes. The four regression models used showed that the training program had positive effects (p Strategic Plan comprising the hospital mission, vision, strategic objectives, and action plan. This study provided evidence that training for strategic planning and management enhanced the strategic decision-making of hospital management teams, which is a requirement for hospitals in an increasingly competitive, complex and challenging context. For the first time, half of

  14. Strategic analysis on establishing a natural gas trading hub in China

    Directory of Open Access Journals (Sweden)

    Xiaoguang Tong

    2014-12-01

    Full Text Available Since 2010, the LNG importing price premium in the Asia–Pacific markets has become increasingly high, generating great effects on the economic development in China. In addition, the natural gas dependence degree is expanding continuously, making it extremely urgent to establish a natural gas trading hub in China, with the aim to ensure national energy security, to gain the pricing power, and to build the regional benchmark prices. Through a comparative analysis of internal strength/weakness and external competitiveness, we concluded that with intensively-issued supporting policies on the natural gas sector, the initiation of spot and futures markets, the rapid growth of gas production and highly-improved infrastructures, as well as Shanghai's advantageous location, China has more advantages in establishing an Asian Natural Gas Trading Hub than other counties like Singapore, Japan and Malaysia. Moreover, based on the SWOT (strength, weakness, opportunity and threat and the marketization process analysis, the following strategies were presented: to impel the establishment of a natural gas trading hub depending on the gas supply condition, to follow the policies to complete the gas storage system, to form regional communities by taking comparative advantages, and to reinforce the marketization reform and regulation system establishment with foreign experiences for reference. This study rationalized the necessity and practicality of establishing a natural gas trading hub in China and will help China make a proper decision and find a periodical strategic path in this sector.

  15. 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...

  16. The New Russian Engagement with Latin America: Strategic Position, Commerce, and Dreams of the Past

    Science.gov (United States)

    2015-06-01

    Russian tourists traveling to the country continues to be low.202 Ecuador . Although Russia’s relationship with Ecuador has not been as high...the official policy or position of the Department of the Army, the Department of Defense, or the U.S. Government . Authors of Strategic Studies... governance in parts of the region. As Latin America and the Caribbean na- tions have expanded their economic and other forms of engagement with

  17. 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...

  18. Nurturing Reading Proficiency of Pupils through Phonics: Entrepreneurial Opportunities for Early Childhood Educators in Nigeria

    Science.gov (United States)

    Shoaga, Opeyemi; Akintola, Olugbenga Adeyanju; Okpor, Christiana Isiwat

    2017-01-01

    Nurturing reading proficiency among the Nigerian children has become pivotal to a functional and development-oriented education. The place of phonics in achieving this strategic goal seems unquestionable with attendant entrepreneurial opportunities for early childhood educators. This study therefore, investigates the influence of phonics in…

  19. 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

  20. Institutional Design for Strategic Environmental Assessment on Urban Economic and Social Development Planning in China

    International Nuclear Information System (INIS)

    Song Guojun; Zhou Li; Zhang Lei

    2011-01-01

    The National Economic and Social Development Plans (NESDPs) of cities in China, given their comprehensive, integrated and strategic nature, have significant and profound impacts on the development of cities and their embedded ecological environments. Strategic Environmental Assessments (SEAs) on city NESDPs have the potential to improve environmental policy integration at strategic level and to safeguard the sustainable development of cities. However, these plans are normally exempted from the current SEA requirement in China. We argue that it is more feasible to apply SEAs on city NESDPs before SEAs are expanded to higher level NESDPs in China. This article attempts to propose a China-specific institutional design for SEAs on city NESDPs based on experiments in selected cities and within the current legal framework. To obtain a holistic view about the long-term development of cities, more qualitative and descriptive analysis-based assessment methods should be adopted to broaden participation, to encourage the exchange of information and to reach consensus. - Highlights: → National Economic and Social Development Plans for Cities (NESDPs) in China is a very popular and significant decision made by municipal government. → We propose a institutional framework to conduct strategic environmental assessment to NESDPs. → The key features of the institutional framework are the independent SEA approval committee and a professional consulting agency.

  1. Vision 21: The NASA strategic plan

    Science.gov (United States)

    1992-01-01

    The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

  2. Value innovation: the strategic logic of high growth.

    Science.gov (United States)

    Kim, W C; Mauborgne, R

    1997-01-01

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

  3. 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...

  4. Desired, Perceived, and Achieved Sustainability: Trade-Offs in Strategic and Operational Packaging Development

    Directory of Open Access Journals (Sweden)

    Bjorn de Koeijer

    2017-10-01

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

  5. Determining success factors for effective strategic change: Role of middle managers' strategic involvement

    Directory of Open Access Journals (Sweden)

    Minhajul Islam Ukil

    2017-05-01

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

  6. Strategic predictors of performance in a divided attention task

    Science.gov (United States)

    Faragó, Kinga Bettina; Lőrincz, András

    2018-01-01

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

  7. Strategic predictors of performance in a divided attention task.

    Directory of Open Access Journals (Sweden)

    Róbert Adrian Rill

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

  8. Strategic predictors of performance in a divided attention task.

    Science.gov (United States)

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

    2018-01-01

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

  9. Psychological Operations Exploitation of Foreign Internal Defense in order to Develop Enduring Strategic Partnerships

    Science.gov (United States)

    2014-12-12

    observations), methods of research (e.g., experiments, ethnography ), and related philosophical issues (e.g., ontology, epistemology, axiology).73...competitor strategic engagements in recent years. The second phase of research was focused on qualitative and quantitative online survey methodology...encouragement throughout the year has made this v thesis opportunity exciting and allowed me to apply your gifts of knowledge to my research . I am

  10. 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.

  11. Collaborative work and medical talk: opportunities for learning through knowledge sharing.

    Science.gov (United States)

    Nilsen, Line Lundvoll; Ludvigsen, Sten R

    2010-01-01

    Teleconsultations provide new opportunities for learning in medical settings. This study explores the conditions under which learning among physicians takes place. The empirical context is 47 real-time video conferences carried out to examine collaborative work and the medical talk involved. Sixteen of the observations were consultations wherein general practitioners (GPs) and specialists shared knowledge with the purpose of solving a medical problem related to a patient under treatment. In this exploratory study, the learning opportunities are seen as what medical practitioners with different types of expertise achieve through interaction while working with patients over periods of time. The analysis of medical talk in consultations shows that collaborative work among GPs and specialists creates a shared understanding of the patient's clinical history and treatment trajectory. As knowledge is demanded and attributed and gaps of knowledge become shared, consultations create a work tool that expands the medical work and talk. Collaborative work in and between different levels of the health care service expands knowledge, creates opportunities for learning in everyday settings, and improves the quality of knowledge distribution in the health care system.

  12. Realising the organisational learning opportunities

    International Nuclear Information System (INIS)

    Pomfret, D.G.; Bradford, S.T.

    2000-01-01

    An aspect of proactive safety management is learning lessons from unforeseen events. As BNFL has expanded and extended its nuclear services to many more sites, the potential for organisational learning has grown, but sharing through informal networking has become progressively harder. This potential problem has been solved by implementing formalised company-wide arrangements to turn incidents and accidents into organisational learning opportunities through a system called 'Learning from Experience' (LFE). LFE enables event causes and corrective actions to be identified and shared across all BNFL's sites, initially in the UK but ultimately throughout the world. The result is prevention of events having similar causes, and development of a learning culture which breaks down the barriers to adopting best practice'. Key aspects of the system are: Applying root cause analysis to all significant events; Logging all events, their causes and corrective actions onto a Company-wide database; Screening the database regularly by locally appointed Feedback Co-ordinators trained in identifying learning opportunities and knowledgeable of their own business area, and; Placing and tracking actions to prevent similar events at local Event Review Meetings. The paper describes the implementation and initial experience in operation of the LFE system, which is seen as a significant step towards becoming an expanding and learning company with no accidents or incidents. (author)

  13. Strategic planning and radiology practice management in the new health care environment.

    Science.gov (United States)

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

    2015-01-01

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

  14. Strategic sourcing: from periphery to the core.

    Science.gov (United States)

    Gottfredson, Mark; Puryear, Rudy; Phillips, Stephen

    2005-02-01

    As globalization changes the basis of competition, sourcing is moving from the periphery of corporate functions to the core. Always important in terms of costs, sourcing is becoming a strategic opportunity. But few companies are ready for this shift. Outsourcing has grown so sophisticated that even critical functions like engineering, R&D, manufacturing, and marketing can-and often should-be moved outside. And that, in turn, is changing the way companies think about their organizations, their value chains, and their competitive positions. Already, a handful of vanguard companies are transforming what used to be purely internal corporate functions into entirely new industries. Companies like UPS, Solectron, and Hewitt have created new business models by concentrating scale and skill within a single function. As these and other function-based companies grow, so does the potential value of outsourcing to all companies. Migrating from a vertically integrated company to a specialized provider of a single function is not a winning strategy for everyone. But all companies need to rigorously reassess each of their functions as possible outsourcing candidates. Presented in this article is a simple three-step process to identify which functions your company needs to own and protect, which can be best performed by what kinds of partners, and which could be turned into new business opportunities. The result of such an analysis will be a comprehensive capabilities-sourcing strategy. As a detailed examination of 7-Eleven's experience shows, the success of the strategy often hinges on the creativity with which partnerships are organized and managed. But only by first taking a broad, strategic view of capabilities sourcing can your company gain the greatest benefit from all of its sourcing choices.

  15. 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...

  16. Opportunities in independent gas storage

    International Nuclear Information System (INIS)

    Daniel, R.

    1999-01-01

    The range of business opportunities currently available for the midstream oil and gas business were discussed with particular focus on storage opportunities. Alberta Energy Co. (AEC) Ltd.'s two midstream business units include AEC Pipelines and Gas Processing, and AEC Storage and Hub Services. These two businesses provide the company with good investment returns, stable cash flow, and some significant strategic synergies with their exploration and production businesses. In 1988, the AECO C Hub in southeastern Alberta was created as an outgrowth of AEC's gas production operations on the Suffield block, where they had depleted gas reservoirs with high rock quality suitable for high deliverability storage. With the AECO C Hub, AEC was able to offer firm storage contracts of from 1 to 20 years, and to introduce short term interruptible parking and lending services, title exchange, a spot price index for greater price discovery, and an electronic nomination system. AEC is currently completing construction of their second commercial storage facility, the Wild Goose project, in northern California. D ebottlenecking' the Western Canada supply basin should provide additional opportunities for further expansion not only for AEC but also for other midstream service providers. Opportunities are especially available in the areas of new storage facilities to serve location-specific needs, replacement of declining storage capacity, replacement of retiring facilities, technological optimization of existing facilities, more flexible, higher deliverability facilities and commercial optimization of existing facilities. A map of the hubs and market centres of North America are included. 5 figs

  17. 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.

  18. The Opportunity and Challenge of The Age of Big Data

    Science.gov (United States)

    Yunguo, Hong

    2017-11-01

    The arrival of large data age has gradually expanded the scale of information industry in China, which has created favorable conditions for the expansion of information technology and computer network. Based on big data the computer system service function is becoming more and more perfect, and the efficiency of data processing in the system is improving, which provides important guarantee for the implementation of production plan in various industries. At the same time, the rapid development of fields such as Internet of things, social tools, cloud computing and the widen of information channel, these make the amount of data is increase, expand the influence range of the age of big data, we need to take the opportunities and challenges of the age of big data correctly, use data information resources effectively. Based on this, this paper will study the opportunities and challenges of the era of large data.

  19. Foundation for the Future. 2013-2015 Strategic Plan. FY13 Organizational Performance Plan

    Science.gov (United States)

    2013-01-01

    Strengths, Weaknesses, Opportunities, and Threats ( SWOT ) Analysis 192013–2015 Strategic Plan tr t ic l The Planning, Policy, and Leadership Support (PPLS...and public cloud mix Conduct government/private market survey to determine future cloud strategy Implement future cloud strategy  Thin Client...Systems Acquisition Reform Act of 2009, National Security Strategy , and the Digital Government Strategy • Department of Defense, as set forth in the

  20. 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’....

  1. Investing in Boys and Young Men of Color: The Promise and Opportunity. Issue Brief

    Science.gov (United States)

    Bryant, Rhonda; Harris, Linda; Bird, Kisha

    2013-01-01

    In 2011, the Robert Wood Johnson Foundation (RWJF) created the Forward Promise initiative within its Vulnerable Populations Portfolio to place a strategic emphasis on the needs of middle school- and high school-aged young men of color. RWJF's goal is to strengthen educational opportunities, pathways to employment, and health outcomes for these…

  2. Strategic environmental assessment for development programs in the Colombian post-conflict context

    DEFF Research Database (Denmark)

    Dávila, Juanita Gallego; Azcárate Venegas, Juan; Venegas Azcárate, Juan

    2018-01-01

    , potentially resulting in rapid and hyper-development conditions and causing severe environmental impacts. Theoretically, SEA can be seen as one way to assist the Colombian government in their strategic decision-making and planning. However, the use of SEA will be bounded by the post-conflict conditions......This article offers a critical analysis of the applicability and relevance of strategic environmental assessment (SEA) in the post-conflict and recovery period in Colombia as a means to support societal sustainability transition and avoid the depletion of national resources and the emergence of new...... and the more general institutional setting in Colombia. This article is focused on identifying the opportunities and challenges arising from the post-conflict context and the SEA action arena in Colombia. By doing this, the article provides a better understanding of institutional processes and resources...

  3. 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

  4. Strategic Analysis for the MER Cape Verde Approach

    Science.gov (United States)

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

    2009-01-01

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

  5. Strategic planning for Halal tourism development in Gilan Province

    Directory of Open Access Journals (Sweden)

    Maryam KamalZade Gilani

    2017-06-01

    Full Text Available Tourism as a necessity for economic development in many countries, therefore, in this study we intended to investigate the strengths, weaknesses, opportunities and threats of Halal tourism in Gilan province, by using SWOT model to introduce strategic solutions to further developments. This study is practical based on questionnaire in terms of practical objectives, in terms of data collection. The population of this study was 25 tourism experts, which according to Morgan table, 24 people were selected as sample size.To identify relationships and priority setting criteria , at first internal and external factors were identified and then multi-criteria decision-making models and AHP model was used. After that by using internal factors evaluation matrix (IFE and external (EFE final weight determined and at the end the model was design and the strengths, weaknesses, opportunities, threats were analyzed .The result of SWOT analysis in this research indicates that strategies for Gilan provinces according its environmental strengths and opportunities should be offensive strategy. Surveys show that due to the diversity of tourist attractions and geographical location of Gilan province, this province has the necessary capabilities to develop Halal tourism

  6. Entrepreneurship: A Unique Opportunity for Higher Education. NCRCRD Policy Briefs

    Science.gov (United States)

    Hamerlinck, John; Emery, Mary

    2006-01-01

    Entrepreneurship, both in commercial and social enterprise development, has become an essential component in sustaining thriving communities in the region. An expanded dedication to entrepreneurship can open up economic opportunities while simultaneously furthering the educational missions of colleges and universities by promoting a scholarship of…

  7. Technology transfer from accelerator laboratories (challenges and opportunities)

    International Nuclear Information System (INIS)

    Verma, V.K.; Gardner, P.L.

    1994-06-01

    It is becoming increasingly evident that technology transfer from research laboratories must be a key element of their comprehensive strategic plans. Technology transfer involves using a verified and organized knowledge and research to develop commercially viable products. Management of technology transfer is the art of organizing and motivating a team of scientists, engineers and manufacturers and dealing intelligently with uncertainties. Concurrent engineering is one of the most effective approaches to optimize the process of technology transfer. The challenges, importance, opportunities and techniques of transferring technology from accelerator laboratories are discussed. (author)

  8. [Strategic planning: an important economic action for German hospitals].

    Science.gov (United States)

    Wiese, Christoph H R; Zink, Wolfgang; Russo, Sebastian G

    2011-11-01

    In medical systems, economic issues and means of action are in the course of dwindling human (physicians and nurses) and financial resources are more important. For this reason, physicians must understand basic economic principles. Only in this way, there may be medical autonomy from social systems and hospital administrators. The current work is an approach to present a model for strategic planning of an anesthesia department. For this, a "strengths", "weaknesses", "opportunities", and "threats" (SWOT) analysis is used. This display is an example of an exemplary anaesthetic department. © Georg Thieme Verlag Stuttgart · New York.

  9. Identifying Opportunities and Impacts of Fuel Switching in the Industrial Sector

    Energy Technology Data Exchange (ETDEWEB)

    Jain, Ramesh C. [Industrial Technologies Program, Washington, DC (United States); Jamison, Keith [Energetics Inc., Columbia, MD (United States); Thomas, Daniel E. [Energetics Inc., Columbia, MD (United States)

    2006-08-01

    The underlying purpose of this white paper is to examine fuel switching opportunities in the U.S. industrial sector and make strategic recommendations—leading to application of the best available technologies and development of new technologies—that will introduce fuel use flexibility as an economically feasible option for plant operators, as a means to condition local fuel demands and a hedge against the local rises in fuel prices.

  10. Minimizing species extinctions through strategic planning for conservation fencing.

    Science.gov (United States)

    Ringma, Jeremy L; Wintle, Brendan; Fuller, Richard A; Fisher, Diana; Bode, Michael

    2017-10-01

    Conservation fences are an increasingly common management action, particularly for species threatened by invasive predators. However, unlike many conservation actions, fence networks are expanding in an unsystematic manner, generally as a reaction to local funding opportunities or threats. We conducted a gap analysis of Australia's large predator-exclusion fence network by examining translocation of Australian mammals relative to their extinction risk. To address gaps identified in species representation, we devised a systematic prioritization method for expanding the conservation fence network that explicitly incorporated population viability analysis and minimized expected species' extinctions. The approach was applied to New South Wales, Australia, where the state government intends to expand the existing conservation fence network. Existing protection of species in fenced areas was highly uneven; 67% of predator-sensitive species were unrepresented in the fence network. Our systematic prioritization yielded substantial efficiencies in that it reduced expected number of species extinctions up to 17 times more effectively than ad hoc approaches. The outcome illustrates the importance of governance in coordinating management action when multiple projects have similar objectives and rely on systematic methods rather than expanding networks opportunistically. © 2017 Society for Conservation Biology.

  11. 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.

  12. IMPROVING COMPETITIVE POWER PRODUCTS BY STRATEGIC ENVIRONMENTAL ANALYSIS: CASE STUDY CREDITS PRODUCTS’ EMPLOYEES OF BANK BPR

    Directory of Open Access Journals (Sweden)

    Kunto Ajibroto

    2017-09-01

    Full Text Available Strategic environment analysis is part of strategic planning component and is a process to always put the company in a strategic position, so that in its development will always be in a favorable position. By analyzing external factors and internal factors, it will be possible to find out the most appropriate strategy formulation for BPR Bhakti Daya Ekonomi in facing the increasingly fierce competition. The research method used is qualitative with data collection using interview and observation, while for data analysis using SWOT method which also use analysis of EFAS and IFAS. The results of this study indicate that the position of BPR Bhakti Daya Ekonomi for Credit Employees products is located in quadrant IV. In this quadrant the bank is in a position where its internal advantage is relatively more dominant than its weakness. However, in the face of the threat environment is relatively greater than the chances. This means that the bank has a relatively better internal capability to expand its business, especially by utilizing some of its internal strengths.

  13. Cultivations...and potting on a strategic plan for a social and horticultural therapy program.

    Science.gov (United States)

    Smilski, Andrea

    2008-01-01

    This research endeavored to develop a strategic growth plan for St. Ann's Garden Club (SAGC), a Non-Profit Social and Horticultural Therapy program, located at Providence Farm in Duncan, British Columbia. SAGC is a day program for older adults with mental illness and/or drug/alcohol addiction. The aim of the program is to be sustainable within the context of stakeholders needs, preferences, and resources and therefore they sought a strategic analysis prior to launching a growth strategy. SAGC has valuable intangible resources that contribute to strong core competencies and effectiveness despite facing many program issues requiring change in order for them to be sustainable. These same issues are shared by many public and non-profit health and wellness programs as they struggle to remain relevant in today's changing healthscape. To adequately focus the study and provide sound direction, the strategic analysis highlighted SAGC's environment, opportunities, issues, priorities, and requirements and was conducted through multiple iterations of the action research cycle. Data was gathered using surveys, interviews, and a focus group. The findings supported a capital campaign to build as new larger clubhouse and establish a more diverse sustainable funding base. Using a resource based perspective, a three year strategic plan was formulated for SAGC to help them cultivate growth and sustainability.

  14. Influence of strategic management in Czech SMEs and their growth rate

    Directory of Open Access Journals (Sweden)

    Jaroslav Vrchota

    2016-12-01

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

  15. 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...

  16. STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

    Directory of Open Access Journals (Sweden)

    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.

  17. Strategic environmental assessment for UK LLW management - 16392

    International Nuclear Information System (INIS)

    Craze, Andrew; Clark, Matthew; Davis, Pete

    2009-01-01

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

  18. Investment opportunities in an increasingly competitive environment

    International Nuclear Information System (INIS)

    Webb, Martin

    1999-01-01

    Four topic areas are considered: (1) The global context for energy investments, (2) Strategic investments in the gas chain, (3) Conventional and changing approaches to investing in gas and power, (4) New areas of opportunity. The presentation considers the challenging global context for investments and the current oil price outlook and more specifically the backdrop to the growth in demand for gas and its increasing availability and the implications of factors such as energy market liberalization. It notes the regional nature of gas and power markets and considers the issue of stranded supply and demand. It identifies an increasing trend towards investments up and down the gas chain by both traditional and new players and explores BP Amoco's own corporate response. The presentation then briefly reviews four major gas investments which BP Amoco has either already taken or is considering. It then discusses investments in gas to power and the growing environmental agenda, which is bringing a range of new and non-traditional investment opportunities

  19. Investment opportunities in an increasingly competitive environment

    Energy Technology Data Exchange (ETDEWEB)

    Webb, Martin

    1999-07-01

    Four topic areas are considered: (1) The global context for energy investments, (2) Strategic investments in the gas chain, (3) Conventional and changing approaches to investing in gas and power, (4) New areas of opportunity. The presentation considers the challenging global context for investments and the current oil price outlook and more specifically the backdrop to the growth in demand for gas and its increasing availability and the implications of factors such as energy market liberalization. It notes the regional nature of gas and power markets and considers the issue of stranded supply and demand. It identifies an increasing trend towards investments up and down the gas chain by both traditional and new players and explores BP Amoco's own corporate response. The presentation then briefly reviews four major gas investments which BP Amoco has either already taken or is considering. It then discusses investments in gas to power and the growing environmental agenda, which is bringing a range of new and non-traditional investment opportunities.

  20. Analyzing Growth Opportunity of Port from the Resource-based Perspective The Case of Port of Tanjung Pelepas Malaysia

    OpenAIRE

    Subhan, Muhammad; Abdul Ghani, Ahmad Bashawir

    2008-01-01

    Capturing growth opportunity has become a major integral activity of any port to sustain growth and competitive advantage. One of the famous strategies in leveraging sustainable growth and competitive advantage is the resource-based theory application into port strategic management, viewing resources of the port (internal and external) and its capabilities as the sources for achieving competitive advantage. In this study, we attempt to identify, exploit, and analyze growth opportunity of a Ma...

  1. Traffic Aware Strategic Aircrew Requests (TASAR) Concept of Operations

    Science.gov (United States)

    Henderson, Jeffrey

    2013-01-01

    Aircrews submit trajectory change requests to air traffic control (ATC) to better achieve the operator's preferred business trajectory. Requests are currently made with limited information and are often denied because the change is not compatible with traffic. Also, request opportunities can be overlooked due to lack of automation that advises aircrews of trajectory changes that improve flight time, fuel burn, and other objectives. The Traffic Aware Strategic Aircrew Requests (TASAR) concept leverages Automatic Dependent Surveillance-Broadcast (ADS-B) surveillance information to advise the aircrew of beneficial trajectory changes that are probed for traffic compatibility prior to issuing the request to ATC. This document describes the features, benefits, and limitations of TASAR automation hosted on an Electronic Flight Bag. TASAR has two modes: (1) auto mode that continuously assesses opportunities for improving the performance of the flight and (2) manual mode that probes trajectory changes entered by aircrews for conflicts and performance objectives. The roles and procedures of the aircrew and ATC remain unchanged under TASAR.

  2. 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...

  3. Developing a demand side management strategic framework through a collaborative [process

    International Nuclear Information System (INIS)

    Kostler, J.

    1992-01-01

    Alberta Power Ltd. is developing a demand side management (DSM) strategic framework through a collaborative process that began in September 1991. The process is seen to have the advantages of involving customers in DSM issues, giving them the opportunity to determine the outcome, being less confrontational, and having the capability of arriving at solutions unattainable through other processes. Issues being considered in the collaborative process include cost effectiveness, externalities, screening and analyzing of DSM measures, cost allocation and recovery, DSM lost revenues, the utility role in DSM, measurement criteria, and incentives. The process includes day-long meetings of a 12-member collaborative group comprising representatives from Alberta Power, government agencies, industry and municipal associations, and environmental and consumer organizations. A professional facilitator and an expert consultant from outside Alberta Power were employed to support the collaborative process. The process is working well and is on track to present the utility with a strategic framework to deal with DSM

  4. Strategic Floodplain Reconnection Along the Lower Tisza and Lower Illinois Rivers: Identifying Opportunities, Tradeoffs, and Limitations

    Science.gov (United States)

    Guida, R.; Remo, J. W.; Secchi, S.; Swanson, T.; Kiss, T.

    2015-12-01

    During the late 19th and into the 20th Centuries, the Tisza and Illinois Rivers were highly altered through the construction of levees and dams to reclaim their floodplain-wetland systems for agriculture and to facilitate navigation. In recent decades, flood levels have continued to rise due to aggradation on the confined floodplains reducing flood-conveyance capacity. As a result, "Room for the River" proposals have gained more prominence. Our overarching hypothesis is that strategically reconnecting these rivers to their floodplains will reduce flood levels and increase ecological habitat while limiting socioeconomic impacts. In this study, we assessed several reconnection scenarios, including levee setbacks and removals, for the Lower Tisza River (LTR; Hungary) and the Lower Illinois River (LIR; Illinois, USA). To model water-surface elevations (WSELs) for the 5- through 500-year flood events, we employed HEC-RAS (1D) and SOBEK (1D/2D) hydraulic models. To determine socioeconomic tradeoffs using these modeled WSELs, we developed a corresponding suite of expected annual damages (EADs) using FEMA's Hazus-MH flood-loss modeling software for buildings and integrated geospatial and soil productivity indices to estimate agricultural losses. To assess ecosystem benefits of reconnection along the LTR, we used historic wetland extent as a proxy for increasing needed floodplain habitats. For the LIR, we performed habitat screening using Land Capability Potential Index and other assessment tools to estimate potential ecosystem benefits. Results indicate that levee removal and/or setbacks may reduce flood heights up to 1.6 m along the LTR and over 1.0 m along the LIR. While urban areas have the highest EADs, several lower-production agricultural areas show potential for reducing flood heights while minimizing damages. Strategic-floodplain reconnection benefits along the LTR and LIR include over half of historically-significant wetlands being reconnected and the creation of

  5. 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....

  6. A strategic approach to public health workforce development and capacity building.

    Science.gov (United States)

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

    2014-11-01

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

  7. 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...

  8. Developing a vision and strategic action plan for future community-based residency training.

    Science.gov (United States)

    Skelton, Jann B; Owen, James A

    2016-01-01

    The Community Pharmacy Residency Program (CPRP) Planning Committee convened to develop a vision and a strategic action plan for the advancement of community pharmacy residency training. Aligned with the profession's efforts to achieve provider status and expand access to care, the Future Vision and Action Plan for Community-based Residency Training will provide guidance, direction, and a strategic action plan for community-based residency training to ensure that the future needs of community-based pharmacist practitioners are met. National thought leaders, selected because of their leadership in pharmacy practice, academia, and residency training, served on the planning committee. The committee conducted a series of conference calls and an in-person strategic planning meeting held on January 13-14, 2015. Outcomes from the discussions were supplemented with related information from the literature. Results of a survey of CPRP directors and preceptors also informed the planning process. The vision and strategic action plan for community-based residency training is intended to advance training to meet the emerging needs of patients in communities that are served by the pharmacy profession. The group anticipated the advanced skills required of pharmacists serving as community-based pharmacist practitioners and the likely education, training and competencies required by future residency graduates in order to deliver these services. The vision reflects a transformation of community residency training, from CPRPs to community-based residency training, and embodies the concept that residency training should be primarily focused on training the individual pharmacist practitioner based on the needs of patients served within the community, and not on the physical location where pharmacy services are provided. The development of a vision statement, core values statements, and strategic action plan will provide support, guidance, and direction to the profession of pharmacy to

  9. On strategic spatial planning

    Directory of Open Access Journals (Sweden)

    Tošić Branka

    2014-01-01

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

  10. Market opportunities for kitchen cabinets made from Alaska hardwoods: a synthesis and review of recent research.

    Science.gov (United States)

    David L. Nicholls; Maria C. Stiefel

    2007-01-01

    The kitchen cabinet industry has shown significant growth recently, with expanding residential markets, new cabinet styles, and larger kitchens. This industry represents an opportunity for small Alaska wood producers to create high-value secondary products. In response to recent trends in kitchen cabinet manufacturing and the need to identify opportunities for...

  11. Strategic issues for the oil majors - 1992

    Energy Technology Data Exchange (ETDEWEB)

    Oppenheimer, P M [Oxford Univ. (United Kingdom)

    1992-01-01

    Strategic issues facing major oil producers in the 1990s are very diffuse - in contrast with both the 1970s (when strategy meant the response to high oil prices) and the 1980s (when it meant anticipating and exploiting a drop in prices). Mainly upstream issues include the future of price management by OPEC or a successor, the speed of development of new markets for natural gas in power generation and the role of Russia in world energy markets. Other issues include the impact of environmental regulations and taxes on the product mix and on marketing. Human-resource management will continue to face the task of reconciling career opportunities with static or declining manpower requirements; and corporate cash mountains may periodically recur. (Author).

  12. Strategic issues for the oil majors - 1992

    International Nuclear Information System (INIS)

    Oppenheimer, P.M.

    1992-01-01

    Strategic issues facing major oil producers in the 1990s are very diffuse - in contrast with both the 1970s (when strategy meant the response to high oil prices) and the 1980s (when it meant anticipating and exploiting a drop in prices). Mainly upstream issues include the future of price management by OPEC or a successor, the speed of development of new markets for natural gas in power generation and the role of Russia in world energy markets. Other issues include the impact of environmental regulations and taxes on the product mix and on marketing. Human-resource management will continue to face the task of reconciling career opportunities with static or declining manpower requirements; and corporate cash mountains may periodically recur. (Author)

  13. The deployment of the strategies and structuring of strategic management: the case of a company of international road transport of loads

    Directory of Open Access Journals (Sweden)

    Nelmar Vaccari

    2008-03-01

    Full Text Available In the competitive and globalized environment where the companies are currently inserted in, it has been relevant that the logistic question be adequately valued. Considering the logistic variable, the transport holds a significant weight, due to the representativity of its costs and its influence over other competitive parameters. Being so, the companies in the transport segment need to make use of all the concepts of strategic management, by planning and implementing their strategic actions. In this context, the Balanced Scorecard is a powerful tool for the companies to be able to translate their strategic plans into actions aligned with their objectives. In this work are described the results of an action and research held in a road haulage company. During the process, the company elaborated its strategic planning, showing how the objectives were translated into strategies and actions along with their respective indicators of performance. The construction process of the specific BSC model generated opportunity for growth and valuing of strategic management, discussed in this work.

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

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

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

  15. 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...

  16. Synergistic Information Processing Encrypts Strategic Reasoning in Poker.

    Science.gov (United States)

    Frey, Seth; Albino, Dominic K; Williams, Paul L

    2018-06-14

    There is a tendency in decision-making research to treat uncertainty only as a problem to be overcome. But it is also a feature that can be leveraged, particularly in social interaction. Comparing the behavior of profitable and unprofitable poker players, we reveal a strategic use of information processing that keeps decision makers unpredictable. To win at poker, a player must exploit public signals from others. But using public inputs makes it easier for an observer to reconstruct that player's strategy and predict his or her behavior. How should players trade off between exploiting profitable opportunities and remaining unexploitable themselves? Using a recent multivariate approach to information theoretic data analysis and 1.75 million hands of online two-player No-Limit Texas Hold'em, we find that the important difference between winning and losing players is not in the amount of information they process, but how they process it. In particular, winning players are better at integrative information processing-creating new information from the interaction between their cards and their opponents' signals. We argue that integrative information processing does not just produce better decisions, it makes decision-making harder for others to reverse engineer, as an expert poker player's cards act like the private key in public-key cryptography. Poker players encrypt their reasoning with the way they process information. The encryption function of integrative information processing makes it possible for players to exploit others while remaining unexploitable. By recognizing the act of information processing as a strategic behavior in its own right, we offer a detailed account of how experts use endemic uncertainty to conceal their intentions in high-stakes competitive environments, and we highlight new opportunities between cognitive science, information theory, and game theory. Copyright © 2018 Cognitive Science Society, Inc.

  17. The Dual-Agency Problem Reconsidered: A Strategic Deviance Perspective on the Franchise Form of Organizing

    OpenAIRE

    Kidwel, Roland E.; Nygaard, Arne

    2010-01-01

    Drawing on various theoretical streams, including organizational deviance, we propose that a franchisor cannot assess and control opportunism without comparative information from plural form contractual arrangements provided by both franchisee relationships and operating its own units. Moving beyond dyadic perspectives, our strategic deviance model suggests why franchisors accept deviant behavior that results from vertical and horizontal agency problems. The plural form provides benchmark inf...

  18. Creating a Role for Embedded Librarians Within an Active Learning Environment.

    Science.gov (United States)

    Hackman, Dawn E; Francis, Marcia J; Johnson, Erika; Nickum, Annie; Thormodson, Kelly

    2017-01-01

    In 2013, the librarians at a small academic health sciences library reevaluated their mission, vision, and strategic plan to expand their roles. The school was transitioning to a new pedagogical culture and a new building designed to emphasize interprofessional education and active learning methodologies. Subsequent efforts to implement the new strategic plan resulted in the librarians joining curriculum committees and other institutional initiatives, such as an Active Learning Task Force, and participating in faculty development workshops. This participation has increased visibility and led to new roles and opportunities for librarians.

  19. 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...

  20. Planning Environmental Impact Assessment Orienting Sustainable Development:Opportunities and Challenges

    Institute of Scientific and Technical Information of China (English)

    Sun Yanjun; Chen Xingeng; Bao Yun; Peng Xiaochun; Gao Changbo

    2005-01-01

    Strategic Environmental Assessment is a frontier subject in the field of Environmental Impact Assessment. In the past two decades, especially in recent years, much more importance has been attached to Strategic Environmental Assessment. The Environmental Impact Assessment Law of the P.R.China which was promulgated provides a great opportunity for the development of Planning Environmental Impact Assessment and brings great challenges for the development of traditional Project Environmental Impact Assessment and Planning Environmental Impact Assessment at the same time.In order to promote the implementation of"The EIA Law", the inherent limitations of Project Environmental Impact Assessment must be identified sufficiendy and the theory research and practice of Planning Environmental Impact Assessment should be strengthened as well. Measures should be taken currendy to enforce the operation system. The authors wish to offer a few references to the progress and implementation of Planning Environmental Impact Assessment in China.

  1. 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

  2. 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.

  3. 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.

  4. 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.

  5. Opportunities and strategies in contemporary health system executive leadership.

    Science.gov (United States)

    McCausland, Maureen P

    2012-01-01

    The contemporary health care environment presents opportunities for nurse executive leadership that is patient and family centered, satisfying to professional nurses and their colleagues, and results in safe quality care that is fiscally responsible and evidence based. This article focuses on the strategic areas of systemness, people, performance, and innovation and offers strategies and tactics to help move nursing in integrated delivery systems from important entity-based services to a system approach where the nursing leadership team and entity chief nursing officers are recognized as major contributors to system success.

  6. A short narrative - Challenges and opportunities in expanding research in the Middle East, North Afr

    Science.gov (United States)

    CGH CRTA, Hedieh Mehrtash interviews CGH's Dr. Marie Ricciardone who works with a network of partners in the Middle East and North Africa region, on experiences, challenges, and opportunities in the region.

  7. Tissue expander infections in children: look beyond the expander pocket.

    Science.gov (United States)

    Mason, A C; Davison, S P; Manders, E K

    1999-11-01

    Infection of the expander pocket is the most common complication encountered with soft-tissue expansion. It is usually due to direct inoculation with skin flora either at the time of expander insertion or from extrusion of the device. The authors report two cases of infection of tissue expanders in which the children had concomitant infected sites distant from the prosthesis. Etiological bacteria of common pediatric infections like otitis media and pharyngitis were cultured from the infected expander pocket, raising suspicion that translocation of the organism to the expander had occurred. Aggressive antibiotic treatment, removal of the prosthesis, and flap advancement is advocated.

  8. 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.

  9. 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.

  10. PRACTICAL MODEL OF STRATEGIC MARKETING PLAN FOR MICRO AND SMALL TRANSFORMATION COMPANIES IN LAGOS DE MORENO, JALISCO

    Directory of Open Access Journals (Sweden)

    Edith Ariadna Lozano-González

    2017-07-01

    Full Text Available A plan is designed to increase reaction capacity and leads the manager to a more in-depth knowledge of the company's own reality. The strategic marketing plan has as its fundamental purpose to express clearly and systematically the variables chosen by the company, these variants must be translated into decisions and programs of actions. The designed model is pragmatic, simple and adaptable for micro and small transformation companies that initiate in the strategic marketing planning, with the purpose of habituating them in planning and to increase the reaction capacity that favors their commercial life. This model is based on a documentary research that collects and analyzes the different processes of strategic marketing planning by different authors, developing a methodology for the micro and small entrepreneur. The model is a sheet that describes the points on which a micro and small transformation company identifies opportunity areas based on information feedback generated from the internal microenvironment and external macroenvironment. The sheet is a design inspired by the CANVAS business model that covers six areas that reflects the logic of a strategic planning process based on the marketing mix.

  11. Using Typography to Expand the Design Space of Data Visualization

    Directory of Open Access Journals (Sweden)

    Richard Brath

    Full Text Available This article is a systematic exploration and expansion of the data visualization design space focusing on the role of text. A critical analysis of text usage in data visualizations reveals gaps in existing frameworks and practice. A cross-disciplinary review including the fields of typography, cartography, and coding interfaces yields various typographic techniques to encode data into text, and provides scope for an expanded design space. Mapping new attributes back to well understood principles frames the expanded design space and suggests potential areas of application. From ongoing research created with our framework, we show the design, implementation, and evaluation of six new visualization techniques. Finally, a broad evaluation of a number of visualizations, including critiques from several disciplinary experts, reveals opportunities as well as areas of concern, and points towards additional research with our framework.

  12. 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.

  13. 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.

  14. 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.

  15. Heat Roadmap Europe: Identifying strategic heat synergy regions

    International Nuclear Information System (INIS)

    Persson, U.; Möller, B.; Werner, S.

    2014-01-01

    This study presents a methodology to assess annual excess heat volumes from fuel combustion activities in energy and industry sector facilities based on carbon dioxide emission data. The aim is to determine regional balances of excess heat relative heat demands for all third level administrative regions in the European Union (EU) and to identify strategic regions suitable for large-scale implementation of district heating. The approach is motivated since the efficiency of current supply structures to meet building heat demands, mainly characterised by direct use of primary energy sources, is low and improvable. District heating is conceived as an urban supply side energy efficiency measure employable to enhance energy system efficiency by increased excess heat recoveries; hereby reducing primary energy demands by fuel substitution. However, the importance of heat has long been underestimated in EU decarbonisation strategies and local heat synergies have often been overlooked in energy models used for such scenarios. Study results indicate that 46% of all excess heat in EU27, corresponding to 31% of total building heat demands, is located within identified strategic regions. Still, a realisation of these rich opportunities will require higher recognition of the heat sector in future EU energy policy. - Highlights: • EU27 energy and industry sector heat recycling resources are mapped and quantified. • Target regions for large-scale implementation of district heating are identified. • 46% of total EU27 excess heat volume is seized in 63 strategic heat synergy regions. • Large urban zones have lead roles to play in transition to sustainability in Europe. • Higher recognition of heat sector is needed in future EU energy policy for realisation

  16. 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.

  17. Survey determinant factors of telemedicine strategic planning from the managers and experts perspective in the health department, isfahan university of medical sciences.

    Science.gov (United States)

    Keshvari, Hamid; Haddadpoor, Asefeh; Taheri, Behjat; Nasri, Mehran; Aghdak, Pezhman

    2014-10-01

    Awareness of Outlook, objectives, benefits and impact of telemedicine technology that can promote services quality, reduce costs, increase access to Specialized and subspecialty services, and immediately guide the health system subconsciously to the introduction greater use of technology. Therefore, the aim of this study was to determine the strengths, weaknesses, opportunities and threats in the telemedicine strategic planning from the managers and experts perspective in the health department, Isfahan University of Medical Sciences, in order to take a step towards facilitating strategic planning and approaching the equity aim in health in the province. This is a descriptive-analytical study, that data collection was done cross-sectional. The study population was composed of all managers and certified experts at the health department in Isfahan university of Medical Sciences. The sample size was 60 patients according to inclusion criteria. Information was collected by interview method. Researcher attempted to use the structured and specific questionnaire Then were investigated the viewpoints of experts and managers about determinative factors (strengths, weaknesses, opportunities and threats) in the strategic planning telemedicine. Data were analyzed using descriptive statistics (frequency, mean) and software SPSS 19. Data analysis showed that change management (100%) and continuity of supply of credit (79/3%) were weakness point within the organization and strengths of the program were, identity and health telemedicine programs (100%), goals and aspirations of the current directors of the organization and its compliance with the goals of telemedicine (100%), human resources interested using computers in daily activities in peripheral levels (93/1%). Also organization in the field of IT professionals, had opportunities, and repayment specialist's rights by insurance organizations is a threat for it. According to the strengths, weaknesses, opportunities and threats

  18. 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

  19. The Physical Therapy and Society Summit (PASS) Meeting: observations and opportunities.

    Science.gov (United States)

    Kigin, Colleen M; Rodgers, Mary M; Wolf, Steven L

    2010-11-01

    The construct of delivering high-quality and cost-effective health care is in flux, and the profession must strategically plan how to meet the needs of society. In 2006, the House of Delegates of the American Physical Therapy Association passed a motion to convene a summit on "how physical therapists can meet current, evolving, and future societal health care needs." The Physical Therapy and Society Summit (PASS) meeting on February 27-28, 2009, in Leesburg, Virginia, sent a clear message that for physical therapists to be effective and thrive in the health care environment of the future, a paradigm shift is required. During the PASS meeting, participants reframed our traditional focus on the physical therapist and the patient/client (consumer) to one in which physical therapists are an integral part of a collaborative, multidisciplinary health care team with the health care consumer as its focus. The PASS Steering Committee recognized that some of the opportunities that surfaced during the PASS meeting may be disruptive or may not be within the profession's present strategic or tactical plans. Thus, adopting a framework that helps to establish the need for change that is provocative and potentially disruptive to our present care delivery, yet prioritizes opportunities, is a critical and essential step. Each of us in the physical therapy profession must take on post-PASS roles and responsibilities to accomplish the systemic change that is so intimately intertwined with our destiny. This article offers a perspective of the dynamic dialogue and suggestions that emerged from the PASS event, providing further opportunities for discussion and action within our profession.

  20. Strategic analysis for health care organizations: the suitability of the SWOT-analysis.

    Science.gov (United States)

    van Wijngaarden, Jeroen D H; Scholten, Gerard R M; van Wijk, Kees P

    2012-01-01

    Because of the introduction of (regulated) market competition and self-regulation, strategy is becoming an important management field for health care organizations in many European countries. That is why health managers are introducing more and more strategic principles and tools. Especially the SWOT (strengths, weaknesses, opportunities, threats)-analysis seems to be popular. However, hardly any empirical research has been done on the use and suitability of this instrument for the health care sector. In this paper four case studies are presented on the use of the SWOT-analysis in different parts of the health care sector in the Netherlands. By comparing these results with the premises of the SWOT and academic critique, it will be argued that the SWOT in its current form is not suitable as a tool for strategic analysis in health care in many European countries. Based on these findings an alternative SWOT-model is presented, in which expectations and learning of stakeholder are incorporated. Copyright © 2010 John Wiley & Sons, Ltd.

  1. Professional and Educational Initiatives, Supports, and Opportunities for Advanced Training in Public Health

    OpenAIRE

    Truong, Hoai-An; Patterson, Brooke Y.

    2010-01-01

    The United States is facing a public health workforce shortage and pharmacists have the opportunity and obligation to address this challenge in health care. There have been initiatives and supports from within and beyond the profession for the pharmacist's role in public health. This article identifies existing professional and educational initiatives for the pharmacist's expanded role in public health, as well as postgraduate and other advanced educational opportunities in public health. Rec...

  2. Crowdnursing - Strategizing Shitstorms

    DEFF Research Database (Denmark)

    Christensen, Lars Holmgaard

    2018-01-01

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

  3. Expanded activity of schools in Serbia: Legal framework and practical experiences

    Directory of Open Access Journals (Sweden)

    Ognjenović Kosovka Đ.

    2012-09-01

    Full Text Available Expanded activities of schools and activities of student cooperatives are important components of the educational process in schools, which are contributing to the improvement of the quality of education and better social inclusion of students. The main objective of this article is to focus on opportunities enabled by the legal framework that supports the realization of expanded activities and activities of student cooperatives in Serbian schools and to compare relevant experiences in Serbia with the practice in neighbouring countries and the old EU Member States. In particular, in this article it is examined to what extent the adoption of entrepreneurial competences through different entrepreneurship development programs contributes to the probability of implementation of additional activities in Serbian schools. For this purpose, the data of the Survey on practising, types and usefulness of expanded activities and activities of student cooperatives are used. This survey was conducted in 2010 at the samples of public primary and secondary schools that executed some sort of additional activities, as well as of schools that did not practice extended activities.

  4. Strategic Planning and Financial Management

    Science.gov (United States)

    Conneely, James F.

    2010-01-01

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

  5. Strategic Partnerships in Higher Education

    Science.gov (United States)

    Ortega, Janet L.

    2013-01-01

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

  6. The Possibilities of Strategic Finance

    Science.gov (United States)

    Chaffee, Ellen

    2010-01-01

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

  7. Strategic and non-strategic problem gamblers differ on decision-making under risk and ambiguity.

    Science.gov (United States)

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

    2014-07-01

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

  8. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

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

  9. Strategic facility planning improves capital decision making.

    Science.gov (United States)

    Reeve, J R

    2001-03-01

    A large, Midwestern IDS undertook a strategic facility-planning process to evaluate its facility portfolio and determine how best to allocate future investments in facility development. The IDS assembled a facility-planning team, which initiated the planning process with a market analysis to determine future market demands and identify service areas that warranted facility expansion. The team then analyzed each of the IDS's facilities from the perspective of uniform capacity measurements, highest and best use compared with needs, building condition and investment-worthiness, and facility growth and site development opportunities. Based on results of the analysis, the strategy adopted entailed, in part, shifting some space from inpatient care to ambulatory care services and demolishing and replacing the 11 percent of facilities deemed to be in the worst condition.

  10. International Mentoring Programs: Leadership Opportunities to Enhance Worldwide Pharmacy Practice.

    Science.gov (United States)

    Ubaka, Chukwuemeka; Brechtelsbauer, Erich; Goff, Debra A

    2017-07-01

    Health-system and community pharmacy practice in the United States is experiencing transformational change; however, this transformation is lagging in the international arena. As a result, efforts are being made to provide support and education to the international pharmacy leaders and practitioners. This article describes one effort, the Mandela Washington Fellows Program, and suggests areas where pharmacy leaders can be involved to help advance the practice of pharmacy on an international level. The Mandela Washington Fellows Program for young Africa leaders consists of a US-Africa pharmacy-mentoring program identified ranging from educational opportunities to collaboration for implementation of patient care programs. The specifics of the mentoring program include daily meetings, clinic and ward rounds, round table discussions with mentors, and visits to various hospital care systems. Lessons were learned and strategies for sustaining the program are discussed. These types of programs represent leadership opportunities that may not be apparent to most pharmacy directors, but expanding their view to helping international pharmacists expand their practice only strengthens the professional goal of providing patient-centered pharmacy services.

  11. Creating Opportunities for Organizational Leadership (COOL): Creating a culture and curriculum that fosters psychiatric leadership development and quality improvement.

    Science.gov (United States)

    Dickey, Chandlee; Dismukes, Rodney; Topor, David

    2014-06-01

    The authors describe the Harvard South Shore Psychiatry Residency Training Program curriculum "Creating Opportunities for Organizational Leadership," an innovative, multitiered, resident-driven, outcome-focused set of experiences designed to develop residents' leadership skills in personal leadership, organizational leadership, negotiation, strategic thinking, and systems redesign.

  12. Iterative Expert-Functional Approach to the SWOT-Analysis in the Context of Strategic Marketing at the Japanese Cuisine Market

    Directory of Open Access Journals (Sweden)

    Igor Dmitrievich Kim

    2015-12-01

    Full Text Available SWOT-analysis is one of the most common in the world of strategic planning methods used in the intra-firm, corporate, branch and territorial levels. The popularity of this approach is due to the relatively simple intuitive mechanics of its implementation, as well as the minimum cost of financial resources and time. The designed iterative expert-functional approach to the SWOT-analysis and to the development of strategic initiatives suggest analyzing the company at an early stage in the context of its key areas of work, determining the components of internal and external environment from the perspective of core business functions, taking into account the degree of development of the organization, the complexity of its business processes and corporate culture. It is extremely important criteria of the SWOT-analysis, and the development of proposals should be: comprehensive, the most objective approach to the study of the internal and external components of interest management in the analysis and implementation of strategic initiatives, understanding the specifics of the business project manager and its business processes, opportunities and threats surrounding environment, institutional approach to the study of the factors that may affect the economic and financial results of the company and marketing. In practice, the literature is often possible to meet criticism of the SWOT-analysis because of its subjectivity and descriptive results. The proposed procedure does not rule out the nature of these disadvantages, but maximizes the comprehensive assessment of the company’s operations, taking into account the interaction of its structural units and efficiently organize business processes, evaluate the degree of rationality and flexibility in addressing the opportunities and threats of the external environment. The outcome of the expert-functional approach should be the strategic initiatives that take into account the interests and competence of the

  13. The development and deployment of electronic personal health records records: a strategic positioning perspective.

    Science.gov (United States)

    Lewis, Mark; Baxter, Ryan; Pouder, Richard

    2013-01-01

    The purpose of this study is to examine the impact of strategic position on the ability of an entrepreneurial firm to successfully develop and deploy electronic personal health records technology within the US healthcare industry. This study uses an in-depth longitudinal case study methodology. The study contributes by juxtaposing a longitudinal view of how the focal firm proposed and acted on different strategic positions in an attempt to achieve development and deployment success. In doing so, the study also elaborates on Porter's recognition that firms need to make trade-offs when choosing a strategic position, as the purposeful limitation of service offerings can protect against the degradation of existing value creating activities. The authors' study highlights the enormous challenge of facilitating the adoption and diffusion of technology enabled interventions in the US healthcare ecosystem. Future research that combines both interdisciplinary and multi-level investigation and analysis is sorely needed to develop a more sophisticated understanding of the phenomenon and to encourage the development and deployment of useful technology enabled interventions within the US healthcare industry. While the fragmented nature of the healthcare industry provides opportunities for entrepreneurial firms, such complexity within the ecosystem should not be underestimated as a reason for concern for small firms. Total economic burden due to chronic diseases and other healthcare-related expenses is massive for the USA. Consequently, prevention and early detection of future disease states has become a core component of the current healthcare reform debate. EPHRs are considered one core component of a broader healthcare strategy to improve health outcomes and lower costs. By deepening our understanding of how best to develop and deploy such interventions, society will surely benefit. The longitudinal nature of the authors' study provides a unique opportunity to understand the

  14. Investing in Our Children: A Plan to Expand Access to Preschool and Child Care

    Science.gov (United States)

    Brown, Cynthia G.; Cooper, Donna; Herman, Juliana; Lazarín, Melissa; Linden, Michael; Post, Sasha; Tanden, Neera

    2013-01-01

    This issue brief presents a plan to expand educational opportunities and care for children ages 0-5 years old by investing significant federal dollars to: (1) Make high-quality preschool universally accessible to all 3- and 4-year-old children; and (2) Enable more lower-income families to afford child care for children ages 0-3 years old. These…

  15. 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)

  16. 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)

  17. Using Model to Plan of Strategic Objectives

    OpenAIRE

    Terezie Bartusková; Jitka Baňařová; Zuzana Kusněřová

    2012-01-01

    Importance of strategic planning is unquestionable. However, the practical implementation of a strategic plan faces too many obstacles. The aim of the article is explained the importance of strategic planning and to find how companies in Moravian-Silesian Region deal with strategic planning, and to introduce the model, which helps to set strategic goals in financial indicators area. This model should be part of the whole process of strategic planning and can be use to predict the future value...

  18. Strategic Public Management - Selected Experiences with BSC Implementation

    Directory of Open Access Journals (Sweden)

    Milan PŮČEK

    2014-02-01

    Full Text Available Elements associated with modern approaches towards public management have been gaining ground in various forms in the Czech public administration, especially in the last decade. They reflect the priorities of the public administration reform and the enhanced opportunities for co-financing the implementation of new management tools from European funds. This article summarizes the experience of strategic management, based on the analysis of secondary sources and on the experience of one of the authors who has worked as manager in several public administration/public sector institutions. In the practical part, the article focuses on the potential and limits of implementation of the Balanced Scorecard using the practical experience together with the implementation of this instrument at the level of city and ministry.

  19. Strategic versus financial investors: The role of strategic objectives in financial contracting

    NARCIS (Netherlands)

    Arping, S.; Falconieri, S.

    2009-01-01

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

  20. 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.

  1. Strategic Planning in Population Health and Public Health Practice: A Call to Action for Higher Education.

    Science.gov (United States)

    Phelps, Charles; Madhavan, Guruprasad; Rappuoli, Rino; Levin, Scott; Shortliffe, Edward; Colwell, Rita

    2016-03-01

    health must be expanded in order to fill a void in the profession's planning capabilities. Public health training should actively incorporate model building, promote the interactive use of software tools, and explore planning approaches that transcend restrictive assumptions of cost-effectiveness analysis. The Strategic Multi-Attribute Ranking Tool for Vaccines (SMART Vaccines), which was recently developed by the Institute of Medicine and the National Academy of Engineering to help prioritize new vaccine development, is a working example of systems analysis as a basis for decision support. © 2016 Milbank Memorial Fund.

  2. Some Strategic Thoughts on New Type China-U.S. Ties

    Institute of Scientific and Technical Information of China (English)

    Yuan Peng

    2012-01-01

    At the January 2011 Hu-Obama Washington summit, an important -agreement was reached on building a cooperative partnership based onmutual respect and mutual benefit. During Chinese Vice President Xi Jinping' s February 2012 America visit, the proposed new type partnership was further defined as one unparalleled in history, yet acting as an inspiration for the other big powers.' Expanding on such a partnership, in his address at the opening session of the May 3, 2012 Fourth Round of the China-U.S. Strategic and Economic Dialogues (S&ED) held in Beijing,2 President Hu Jintao went a step further by suggesting five points: creative thinking, mutual trust, a spirit of equality, mutual understanding, and active work and friendship-nurturing. In his speech written for the same occasion,

  3. Being Strategic in HE Management

    Science.gov (United States)

    West, Andrew

    2008-01-01

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

  4. Market Analysis, Opportunity Recognition and Strategy Diagnosis in Toy Industry

    DEFF Research Database (Denmark)

    Khajeheian, Datis

    2018-01-01

    According to many market researches and industrial reports Iran is one of the biggest toy markets in the Middle East and North Africa region. The Iranian toy market has been identified as a niche market with lots of unexploited opportunities. Nonetheless, the Iranian toy industry has shown...... for this misdirection were that the Iranian toy industry lacked a traditional structure, a strategic perspective and also absence of international cooperation. This research suggests that the Iranian toy industries need to move its focus from manufacturing, where the country has no competitive advantage, toward toy...

  5. Building Theory at the Intersection of Ecological Sustainability and Strategic Management

    DEFF Research Database (Denmark)

    Borland, Helen; Ambrosini, Véronique; Lindgreen, Adam

    2016-01-01

    This article builds theory at the intersection of ecological sustainability and strategic management literature—specifically, in relation to dynamic capabilities literature. By combining industrial organization economics–based, resource-based, and dynamic capability–based views, it is possible...... to develop a better understanding of the strategies that businesses may follow, depending on their managers’ assumptions about ecological sustainability. To develop innovative strategies for ecological sustainability, the dynamic capabilities framework needs to be extended. In particular, the sensing...... sustainability. Finally, this approach offers opportunities for managers and academics to identify, categorize, and exploit business strategies for ecological sustainability....

  6. TU-C-HORIZONS-01: The Expanding Horizons Travel Grant Program: ePosters and Discussion

    International Nuclear Information System (INIS)

    Siewerdsen, J; Jeraj, R

    2016-01-01

    The Expanding Horizons travel grant program provides opportunity for students and trainees to broaden the scope of scientific meetings they attend and gain insight from research outside traditional domains of medical physics. Through participation in such conferences, early-career researchers are introduced to new topics with relevance to medical physics research as a means to expand the scientific horizons of our discipline. This year, 21 Expanding Horizons travel grants were awarded, granting travel to 17 conferences, including: Radiomics, the World Molecular Imaging Society (WMIS), the 3D Printing Conference and Expo, the GPU Technology Conference, the SIAM Imaging Science Conference, the Human Brain Mapping Conference, the OSA Conference on Clinical and Translational Biophotonics, the Society for Neuroscience, the AACR Conference on Tumor Microenvironment, and the Conference on Knowledge Discovery and Data Mining. The Expanding Horizons electronic poster session gives a venue for AAPM conference attendees to meet and discuss with awardees, learn the hot topics and emerging research areas presented at these conferences, and understand the relevance to future medical physics research.

  7. TU-C-HORIZONS-01: The Expanding Horizons Travel Grant Program: ePosters and Discussion

    Energy Technology Data Exchange (ETDEWEB)

    Siewerdsen, J [Johns Hopkins University, Baltimore, MD (United States); Jeraj, R [University of Wisconsin, Madison, WI (United States)

    2016-06-15

    The Expanding Horizons travel grant program provides opportunity for students and trainees to broaden the scope of scientific meetings they attend and gain insight from research outside traditional domains of medical physics. Through participation in such conferences, early-career researchers are introduced to new topics with relevance to medical physics research as a means to expand the scientific horizons of our discipline. This year, 21 Expanding Horizons travel grants were awarded, granting travel to 17 conferences, including: Radiomics, the World Molecular Imaging Society (WMIS), the 3D Printing Conference and Expo, the GPU Technology Conference, the SIAM Imaging Science Conference, the Human Brain Mapping Conference, the OSA Conference on Clinical and Translational Biophotonics, the Society for Neuroscience, the AACR Conference on Tumor Microenvironment, and the Conference on Knowledge Discovery and Data Mining. The Expanding Horizons electronic poster session gives a venue for AAPM conference attendees to meet and discuss with awardees, learn the hot topics and emerging research areas presented at these conferences, and understand the relevance to future medical physics research.

  8. Education Reform and Equal Opportunity in Japan

    Directory of Open Access Journals (Sweden)

    Akito Okada

    2012-10-01

    Full Text Available Recently, there have been concerns that equality of educational opportunity has been lost and that this is leading to the stratification of Japanese society through the widening of income differentials, in a 'gap society'. In such a disparity society, secure full- time jobs are increasingly becoming limited to those who graduate from prestigious universities, and entry into those institutions is becoming connected more clearly with family income and investments. Parental attitudes towards their children taking extra lessons after school, going to cram schools, getting into university, and getting into a relatively highly-ranked university have influenced educational costs. This article examines the historical formation of the concept of equality of opportunity, which has been applied to the educational policy in Japan, particularly from the end of World War II to the new millennium. This paper also expands on the existing literature on educational policies in contemporary Japan by examining how the current educational reform efforts have affected equality of educational opportunity among children from different family backgrounds.

  9. Considering strategic litigation as an advocacy tool: a case study of the defence of reproductive rights in Colombia.

    Science.gov (United States)

    Roa, Mónica; Klugman, Barbara

    2014-11-01

    Women's Link Worldwide developed a test to determine when an environment is conducive to social change through strategic litigation. We first present our understanding of strategic litigation, and then discuss four conditions for successful and sustainable change using strategic litigation: (1) an existing rights framework; (2) an independent and knowledgeable judiciary; (3) civil society organizations with the capacity to frame social problems as rights violations and to litigate; and (4) a network able to support and leverage the opportunities presented by litigation. Next, we present examples from our work in Colombia that show how analysis of these conditions informed our litigation strategy when confronting a powerful public official who opposes reproductive rights. Two litigation strategies were adopted. The first case was not successful in the courts, but allowed us to introduce our message and build support amongst civil society. The second case built on this momentum and resulted in a victory. Strategic litigation is a powerful tool to advance rights as well as hold governments accountable and ensure compliance with human rights obligations. The strategies developed can be adapted for use in other contexts. We hope they inspire others to protect and promote reproductive rights through strategic litigation when women cannot fully enjoy their rights. Copyright © 2014 Reproductive Health Matters. Published by Elsevier Ltd. All rights reserved.

  10. Strategic management process in hospitals.

    Science.gov (United States)

    Zovko, V

    2001-01-01

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

  11. 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.

  12. The Applied Aspects of Transposition and Integration of Development Resources in the System of Strategic Management of the Pharmaceutical Industry Enterprises

    Directory of Open Access Journals (Sweden)

    Mykhailiuk Myroslava О.

    2018-02-01

    Full Text Available The article is aimed at researching the transposition and integration of development resources in the system of strategic management of pharmaceutical enterprises. It has been determined that in the current of market functioning, resources are transformed into development resources. The proposed scheme of transposition and integration of development resources in the system of strategic management of enterprises provides a combination of resource opportunities of company with market conditions and reflects synergistic interaction between two classical theories of strategic management: the M. Porter’s sectoral competition theory and the resource theory. The basic priorities of development of the pharmaceutical industry in the contemporary market environment are defined and trends of activity of pharmaceutical companies are indicated. Enterprises are distributed according to the criterion of introduction of development resources strategy, measures on increase of efficiency of their activity are suggested.

  13. The Strategic Principles of Formation and Development of the Biofuel Industry in Ukraine

    Directory of Open Access Journals (Sweden)

    Klymchuk Oleksandr V.

    2017-04-01

    Full Text Available The article is aimed at highlighting the strategic principles of formation and development of the biofuel production in Ukraine at a competitive level. The carried out comprehensive analysis of scientific publications indicates the relevance of the pace of development in the biofuel industry as in the world, so in Ukraine. However, the low level of consumption and production of biofuels in our country requires further research of strategic nature. It has been found that formation of the competitive production of biofuels in Ukraine would ensure the positive developments in the economic, energy, agro-industrial, and environmental directions. On the basis of the carried out SWOT-analysis, the author has evaluated internal forces and the system of internal shortages, as well as the resource potential of the agro-industrial complex towards the implementation of existing external opportunities and confronting various threats, emerging in the market conditions during the process of development and rise of the biofuel industry.

  14. 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...

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

    OpenAIRE

    Mohd Yunos, Mohd Bulkiah

    2007-01-01

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

  16. Expanding Opportunity through Critical Restorative Justice Portraits of Resilience at the Individual and School Level

    Science.gov (United States)

    Knight, David; Wadhwa, Anita

    2014-01-01

    In this article, we tackle the disadvantaging conditions of zero tolerance policies in school settings and advocate using an alternative approach--critical restorative justice through peacemaking circles--to nurture resilience and open opportunity at the school level. In the process, this article builds on theory and qualitative research and…

  17. The paradox of strategic environmental assessment

    Energy Technology Data Exchange (ETDEWEB)

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

    2014-07-01

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

  18. The paradox of strategic environmental assessment

    International Nuclear Information System (INIS)

    Bidstrup, Morten; Hansen, Anne Merrild

    2014-01-01

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

  19. Strategic aspects of innovation management

    Directory of Open Access Journals (Sweden)

    Baruk Jerzy

    2017-12-01

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

  20. Measuring the Alignment between States' Finance and Accountability Policies: The Opportunity Gap

    Science.gov (United States)

    Della Sala, Matthew R.; Knoeppel, Robert C.

    2015-01-01

    The research described in this paper expands on attempts to conceptualize, measure, and evaluate the degree to which states have aligned their finance systems with their respective accountability policies. State education finance and accountability policies serve as levers to provide equal educational opportunities for all students--scholars have…

  1. Historical Analysis of the Challenges and Opportunities of Higher Education in Ethiopia

    Science.gov (United States)

    Bishaw, Alemayehu; Melesse, Solomon

    2017-01-01

    There is a massive higher education expansion in Ethiopia. However, the efforts to expand higher education are characterized by great opportunities and significant challenges. The current higher education policy formulation and practice are the result of long history of traditional education in Ethiopia, the western countries' influence and the…

  2. Strategic and integrated planning for healthy, connected cities: Chattanooga case study.

    Science.gov (United States)

    Elwell Bostrom, Holly; Shulaker, Bianca; Rippon, Jasmin; Wood, Rick

    2017-02-01

    The United States is facing unprecedented health challenges - such as obesity and cardiovascular disease - many of which are related to a lack of or insufficient physical activity. Maintaining or creating parks and other public recreation facilities that promote physical activity is particularly important for combating these. This brief describes a strategic planning initiative, known as "Healthy, Connected Chattanooga." The City of Chattanooga, Tennessee, partnered with The Trust for Public Land, a national nonprofit organization, to analyze the city for physical activity opportunities and identify areas where interventions were of highest need. Interventions include the creation of new parks and the activation of existing ones through the installation of fitness facilities known as Fitness Zones®. Maps and an on-line decision-support tool (web portal) were developed between 2013 and 2015, and are being used by the city to make strategic investment decisions. The decision-support analysis described in this brief has engaged a wide variety of stakeholders, opened the door to a broader base of funding sources for health-related interventions, and provided evidence for discussions about equity, access to resources, and prioritization of future projects. This brief presents a framework for integrating scientific models with community and social metrics, enabling more complete and accurate understanding of cities and the identification of more equitable, strategic, and investable solutions to current and pressing challenges. Copyright © 2016 Elsevier Inc. All rights reserved.

  3. An Extension of Neutrosophic AHP–SWOT Analysis for Strategic Planning and Decision-Making

    Directory of Open Access Journals (Sweden)

    Mohamed Abdel-Basset

    2018-04-01

    Full Text Available Every organization seeks to set strategies for its development and growth and to do this, it must take into account the factors that affect its success or failure. The most widely used technique in strategic planning is SWOT analysis. SWOT examines strengths (S, weaknesses (W, opportunities (O and threats (T, to select and implement the best strategy to achieve organizational goals. The chosen strategy should harness the advantages of strengths and opportunities, handle weaknesses, and avoid or mitigate threats. SWOT analysis does not quantify factors (i.e., strengths, weaknesses, opportunities and threats and it fails to rank available alternatives. To overcome this drawback, we integrated it with the analytic hierarchy process (AHP. The AHP is able to determine both quantitative and the qualitative elements by weighting and ranking them via comparison matrices. Due to the vague and inconsistent information that exists in the real world, we applied the proposed model in a neutrosophic environment. A real case study of Starbucks Company was presented to validate our model.

  4. CINT 2020 Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    Shinn, Neal D. [Sandia National Lab. (SNL-NM), Albuquerque, NM (United States)

    2014-12-01

    CINT’s role is to enable world-leading science towards realizing these benefits and our strategic objectives describe what is needed to deliver on this promise. As a vibrant partnership between Los Alamos National Laboratory (LANL) and Sandia National Laboratories (SNL), CINT leverages the unmatched scientific and engineering expertise of our host DOE Laboratories in an Office of Science open-access user facility to benefit hundreds of researchers annually. We have world-leading scientific expertise in four thrust areas, as described in section 1, and specialized capabilities to create, characterize and understand nanomaterials in increasingly complex integrated environments. Building upon these current strengths, we identify some of the capabilities and expertise that the nanoscience community will need in the future and that CINT is well positioned to develop and offer as a user facility. These include an expanding portfolio of our signature Discovery Platforms that can be used alone or as sophisticated “experiments within an experiment”; novel synthetic approaches for exquisitely heterostructured nanowires, nanoparticles and quasi-two-dimensional materials; ultra-high resolution spectroscopic techniques of nanomaterial dynamics; in situ microscopies that provide realtime, spatially-resolved structure/property information for increasingly complex materials systems; advanced simulation techniques for integrated nanomaterials; and multi-scale theory for interfaces and dynamics.

  5. Crisis - Strategic Management in Public Relation

    OpenAIRE

    Saari Ahmad

    2012-01-01

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

  6. Strategic Management in Times of Crisis

    OpenAIRE

    Groh, Maximilian

    2014-01-01

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

  7. STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

    OpenAIRE

    Pylypiv, Nadiia; Pіatnychuk, Iryna

    2017-01-01

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

  8. Military Training and Education: an Opportunity for V4 Co-Operation

    Directory of Open Access Journals (Sweden)

    Milan ŠUPLATA

    2015-03-01

    Full Text Available The Visegrad Group needs success stories if its defence co-operation is to develop. The recent differences between Poland and the rest of the region, as well as the closing window of opportunity to improve interoperability through the ISAF mission, make the hunger for concrete examples of co-operation even more urgent. Education and training projects are not only comparatively easily to implement in terms of time and money, but also represent a way of bringing the region’s civilian and military leaders closer together in terms of strategic thinking. Regional defence collaboration is also one of the ways to materialize NATO’s Smart Defence agenda. For the whole region, the way to keep Visegrad defence cooperation alive is not straightforward and certain, but it is likely to prove rewarding in the long term. It presents not only a chance to keep the whole region better prepared militarily, but also to build a more cohesive strategic awareness, thanks to intensive communication at all levels.

  9. Strategic planning for clinical services: St. Joseph Hospital and Health Care Center.

    Science.gov (United States)

    Linggi, A; Pelham, L D

    1986-09-01

    A pharmacy department at a 340-bed community hospital based its strategic plan for developing patient-oriented services on a sound drug distribution system, a credible work-measurement program, and fiscal responsibility. In 1982 the department of pharmacy and i.v. therapy implemented a strategic plan for improving pharmaceutical services. The plan involved developing goals and objectives for the department; marketing the department's services and fiscal management to hospital administrators, medical staff, and nursing staff; building teamwork among the pharmacy staff; and improving the drug distribution system before instituting clinical services. Hiring of additional pharmacy staff was justified on the basis of work-measurement data. By adjusting staffing levels every two weeks based on work-measurement data, the department increased the efficiency of drug distribution activities; the pharmacy also implemented cost-saving programs like selection of therapeutic alternates and formulary restrictions. The savings were then reinvested in labor-intensive patient-oriented pharmaceutical services. A staff development program using staff pharmacists as preceptors expanded the breadth and depth of pharmacists' clinical skills. The planning efforts were successful because the needs of hospital administrators, the pharmacy department, and staff members were addressed.

  10. The strategic approach to contraceptive introduction.

    Science.gov (United States)

    Simmons, R; Hall, P; Díaz, J; Díaz, M; Fajans, P; Satia, J

    1997-06-01

    The introduction of new contraceptive technologies has great potential for expanding contraceptive choice, but in practice, benefits have not always materialized as new methods have been added to public-sector programs. In response to lessons from the past, the UNDP/UNFPA/WHO/World Bank Special Programme of Research, Development, and Research Training in Human Reproduction (HRP) has taken major steps to develop a new approach and to support governments interested in its implementation. After reviewing previous experience with contraceptive introduction, the article outlines the strategic approach and discusses lessons from eight countries. This new approach shifts attention from promotion of a particular technology to an emphasis on the method mix, the capacity to provide services with quality of care, reproductive choice, and users' perspectives and needs. It also suggests that technology choice should be undertaken through a participatory process that begins with an assessment of the need for contraceptive introduction and is followed by research and policy and program development. Initial results from Bolivia, Brazil, Burkina Faso, Chile, Myanmar, South Africa, Vietnam, and Zambia confirm the value of the new approach.

  11. 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.

  12. Strategic Self-Ignorance

    DEFF Research Database (Denmark)

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

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

  13. Strategic self-ignorance

    DEFF Research Database (Denmark)

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

    2016-01-01

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

  14. The Expanded Public Works Programme: Perspectives of direct beneficiaries

    Directory of Open Access Journals (Sweden)

    Mondli S. Hlatshwayo

    2017-09-01

    Full Text Available Scholarship on the Expanded Public Works Programme (EPWP in South Africa tends to focus on quantitative evaluation to measure the progress made in the implementation of EPWP projects. The number of employment opportunities created by EPWP, demographic profiling, skills acquired by beneficiaries and training opportunities related to the Programme form the basis of typical statistical evaluations of it, but exclude comment by the workers who participate in its projects. Based on primary sources, including in-depth interviews, newspaper reports and internet sources, this article seeks to provide a qualitative review of the EPWP from the perspective of the beneficiaries of municipal EPWP projects. Various South African government sectors hire EPWP workers to provide local services such as cleaning and maintaining infrastructure, but the employment of these workers can still be regarded as precarious, in the sense that they have no job security, earn low wages and have no benefits such as medical aid or pension fund. The interviewees indicated that, although they appreciate the temporary employment opportunities provided by the EPWP, they also experience health and safety risks and lack the advantages of organised labour groupings. Their main disadvantage, however, is that they cannot access permanent employment, which offers better wages and concomitant benefits.

  15. 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...

  16. Stimuli-responsive transformation in carbon nanotube/expanding microsphere–polymer composites

    International Nuclear Information System (INIS)

    Loomis, James; Xu Peng; Panchapakesan, Balaji

    2013-01-01

    Our work introduces a class of stimuli-responsive expanding polymer composites with the ability to unidirectionally transform their physical dimensions, elastic modulus, density, and electrical resistance. Carbon nanotubes and core–shell acrylic microspheres were dispersed in polydimethylsiloxane, resulting in composites that exhibit a binary set of material properties. Upon thermal or infrared stimuli, the liquid cores encapsulated within the microspheres vaporize, expanding the surrounding shells and stretching the matrix. The microsphere expansion results in visible dimensional changes, regions of reduced polymeric chain mobility, nanotube tensioning, and overall elastic to plastic-like transformation of the composite. Here, we show composite transformations including macroscopic volume expansion (>500%), density reduction (>80%), and elastic modulus increase (>675%). Additionally, conductive nanotubes allow for remote expansion monitoring and exhibit distinct loading-dependent electrical responses. With the ability to pattern regions of tailorable expansion, strength, and electrical resistance into a single polymer skin, these composites present opportunities as structural and electrical building blocks in smart systems. (paper)

  17. Is strategic stockpiling essential?

    International Nuclear Information System (INIS)

    Anon.

    2007-01-01

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

  18. Sensation seeking in a community sample of French gamblers: Comparison between strategic and non-strategic gamblers.

    Science.gov (United States)

    Bonnaire, Céline; Bungener, Catherine; Varescon, Isabelle

    2017-04-01

    The purpose of this research is to examine the relationship between sensation seeking and gambling disorder (GD) in a community sample of gamblers (when controlling for the effect of substance use, gender and age) and see whether sensation seeking scores depend on the gambling activity when comparing strategic and non-strategic gamblers. A total of 380 gamblers was recruited. First, pathological gamblers (PGs) (n =143) were compared to non-pathological gamblers (NPGs) (n =237). Second, strategic gamblers (n =93) were compared to non-strategic gamblers (n =110). Sociodemographic data, gambling behavior (SOGS, DSM-IV), tobacco and alcohol use (CAGE), and sensation seeking (SSS) were evaluated. PGs have higher boredom susceptibility scores than NPGs and this factor is associated with GD. Nevertheless, the relationship between sensation seeking and GD depends on the gambling activity. In fact, sensation seeking is associated with GD in strategic gamblers only. PGs playing strategic games display different profiles from non-strategic PGs. Thus, factors associated with GD differ when the gambling activity is taken into account. These findings are consistent with the idea of it being essential to identify clinically distinct subgroups of PGs in the treatment of GD. Copyright © 2017 Elsevier Ireland Ltd. All rights reserved.

  19. Biomass co-firing opportunities and experiences

    Energy Technology Data Exchange (ETDEWEB)

    Lyng, R. [Ontario Power Generation Inc., Niagara Falls, ON (Canada). Nanticoke Generating Station

    2006-07-01

    Biomass co-firing and opportunities in the electricity sector were described in this presentation. Biomass co-firing in a conventional coal plant was first illustrated. Opportunities that were presented included the Dutch experience and Ontario Power Generation's (OPG) plant and production mix. The biomass co-firing program at OPG's Nantucket generating station was presented in three phases. The fuel characteristics of co-firing were identified. Several images and charts of the program were provided. Results and current status of tests were presented along with conclusions of the biomass co-firing program. It was concluded that biomass firing is feasible and following the Dutch example. Biomass firing could considerably expand renewable electricity generation in Ontario. In addition, sufficient biomass exists in Ontario and the United States to support large scale biomass co-firing. Several considerations were offered such as electricity market price for biomass co-firing and intensity targets and credit for early adoption and banking. tabs., figs.

  20. The analysis of strategic planning in transport

    OpenAIRE

    Išoraitė, Margarita

    2006-01-01

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

  1. Investing in Boys and Young Men of Color: The Promise and the Opportunity. Issue Brief: Focus on Education

    Science.gov (United States)

    Bird, Kisha; Bryant, Rhonda

    2014-01-01

    This policy brief was prepared for the "Investing in Boys and Young Men of Color: The Promise and Opportunity" briefing held in June 2014 that was co-sponsored by National Council of La Raza, PolicyLink, the Executive Alliance to Expand Opportunities for Boys and Young Men of Color, and the Institute for Black Male Achievement. The…

  2. Finding value in waste: Identifying opportunities for growth in a secondary resources economy

    CSIR Research Space (South Africa)

    Godfrey, Linda K

    2015-10-01

    Full Text Available manufacturing economy (strengthening the local economy) o Create new jobs in an emerging secondary resources economy o Create job opportunities for low skilled, unemployed citizens o Through low barriers to entry, establish new enterprises, including co... in waste • Waste provides not only economic but also social opportunities • The 2015 Q1 unemployment rate for South Africa was 26.4% (12 year high) (StatsSA, 2015) • With an expanded unemployment rate (1) of 36.1% • ~60% of the unemployed have less...

  3. Strategic arms limitation

    Science.gov (United States)

    Allen Greb, G.; Johnson, Gerald W.

    1983-10-01

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

  4. Strategic decision quality in Flemish municipalities

    NARCIS (Netherlands)

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

    2016-01-01

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

  5. 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

  6. What Expands in an Expanding Universe?

    Science.gov (United States)

    Pacheco, José A De Freitas

    2015-01-01

    In the present investigation, the possible effects of the expansion of the Universe on systems bonded either by gravitational or electromagnetic forces, are reconsidered. It will be shown that the acceleration (positive or negative) of the expanding background, is the determinant factor affecting planetary orbits and atomic sizes. In the presently accepted cosmology (ΛCDM) all bonded systems are expanding at a decreasing rate that tends to be zero as the universe enters in a de Sitter phase. It is worth mentioning that the estimated expansion rates are rather small and they can be neglected for all practical purposes.

  7. What Expands in an Expanding Universe?

    Directory of Open Access Journals (Sweden)

    JOSÉ A. DE FREITAS PACHECO

    2015-12-01

    Full Text Available ABSTRACT In the present investigation, the possible effects of the expansion of the Universe on systems bonded either by gravitational or electromagnetic forces, are reconsidered. It will be shown that the acceleration (positive or negative of the expanding background, is the determinant factor affecting planetary orbits and atomic sizes. In the presently accepted cosmology (ΛCDM all bonded systems are expanding at a decreasing rate that tends to be zero as the universe enters in a de Sitter phase. It is worth mentioning that the estimated expansion rates are rather small and they can be neglected for all practical purposes.

  8. Strategic management of population programs

    OpenAIRE

    Bernhart, Michael H.

    1992-01-01

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

  9. Enhancing the Strategic Capability of the Army: An Investigation of Strategic Thinking Tasks, Skills, and Development

    Science.gov (United States)

    2016-02-01

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

  10. Children's strategic theory of mind.

    Science.gov (United States)

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo

    2014-09-16

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

  11. Strategic planning 2007-2011, an opportunity for quality, competitiveness and excellence of the Laguna Verde Central; Planeacion estrategica 2007-2011, una oportunidad para la calidad, competitividad y excelencia de la Central Laguna Verde

    Energy Technology Data Exchange (ETDEWEB)

    Rivera C, A. [CFE, Central Laguna Verde, Kilometro 42.5 Cardel Nautla, Veracruz (Mexico)]. e-mail: arr99999@cfe.gob.mx

    2007-07-01

    The reason is to give to know to the nuclear community in Mexico the good results that it located in the 2006 to the Laguna Verde Nucleo electric Central in the classification of the World Association of Nuclear Operators (WANO) like one of the best in the worldwide scale, and their Strategic Plan 2007-2011 like an opportunity to continue improving the Quality, the Competitiveness and the Excellency in their Generating Units. It stands out that the fuel reloads are carried out in systemic form in less than 30 days, and also other achievements like it is the certificate granted by PROFEPA of Clean Industry, the renovation of the Certifications of the ISO-9001 and the ISO-14001, as well as the accredit of the Laboratories, and they will give data of the project of the increment of power that their power rose in 15%. For those results in the Strategic Planning 2007-2011 are pointed out that the Laguna Verde Central is a highly viable option in Mexico, when continuing with reloads that will allow a capacity factor up of 90%, and the other concepts that will give the obtaining of the qualification level 1 of WANO in this strategic period. Finally I will conclude with the good news for the Nuclear Industry in Mexico that published the Reforma newspaper at November 01, 2006: 'To the president of Mexico, Felipe Calderon, interests him to impel during his command the alternating energy sources to the hydrocarbons, known it is that the hydrocarbons (petroleum, coal or natural gas) they are finite, while the appetite of the world for the energy is infinite. As you they know, Mexico possesses a nuclear plant that generates energy starting from enriched uranium: the famous Laguna Verde Thermonuclear Central. He declared that Mexico can and it should advance for the one on the way to the energy generation for the nuclear road.' (Author)0.

  12. Developing a Web-Based Tool Using Information and Communication Technologies to Expand the Reach and Impact of Photovoice

    Science.gov (United States)

    Strack, Robert W.; Orsini, Muhsin Michael; Fearnow-Kenney, Melodie; Herget, Jennifer; Milroy, Jeffrey J.; Wyrick, David L.

    2015-01-01

    Information and communication technologies are opening up vast new arenas for conducting the work of health promotion. Technology-based health promotions expand reach, standardize information and its delivery, provide opportunities for tailoring, create engaging interactivity within content delivery, provide for privacy and autonomy, improve…

  13. Collaborative Strategic Planning: Myth or Reality?

    Science.gov (United States)

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

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

  14. Expanding services in a shrinking economy: desktop document delivery in a dental school library.

    Science.gov (United States)

    Gushrowski, Barbara A

    2011-07-01

    How can library staff develop and promote a document delivery service and then expand the service to a wide audience? The setting is the library at the Indiana University School of Dentistry (IUSD), Indianapolis. A faculty survey and a citation analysis were conducted to determine potential use of the service. Volume of interlibrary loan transactions and staff and equipment capacity were also studied. IUSD Library staff created a desktop delivery service (DDSXpress) for faculty and then expanded the service to practicing dental professionals and graduate students. The number of faculty using DDSXpress remains consistent. The number of practicing dental professionals using the service is low. Graduate students have been quick to adopt the service. Through careful analysis of capacity and need for the service, staff successfully expanded document delivery service without incurring additional costs. Use of DDSXpress is continually monitored, and opportunities to market the service to practicing dental professionals are being investigated.

  15. Neural mechanisms mediating degrees of strategic uncertainty.

    Science.gov (United States)

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

    2018-01-01

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

  16. Building the Case: Changing Consumer Perceptions of the Value of Expanded Community Pharmacist Services.

    Science.gov (United States)

    Steckowych, Kathryn; Smith, Marie; Spiggle, Susan; Stevens, Andrew; Li, Hao

    2018-01-01

    The role of the community pharmacist has traditionally been a medication dispenser; however, community pharmacists' responsibilities must expand to include more direct patient care services in order to transform primary care practice. Use case-based scenarios to (1) determine factors that contribute to positive and negative consumer perceptions of expanded community pharmacist patient care roles, (2) identify facilitators and barriers that contribute to consumer perceptions of the value of expanded community pharmacist patient care services, and (3) develop a successful approach and strategies for increasing consumer advocacy for the value of expanded community pharmacist patient care services. Two consumer focus groups used scenario-based guided discussions and Likert scale questionnaires to elicit consumer reactions, facilitators, and barriers to expanded community pharmacist services. Convenience, timeliness, and accessibility were common positive reactions across all 3 scenarios. Team approach to care and trust were viewed as major facilitators. Participant concerns included uncertainty about pharmacist training and qualifications, privacy, pharmacists' limited bandwidth to accept new tasks, and potential increased patient costs. Common barriers to service uptake included a lack of insurance payment and physician preference to provide the services. Consumer unfamiliarity with non-traditional community pharmacist services is likely an influencer of consumers' hesitancy to utilize such services; therefore, an opportunity exists to engage consumers and advocacy organizations in supporting expanded community pharmacist roles. This study can inform consumers, advocates, community pharmacists, primary care providers, and community-based organizations on methods to shape consumer perceptions on the value of community pharmacist expanded services.

  17. R&D Collaboration by SMEs: new opportunities and limitations in the face of globalisation

    OpenAIRE

    Narula,Rajneesh

    2001-01-01

    Globalisation has systemically affected the way all firms undertake innovation. First, there has been a growing use of non-internal technology development, both by outsourcing and strategic alliances. Second, products are increasingly multi-technology. This has led to the growing use of networks by all firms, previously a primary competitive advantage of SMEs. These developments have created both opportunities and threats for the SME. On the one hand, large firms have increasingly sought out ...

  18. Manage "Human Capital" Strategically

    Science.gov (United States)

    Odden, Allan

    2011-01-01

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

  19. Managing transdisciplinarity in strategic foresight

    DEFF Research Database (Denmark)

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

    2010-01-01

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

  20. GAO Strategic Plan 2007-2012

    National Research Council Canada - National Science Library

    2007-01-01

    In keeping with GAO's commitment to update its strategic plan at least once every 3 years consistent with the Government Performance and Results Act this strategic plan describes our proposed goals...

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

    Science.gov (United States)

    2013-03-01

    and Results Act (GPRA) was passed, requiring all federal agencies to engage in strategic planning and nudging them towards comprehensive strategic...involves the social- psychological process of sense making that leads to negotiations. This stage is when the individual partner organizations...expectations through informal bargaining and informal sense making Commitments For future action through formal legal contract or psychological contract

  2. Slovenia’s Foreign Policy Opportunities and Constraints: The Analysis of an Interplay of Foreign Policy Environments

    Directory of Open Access Journals (Sweden)

    Fenko Ana Bojinović

    2017-09-01

    Full Text Available The article focuses on the interconnectedness of foreign policy environments to explain Slovenia’s opportunities and constraints for foreign policy action. During the period of pre-independence para-diplomacy, the building of an internal and external domestic environment successfully turned constraints (no international recognition into opportunities (applying for membership of European and global intergovernmental organizations. In the second period - post-recognition - considering the absence of a strategic foreign policy document, the Slovenian internal foreign policy environment became a major constraint to seize foreign environment opportunities. This affected Slovenia’s accomplishments, notably after NATO and EU memberships were achieved in 2004. Although the Slovenian internal environment matured during the following period to adopt, in 2015, a comprehensive foreign policy strategy the recent turn in world politics (especially the European financial and economic crisis and the migration crisis created for the first time a foreign environment for Slovenia that offered many fewer opportunities and far more constraints.

  3. Alibaba's strategic drift

    OpenAIRE

    Kim, Young-Chan; Chen, Pi-Chi

    2016-01-01

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

  4. New Military Strategic Communications System

    National Research Council Canada - National Science Library

    Baldwin, Robert F

    2007-01-01

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

  5. Strategic planning and managerial control

    OpenAIRE

    Mihaela Ghicajanu

    2004-01-01

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

  6. Strategic alliances in engineering, technology and development

    International Nuclear Information System (INIS)

    Jazrawi, W.

    1991-01-01

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

  7. Job enrichment: creating meaningful career development opportunities for nurses.

    Science.gov (United States)

    Duffield, Christine; Baldwin, Richard; Roche, Michael; Wise, Sarah

    2014-09-01

    This paper presents an evaluation of a career development policy in South Australia which increased the number of senior staff nurse positions and provided senior registered nurses with time away from clinical duties to undertake agreed projects. We use Kanter's model of structural power and commitment theory to understand the dimensions of this policy. Development strategies for experienced staff who wish to remain at the bedside are needed, especially in smaller health services with limited opportunities for horizontal or vertical mobility. Face-to-face semistructured interviews were conducted with 54 senior staff nurses who participated in the career structure arrangements. The policy enhanced the structure of opportunity in three ways: by increasing the number of senior staff nurse positions, the ladder steps were improved; undertaking strategic projects developed new skills; and the job enrichment approach facilitated time out from the immediate pressures of ward work and challenged nurses in a different way. Through job enrichment, South Australia has found a novel way of providing meaningful career development opportunities for experienced nurses. Methods of job enrichment need to be considered as part of career development policy, especially where movement between clinical facilities is limited and staff wish to remain at the bedside. © 2013 John Wiley & Sons Ltd.

  8. Biofuels in Oregon and Washington: A Business Case Analysis of Opportunities and Challenges

    Energy Technology Data Exchange (ETDEWEB)

    Stiles, Dennis L.; Jones, Susan A.; Orth, Rick J.; Saffell, Bernard F.; Zhu, Yunhua

    2008-02-28

    The purpose of this report is to assemble the information needed to estimate the significance of the opportunity for producing biofuels in the region as well as the associated challenges. The report reviews the current state of the industry, the biomass resources that are available within current production practices, and the biofuels production technology that is available within the marketplace. The report also identifys the areas in which alternative approaches or strategies, or technologoical advances, might offer an opportunity to expand the Nortwest biofuels industry beyond its current state.

  9. The strategic impact of social networks on the online gaming industry : strategic use of technology

    OpenAIRE

    Sousa, Sofia Taveira de

    2012-01-01

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

  10. 12 CFR 228.27 - Strategic plan.

    Science.gov (United States)

    2010-01-01

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

  11. 13 CFR 313.6 - Strategic Plans.

    Science.gov (United States)

    2010-01-01

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

  12. The value contribution of strategic foresight

    DEFF Research Database (Denmark)

    Rohrbeck, René; Schwarz, Jan Oliver

    2013-01-01

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

  13. 23 CFR 1335.6 - Strategic plan.

    Science.gov (United States)

    2010-04-01

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

  14. Strategic planning: today's hot buttons.

    Science.gov (United States)

    Bohlmann, R C

    1998-01-01

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

  15. Practicum projects of value: a successful strategic partnership between nurse executives and master's level academia.

    Science.gov (United States)

    Hahn, Joyce A

    2010-01-01

    The opportunity exists for academia and the nursing executive community to collaboratively create cultures of excellence. One university formed relationships of collaborative synergy with nurse executives to provide practicum experiences of value for both the graduate nursing administration students and the health care facilities. The strategic preceptor partnerships offer graduate students the invaluable opportunity to experience the in-depth, real world perspective of nursing administration resulting in the enrichment of their academic scholarship. A final practicum work project is designed collaboratively with the preceptor and completed by the end of the second practicum semester. The resulting practicum project is an example of a mutually rewarding experience for the graduate nursing administration student and the preceptor. The collaborative synergistic model is a win-win situation for the university and the health care facility.

  16. Lo Strategic Management Accounting

    OpenAIRE

    G. INVERNIZZI

    2005-01-01

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

  17. Strategizing in multiple ways

    DEFF Research Database (Denmark)

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

    2013-01-01

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

  18. Immigrant Capital and Entrepreneurial Opportunities

    Directory of Open Access Journals (Sweden)

    Malavika Sundararajan

    2016-01-01

    Full Text Available Objective: The main objective of this study is to define and operationalize the concept of immigrant capital, a key factor that differentiates immigrant from host country entrepreneurs in how they recognize and start new ventures. Research Design & Methods: A detailed analysis of contemporary immigrant entrepreneurship and opportunity recognition literature was carried out. Using grounded theory, we synthesized the outcomes from the analysis of eight Canadian and U.S. case studies of successful immigrant entrepreneurs with the key findings from the literature to define and develop a model of immigrant capital. Findings: Based on our grounded theory development process we show that the concept of immigrant capital as a distillate of human, cultural, economic and social capital that goes beyond expected opportunity recognition (OR drivers like prior knowledge and prior experience to differentiate and enhance the immigrant entrepreneur’s ability to recognize business opportunities compared to host country entrepreneurs. We found immigrant capital to be a consequence of being boundary spanners in host and home country networks. Implications & Recommendations: Understanding a unique resource like immigrant capital, will help immigrant as well as host country entrepreneurs further develop their opportunity recognition ability by bridging gaps and fulfilling the needs for both, immigrant and host country consumers. Contribution & Value Added: The main contribution is the theoretical development, identification and definition of the immigrant capital model and propositions that will articulate the factors that lead to the conceptualization and operationalization of immigrant capital. Furthermore, the immigrant capital model can serve host country entrepreneurs to develop cross-cultural networks and jump-start entrepreneurial activities in their home countries as well as learn how to expand their operations into global markets.

  19. Strategic management - An online collaboration between two class groups separated by a "small pond" and six time zones

    OpenAIRE

    Asplund, Carl-Johan; Jordan, Paula F.

    2006-01-01

    An undergraduate course in Strategic Management seemingly provides similar basic content to students including the infamous SWOT (strengths, weaknesses, opportunities and threat) analysis along with the identification of functional level, business level, and generic strategies to enhance an organization’s competitiveness. One of the most common resources for this type of course is the article outlining a theoretical framework “How Competitive Forces Shape Strategy” by Michael Porter [Porter, ...

  20. The Role of the Balanced Scorecard as a Tool of Strategic Management and Control

    Directory of Open Access Journals (Sweden)

    Marin Georgiev

    2017-06-01

    Full Text Available Modern organizations focus on the importance of strategic management and control over current and short-term goals and their corrective role on the strategic success factors of the organization in the process of using the resources of the external environment, ignoring the challenges; as the priorities of the activity are to maximally satisfy public expectations, to minimize the spending of resources, to use its own priorities, to successfully overcome uncertainty and risk, to introduce the adequacy of management decisions against the background of reasonable and measured risk. In the study alternatives are discussed as the Balanced Scorecard model suggested by observations and practice, and implications are provided in regard to changing and improving the architecture of the Balanced Scorecard (BSC as a tool for management and control in conditions of high variability and uncertainty of the economic and social environment. Examined are some models in place to develop and implement the BSC and on this basis are structured conclusions and recommendations in the following aspects: the organization's strategy, which involves the application of BSC and the inclusion of elements to develop key aspects of the strategy; the potential of the BSC model and its application according to the different needs of management; the needs of the process of developing and implementing BSC and to further expand the applications of the BSC as a strategic management tool requiring an assessment of the expected status and priorities in the control of the indicators included.

  1. Avoiding Intellectual Stagnation: The Starship as an Expander of Minds

    Science.gov (United States)

    Crawford, Ian A.

    2014-06-01

    Interstellar exploration will advance human knowledge and culture in multiple ways. Scientifically, it will advance our understanding of the interstellar medium, stellar astrophysics, planetary science and astrobiology. In addition, significant societal and cultural benefits will result from a programme of interstellar exploration and colonisation. Most important will be the cultural stimuli resulting from expanding the horizons of human experience, and increased opportunities for the spread and diversification of life and culture through the Galaxy. Ultimately, a programme of interstellar exploration may be the only way for human (and post-human) societies to avoid the intellectual stagnation predicted for the `end of history'.

  2. Networks and meshworks in strategizing

    DEFF Research Database (Denmark)

    Esbjerg, Lars; Andersen, Poul Houman

    The purpose of this paper is to examine the business network metaphor in relation to strategizing in business and to tentatively propose an alternative metaphor, that of the business meshwork. The paper reviews existing work on strategy and strategizing within the IMP literature, particularly...... the literature on networks and network pictures, and identifies several shortcomings of this work. To develop the notion of business meshworks as an alternative for understanding strategizing practices in business interaction, the paper draws on recent writings within anthropology and the strategy...

  3. Deregulation in the electricity sector: Understanding strategic and regulatory risk

    Energy Technology Data Exchange (ETDEWEB)

    Larsen, E.R. [City Univ. Business School, Dept. Management Systems and Information, London (United Kingdom); Bunn, D.W. [London Business School, London (United Kingdom)

    1999-08-01

    This paper is motivated by our experiences since 1990 with developing system simulation models to help UK companies in the restructured electricity industry understand the radically different market within which they must become competitive. When public utilities such as electricity have been restructured, deregulated and/or privatised, the process has often been associated with a major change in the competitive environment. As a consequence, the strategic and regulatory uncertainties ahead for these companies are unprecedented. In such a market there has been no historical evolution and all the participants including the regulatory institutions have very little understanding of how it will operate in the short term and evolve in the future. In this situation, the use of systems dynamic models appears to offer an attractive way of gaining insights into how aspects of the competitive market might evolve. In the absence of real experience and relevant analogies, learning from models assumes a key role. Such models cannot be validated empirically, but can be developed to represent how the system is designed to operate. From such a prototypical basis, sensitivity analysis can generate insights on the strategic opportunities created failings in the market design, or its potential instability to shocks and market imperfections. (au)

  4. SOARing Into Strategic Planning: Engaging Nurses to Achieve Significant Outcomes.

    Science.gov (United States)

    Wadsworth, Barbara; Felton, Fiona; Linus, Rita

    2016-01-01

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

  5. THE STRATEGIC DIAGNOSIS ANALYSIS - AN ESSENTIAL STAGE OF STRATEGIC MANAGEMENT PROCESS IN SMALL AND MEDIUM ENTERPRISES

    OpenAIRE

    Vladimir-Codrin IONESCU; Horea COROIU

    2010-01-01

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

  6. 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...

  7. Strategic Plan for the Spanish Academy of Dermatology and Venerology (AEDV): FuturAEDV 2013-2017.

    Science.gov (United States)

    Ribera Pibernat, M; Moreno Jiménez, J C; Valcuende Cavero, F; Soto de Delás, J; Vázquez Veiga, H; Lázaro Ochaíta, P; Giménez Arnau, A

    2014-09-01

    The Spanish Academy of Dermatology and Venereology (AEDV) has decided that a Strategic Plan is needed to help the association adapt to new circumstances and anticipate future developments. 1) To position the AEDV as a medical association that can exert an influence in everything related to dermatology. 2) To contribute to the development of the specialty, strengthening the prestige and reputation of dermatology and dermatologists. 3) To establish a model for operating and strategic thinking that can be handed on to successive Boards of Directors and will enable the Academy to identify future challenges. The approach used to develop the Strategic Plan was as follows: analysis of trends in the health care system; assessment of the current situation of AEDV and of dermatology in general through an internal analysis based on surveys and interviews with academics; analysis of strengths, weaknesses, opportunities, and threats; preparation of a mission statement; and identification, development, and implementation of a strategy map prioritizing strategic lines of action. The strategy map set out 16 general goals grouped into 4 main topics (achieving the vision, internal and external customers, internal processes, and innovation) and detailed in an action plan with 19 initiatives, each with specific actions. The plan will be monitored by the Strategic Plan Monitoring Committee, which is made up of the members of the Standing Committee and the chairs of the 9 Technical Committees responsible for implementing the initiatives. The Functional Plan should guide the management of AEDV until 2017, and its implementation will enable the association to contribute to the development and prestige of the specialty and position itself as a reference in terms of its functional model. Copyright © 2014 Elsevier España, S.L.U. y AEDV. All rights reserved.

  8. NASA strategic plan

    Science.gov (United States)

    1994-01-01

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

  9. Strategic Management Accounting Development during Last 30 Years

    OpenAIRE

    Šoljaková, Libuše

    2012-01-01

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

  10. Leadership side in changing strategic creation of firms

    OpenAIRE

    Malinovska, Elizabeta

    2013-01-01

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

  11. Extending Ansoff’s Strategic Diagnosis Model

    OpenAIRE

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

    2012-01-01

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

  12. Expanding subjectivities

    DEFF Research Database (Denmark)

    Lundgaard Andersen, Linda; Soldz, Stephen

    2012-01-01

    A major theme in recent psychoanalytic thinking concerns the use of therapist subjectivity, especially “countertransference,” in understanding patients. This thinking converges with and expands developments in qualitative research regarding the use of researcher subjectivity as a tool......-Saxon and continental traditions, this special issue provides examples of the use of researcher subjectivity, informed by psychoanalytic thinking, in expanding research understanding....

  13. Strategic Planning in Irish Quantity Surveying Pracitces

    OpenAIRE

    Murphy, Roisin

    2011-01-01

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

  14. 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 ...

  15. Services of strategic consulting: special features and types

    OpenAIRE

    Klenin Oleh Volodymyrovych

    2016-01-01

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

  16. Strategic environmental assessment

    DEFF Research Database (Denmark)

    Kørnøv, Lone

    1997-01-01

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

  17. 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)

  18. 2015 Enterprise Strategic Vision

    Energy Technology Data Exchange (ETDEWEB)

    None

    2015-08-01

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

  19. The Science of Strategic Communication

    Science.gov (United States)

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

  20. Strategic Partnerships in International Development

    Science.gov (United States)

    Treat, Tod; Hartenstine, Mary Beth

    2013-01-01

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