WorldWideScience

Sample records for grc strategic action

  1. 'Action 2016': AREVA's strategic action plan

    International Nuclear Information System (INIS)

    Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie; Du Repaire, Philippine

    2011-01-01

    On December 13, 2011, Luc Oursel, CEO, and Pierre Aubouin, Chief Financial Officer presented the group's strategic plan for the period 2012-2016. The plan has been drawn up collectively and is based on a thorough-going analysis and a realistic assessment of perspectives for all group activities and associated resources. Development of nuclear and renewable energies: the fundamentals are unchanged. In this context, the German decision remains an isolated case and the great majority of nuclear programs around the world have been confirmed. More conservative in its projections than the International Energy Agency, the group expects growth of 2.2% annually, reaching 583 GW of installed nuclear capacity by 2030, against 378 GW today. However, the Fukushima accident will lead to delays in launching new programs. 'Action 2016' plan aims to consolidate AREVA's leadership in nuclear energy and become a leading player in renewable energy. The group's strategic action plan 'Action 2016' is based on the following strategic choices: - commercial priority given to value creation, - selectivity in investments, - strengthening of the financial structure. These demand an improvement in the group's performance by 2015. This plan makes nuclear safety a strategic priority for the industrial and commercial performance of the group. This ambitious performance plan for the period 2012-2016 will give the group the wherewithal to withstand a temporary slowdown in the market resulting from the Fukushima accident and to deliver safe and sustainable growth of the business. The plan sets out the strategic direction for the group's employees for the years ahead: taking advantage of the expected growth in nuclear and renewable energies, targeted investment programs, and return to self-financing as of 2014

  2. 'Action 2016': AREVA's strategic action plan to improve performance

    International Nuclear Information System (INIS)

    Marie, Patricia; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie; Du Repaire, Philippine

    2011-01-01

    On December 12, 2011, Luc Oursel, Executive Officer of AREVA, and Pierre Aubouin, Chief Financial Executive Officer, presented the group's 'Action 2016' strategic action plan based on an in-depth analysis of the market's outlook. This document makes, first, a Detailed presentation of the 'Action 2016' plan and then presents the group's financial outlook: - Full-year 2011 immediate accounting consequences of the new market environment: operating losses expected in 2011; - 2012-2013 transition period Objective: self-finance capex in cumulative terms; - 2014-2016: safe growth and cash generation, free operating cash flow at break-even beginning in 2013, above euro 1 bn per year beginning in 2015

  3. Joint action coordination through strategic reduction in variability

    DEFF Research Database (Denmark)

    Vesper, Cordula; Schmitz, Laura; Sebanz, Natalie

    2013-01-01

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

  4. Accelerating Strategic Change Through Action Learning

    DEFF Research Database (Denmark)

    Younger, Jon; Sørensen, René; Cleemann, Christine

    2013-01-01

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

  5. Knowledge Communication as Situated Strategic Action

    DEFF Research Database (Denmark)

    Kampf, Constance

    as situated strategic action through which genres are (re)formed.  The medium of the Internet offers a space where the reification of this action can be observed, and its interactive potential offers academics insight into knowledge communication processes.  Thus, we propose that Bazerman's definition......Knowledge communication is an emerging means of understanding the processes involved in constructing and passing knowledge from person to person which works together with technical communication in the knowledge society.  The concept of knowledge communication compliments technical communication...... by allowing for the interpersonal aspects of knowledge creation and diffusions.  Combing technical and knowledge communication, then, covers the three major components of the knowledge economy-creation, diffusion, and use of knowledge. In my paper I propose that we consider three approaches to understanding...

  6. Rangers and the Strategic Requirements for Direct Action Forces

    National Research Council Canada - National Science Library

    Zunde, Aidis

    1998-01-01

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

  7. Texas strategic action plan for motorcycles : 2013-2018.

    Science.gov (United States)

    2013-06-01

    The Texas Strategic Action Plan for Motorcycles: 2013-2018 provides an integrated : approach to identify implementable strategies and action steps to make the : road environment and infrastructure safer for motorcyclists and other powered : two- and ...

  8. ORD Strategic Action Plan for Information Management / Information Technology 2011

    Science.gov (United States)

    ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

  9. Projects of Strategic Action Plan of S&T Innovation

    Institute of Scientific and Technical Information of China (English)

    2002-01-01

    @@ In July 2001, CAS decided to shift the focus of the current Knowledge Innovation Program (KIP) onto research projects designed to meet the country's strategic needs, and Iaunched the strategic action plan of innovation (SAPI). Under the SAPI, CAS organized the implementation of seven major projects in 2001.The followings are their profiles.

  10. Managing strategic change--strategy, culture and action.

    Science.gov (United States)

    Johnson, G

    1992-02-01

    One of the major problems facing senior executives is that of effecting significant strategic change in their organizations. This paper develops a number of explanatory frameworks which address the links between the development of strategy in organizations, dimensions of corporate culture and managerial action. In considering such linkages, and by illustrating them with examples from work undertaken in companies, the paper also seeks to advance our understanding of the problems and means of managing strategic change.

  11. Strategic Action Plan for ERNWACA - 2007-2011 | IDRC ...

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

    Strategic Action Plan for ERNWACA - 2007-2011. IDRC institutional support over the period 2003-2006 (project 102095) enabled the Educational Research Network for West and Central Africa (ERNWACA) to carry out research that made an important contribution to policy dialogue in the region. The work also allowed the ...

  12. [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.

  13. Strategic communication and behavioral coupling in asymmetric joint action

    DEFF Research Database (Denmark)

    Vesper, Cordula; Richardson, Michael J.

    2014-01-01

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

  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. Searching and selecting online information: analysis of the strategic actions of the university students

    OpenAIRE

    María José Hernández Serrano

    2013-01-01

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

  16. Patterns in Elementary School Students' Strategic Actions in Varying Learning Situations

    Science.gov (United States)

    Malmberg, Jonna; Järvenoja, Hanna; Järvelä, Sanna

    2013-01-01

    This study uses log file traces to examine differences between high-and low-achieving students' strategic actions in varying learning situations. In addition, this study illustrates, in detail, what strategic and self-regulated learning constitutes in practice. The study investigates the learning patterns that emerge in learning situations…

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

    Science.gov (United States)

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

    2010-01-01

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

  18. Strategic Organizational Engagement in Social Media to Motivate Directed Action

    Science.gov (United States)

    Heath, Donald Ray, Jr.

    2014-01-01

    Little is known regarding organizations' high-level strategies toward social media. This research develops an empirically informed understanding of how organizations can engage in social media to accomplish their strategic goals. To develop an in formed understanding, I conduct interpretive case research over a twenty-four month period on a single…

  19. Auditing and GRC automation in SAP

    CERN Document Server

    Chuprunov, Maxim

    2013-01-01

    Going beyond current literature, this book extends internal controls to efficiency and profitability. Offers an audit guide for an SAP ERP system, covers risks and control descriptions, and shows how to automate compliance management based on SAP GRC.

  20. Communicative versus strategic rationality: Habermas theory of communicative action and the social brain.

    Science.gov (United States)

    Schaefer, Michael; Heinze, Hans-Jochen; Rotte, Michael; Denke, Claudia

    2013-01-01

    In the philosophical theory of communicative action, rationality refers to interpersonal communication rather than to a knowing subject. Thus, a social view of rationality is suggested. The theory differentiates between two kinds of rationality, the emancipative communicative and the strategic or instrumental reasoning. Using experimental designs in an fMRI setting, recent studies explored similar questions of reasoning in the social world and linked them with a neural network including prefrontal and parietal brain regions. Here, we employed an fMRI approach to highlight brain areas associated with strategic and communicative reasoning according to the theory of communicative action. Participants were asked to assess different social scenarios with respect to communicative or strategic rationality. We found a network of brain areas including temporal pole, precuneus, and STS more activated when participants performed communicative reasoning compared with strategic thinking and a control condition. These brain regions have been previously linked to moral sensitivity. In contrast, strategic rationality compared with communicative reasoning and control was associated with less activation in areas known to be related to moral sensitivity, emotional processing, and language control. The results suggest that strategic reasoning is associated with reduced social and emotional cognitions and may use different language related networks. Thus, the results demonstrate experimental support for the assumptions of the theory of communicative action.

  1. Advanced Stirling Convertor Testing at GRC

    Science.gov (United States)

    Schifer, Nick; Oriti, Salvatore M.

    2013-01-01

    NASA Glenn Research Center (GRC) has been supporting development of the Advanced Stirling Radioisotope Generator (ASRG) since 2006. A key element of the ASRG project is providing life, reliability, and performance testing of the Advanced Stirling Convertor (ASC). The latest version of the ASC, deemed ASC-E3, is of a design identical to the forthcoming flight convertors. The first pair of ASC-E3 units was delivered in December 2012. GRC has begun the process of adding these units to the catalog of ongoing Stirling convertor operation. This process includes performance verification, which examines the data from various tests to validate the convertors performance to the product specification.

  2. Islamic Activism and Habermas' Theory of Strategic Action: a Case of Parade Tauhid in Jakarta

    Directory of Open Access Journals (Sweden)

    Akhmad Siddiq

    2016-04-01

    Full Text Available Capturing the case of Parade Tauhid in Indonesia, this paper aims to describe embodied relationship between religion (Islam and politics. As part of social action, Islamic activism provides variety of contention which is practiced in the name of “Islam”: ideologically, structurally, and purposely. Within his explanation of communicative action theory, Habermas acknowledges what so-called as “strategic action” which can be defined as every action oriented to success under the aspect of rational choice and assess the efficacy of influencing decisions or positions of rational opponent. In this context, Parade Tauhid is perceived to be conducted for reaching several political and theological purposes based on rational choices, although it is practiced by performing religious event. This paper attempts to describe definition of Islamic activism, explore the event of Parade Tauhid, and analyze the parade using Habermas’s theory of strategic action.

  3. N-REL: A comprehensive framework of social media marketing strategic actions for marketing organizations

    Directory of Open Access Journals (Sweden)

    Artha Sejati Ananda

    2016-09-01

    Full Text Available Despite the increasing and ubiquitous use of social media for business activities, scholar research on social media marketing strategy is scant and companies deploy their social media marketing strategies guided by intuition or trial and error. This study proposes a comprehensive framework that identifies and classifies social media marketing strategic actions. The conceptual framework covers actions that support both transactional and relationship marketing. This research also positions social media marketing strategy and strategic actions in the context of the marketing organization theory, and discusses the impact of the incorporation of social media on the concept of marketing organization. The study offers valuable theoretical insight on social media marketing actions and the deployment of social media marketing strategies in companies. The investigation also provides hints about how to maximize the benefits from social media marketing for customer-oriented, market-driven organizations.

  4. N-REL: A comprehensive framework of social media marketing strategic actions for marketing organizations

    OpenAIRE

    Ananda, Artha Sejati; Hernández-García, Ángel; Lamberti, Lucio

    2016-01-01

    Despite the increasing and ubiquitous use of social media for business activities, scholar research on social media marketing strategy is scant and companies deploy their social media marketing strategies guided by intuition or trial and error. This study proposes a comprehensive framework that identifies and classifies social media marketing strategic actions. The conceptual framework covers actions that support both transactional and relationship marketing. The study also positions social m...

  5. Reinventing Strategic Philanthropy: the sustainable organization of voluntary action for impact

    NARCIS (Netherlands)

    L.C.P.M. Meijs (Lucas)

    2010-01-01

    textabstractPhilanthropic organizations have recently started to focus on how to invest their resources in a way that will really make a difference to society. Strategic philanthropy is the new concept for voluntary action for the public good to create a valuable sustainable impact! This inaugural

  6. Making Capacity Building Meaningful: A Framework for Strategic Action

    Science.gov (United States)

    Robins, Lisa

    2008-11-01

    This paper aims to give practical meaning to ‘capacity building’ through (a) identifying a suite of practical measures, such as mentoring or best practice guidelines, that have been shown to or are considered to build human, social, institutional, and economic capital; (b) placing these measures within a broader systems framework; and (c) exploring stakeholder feedback on specific measures to inform framework implementation. The 29 measures described provide actors, whether government or nongovernment, with a suite of practical investment choices for building capacity. These measures are then clustered into eight groups according to their primary purpose and placed within a systems framework. The framework provides a tool for actors with responsibilities for or an interest in capacity building to inform more holistic and strategic targeting of effort and investment. Stakeholder feedback gathered through surveys and workshops is subsequently reported to further inform implementation of specific measures within the framework’s eight groupings. The framework presented may be built upon through the identification and inclusion of further capacity building measures. The research is conducted within the context of decentralized governance arrangements for natural resource management (NRM), with specific focus on Australia’s recently formalized 56 NRM regions and their community-based governing boards as an informative arena of learning. Application of the framework is explored in the Australian setting through the identification and comparison of measures supported and most preferred by four major stakeholder groups, namely board members, regional NRM organization staff, policy/research interests, and Indigenous interests. The research also examines stakeholder perceptions of capacity issues, and whether these issues are likely to be addressed through implementing their preferred measures.

  7. 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

  8. The Optimal Timing of Strategic Action – A Real Options Approach

    Directory of Open Access Journals (Sweden)

    Gordon G. Sollars

    2012-01-01

    Full Text Available he possibility of a first-mover advantage arises in a variety of strategic choices, including product introductions, business start-ups, and mergers and acquisitions. The strategic management literature reflects ambiguity regarding the likelihood that a first mover can or will capture additional value. This paper uses a real options approach to address the optimal timing of strategic moves. Previous studies have modeled real options using either a perpetual or a European financial option. With these models, a strategic choice could only be made either without respect to a time frame (perpetual or at a fixed point in time (European option. Neither case is realistic. Companies typically have strategic options with only a limited time frame due to market factors, but companies may choose to act at any time within that constraint. To reflect this reality, we adapt a method for valuing an American financial option on a dividend paying stock to the real options context. The method presented in this paper proposes a solution for the optimum value for a project that should trigger a strategic choice, and highlights the value lost by not acting optimally. We use simulation results to show that the time frame available to make a strategic choice has an important effect on both the project value for when action should be taken, as well as on the value of waiting to invest at the optimal time. The results presented in this paper help to clarify the ambiguity that is found in the strategic management literature regarding the possibility of obtaining a first-mover advantage. Indeed, a first mover that acts sub-optimally could incur losses or at least not gain any advantage. A first mover that waits to invest at the right time based on the superior information supplied by models based on real options could be better positioned to obtain the benefits that might come from the first move.

  9. The Balanced Scorecard as a Framework for Strategic Action

    Directory of Open Access Journals (Sweden)

    Maxwell dos Santos Celestino

    2011-12-01

    Full Text Available The professor Robert Kaplan and consultant David Norton proposed the Balanced Scorecard nineteen years ago. From that time, the concept has been adopted by all sorts of organizations - manufacturing and services, for-profit and nonprofit, public and private - in almost all developed and developing nations in the world. During this period, the Balanced Scorecard has evolved from its original purpose as an improved system of performance measurement to become the basis of a new management system that aligns and focuses the organization on actions meant to establish and refine their strategy. This evolution and refinement of the concept of the Balanced Scorecard have been documented by Kaplan and Norton in additional articles in the Harvard Business Review at Harvard University and in several books. But because of the changes that have occurred over the past nineteen years, we seek to highlight the current state of the art and to explain how to become an organization focused on strategy using the Balanced Scorecard. To this end, we review the Scorecard’s literature in recent years, to understand the extent of these applications and the interdependence between tangible and intangible resources, considering not only the performance of the company at one point in time, but its time path and system dynamics.

  10. Social Phenomenological Study of Strategic Action in the Cluster of Furniture

    Directory of Open Access Journals (Sweden)

    Fernanda Maria Felicio Macedo

    2013-09-01

    Full Text Available The research carried out on the following strategic phenomenon, for the most part, the guidelines of the functionalist paradigm. This production has its relevance in the scientific community, however, does not cover the strategy in all its complexity. In this scenario, it is intended to address the strategy from the assumptions of social phenomenology, an online research study focused on the action. Social action is the experience of the phenomenon. For this, research is carried out "for reasons" and "why reasons" present in strategic action. The relevance of this study is to address the strategy as a phenomenon that exists because of the social subject, which may show that its essence transcends the limits of individuality, because thinking is based on the phenomenological social awareness of the existence of the other. Held semi-structured interviews with fourteen strategists operating in cluster of furniture Bento Gonçalves, and the data analyzed according to the phenomenological approach of Sanders (1982. As a result, it follows that the "why reasons" are the 'becoming' and expertise, and the "for reasons": the search for freedom in corporate decision making and building a legacy. We conclude that the meaning of strategic action is not isolated, being linked to several factors related to the existential project of the strategist.

  11. Searching and selecting online information: analysis of the strategic actions of the university students

    Directory of Open Access Journals (Sweden)

    María José Hernández Serrano

    2013-08-01

    Full Text Available 0 0 1 113 622 USAL 5 1 734 14.0 Normal 0 21 false false false ES JA X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Tabla normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:Calibri; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-ansi-language:ES; mso-fareast-language:EN-US;} As complex and dynamic activity, the searching and selection of online information needs a strategic performance in order to achieve effective and meaningful results and processes. The aim of this paper is to analyze whether university students perceive a need to be strategic, for what actions, what times, and what are their predispositions towards the strategic actions in the Internet information searching and selection process. Results showed differences between students by course, those in their final courses, who have also received training, showed better predisposition to strategic actions. Two factors that explain the university students’ predispositions were found, in terms of basic actions and complementary actions.

  12. Tactical Action Plan: Powering the Energy Frontier (An Appendix to the Strategic Roadmap 2024)

    Energy Technology Data Exchange (ETDEWEB)

    None

    2014-01-01

    The Tactical Action Plan identifies and describes the Western-wide tasks and activities, existing and new, needed to fully achieve the goals in Strategic Roadmap 2024. Each activity in the TAP chart is briefly described in this document and also linked to the Critical Pathway it supports. As the TAP is a list of specific strategies and actions susceptible to changing environments and needs, the TAP will be updated more frequently as Western progresses towards its goals. The TAP is organized into seven Strategic Target Areas that serve as Western’s priorities and areas of focus for the next two to three years. These Target Areas are: Power and Transmission Related Services; Energy Infrastructure; Partnership and Innovation; Asset Management; Safety and Security; Communication; and Human Capital Management and Organization Structure. Target Areas are also used to create the agency’s annual performance targets, which measure progress and implementation of the TAP, and the status of which will be reported regularly.

  13. An action research study of collaborative strategic reading in English with Saudi medical students

    OpenAIRE

    Al-Roomy, Muhammad

    2013-01-01

    This is an investigative action research study on ways of improving the reading comprehension skills of Arabic medical school students. The study first analysed the difficulties of teaching and learning English and reading in English in a Saudi university medical college. An intervention was planned and implemented based on Collaborative Strategic Reading (CSR –Klingner and Vaughn, 1996). This involved using group work to teach explicitly a set of reading strategies to a class of students who...

  14. Stirling technology development at NASA GRC

    Science.gov (United States)

    Thieme, Lanny G.; Schreiber, Jeffrey G.; Mason, Lee S.

    2002-01-01

    The Department of Energy, Stirling Technology Company (STC), and NASA Glenn Research Center (GRC) are developing a free-piston Stirling convertor for a high-efficiency Stirling Radioisotope Generator (SRG) for NASA Space Science missions. The SRG is being developed for multimission use, including providing electric power for unmanned Mars rovers and deep space missions. NASA GRC is conducting an in-house technology project to assist in developing the convertor for space qualification and mission implementation. Recent testing of 55-We Technology Demonstration Convertors (TDC's) built by STC includes mapping of a second pair of TDC's, single TDC testing, and TDC electromagnetic interference and electromagnetic compatibility characterization on a non-magnetic test stand. Launch environment tests of a single TDC without its pressure vessel to better understand the convertor internal structural dynamics and of dual-opposed TDC's with several engineering mounting structures with different natural frequencies have recently been completed. A preliminary life assessment has been completed for the TDC heater head, and creep testing of the IN718 material to be used for the flight convertors is underway. Long-term magnet aging tests are continuing to characterize any potential aging in the strength or demagnetization resistance of the magnets used in the linear alternator (LA). Evaluations are now beginning on key organic materials used in the LA and piston/rod surface coatings. GRC is also conducting finite element analyses for the LA, in part to look at the demagnetization margin on the permanent magnets. The world's first known integrated test of a dynamic power system with electric propulsion was achieved at GRC when a Hall-effect thruster was successfully operated with a free-piston Stirling power source. Cleveland State University is developing a multi-dimensional Stirling computational fluid dynamics code to significantly improve Stirling loss predictions and assist in

  15. Connecting the Dots--From Planning to Implementation: Translating Commitments into Action in a Strategic Planning Process

    Science.gov (United States)

    Mieso, Rob Roba

    2010-01-01

    This study examines the implementation of the Commitments to Action (CTAs) that were developed for the Outreach Institutional Initiative (OII) as part of the 2006 strategic planning process at De Anza College. Although the strategic planning process identified four Institutional Initiatives (IIs) [Outreach, Individualized Attention to Student…

  16. Strategic Social Action Plan for MERCOSUR: Income transfer programs in the context of a neoliberal offensive

    Directory of Open Access Journals (Sweden)

    Rosilaine Coradini Guilherme

    2018-02-01

    Full Text Available This article analyzes the Strategic Social Action Plan for the Common Market of the South (MERCOSUR, based on its relationship with the Millennium Development Goals, which means articulating the reflection to the context of the neoliberal offensive in Latin America. Epistemologically the study is based on the dialectical-critical method, involving exploratory research, with a survey of documentary and bibliographic sources. This research revealed that the focus of the social agenda is the establishment of an exit door or the sustained emancipation of families, by means of individual training, based on the theory of human capital and neoliberal ideology. The scope of the study presupposes presenting the contents of the historic processes and the theoretical concepts that permeate the proposals contained in the Strategic Plan, to stimulate the debate about the issue.

  17. 2017 Laser Diagnostics in Combustion GRC/GRS

    Science.gov (United States)

    2017-10-06

    scientists and engineers . The goal of GRC was to bring together scientists and engineers with a strong interest in laser-based combustion diagnostics to...processes. The GRS, held the weekend before the GRC, was organized to bring together emerging leaders in the field at an early stage in their careers ...coupled multi-scale combustion processes. The GRC on Laser Diagnostics in Combustion was designed to bring together scientists and engineers working at

  18. Turbine Seal Research at NASA GRC

    Science.gov (United States)

    Proctor, Margaret P.; Steinetz, Bruce M.; Delgado, Irebert R.; Hendricks, Robert C.

    2011-01-01

    Low-leakage, long-life turbomachinery seals are important to both Space and Aeronautics Missions. (1) Increased payload capability (2) Decreased specific fuel consumption and emissions (3) Decreased direct operating costs. NASA GRC has a history of significant accomplishments and collaboration with industry and academia in seals research. NASA's unique, state-of-the-art High Temperature, High Speed Turbine Seal Test Facility is an asset to the U.S. Engine / Seal Community. Current focus is on developing experimentally validated compliant, non-contacting, high temperature seal designs, analysis, and design methodologies to enable commercialization.

  19. The impact of participation in strategic planning and action planning on management control effectiveness: An analysis of independent and joint effects

    OpenAIRE

    Bedford, David S.; Bednark, Piotr; Dossi, Andrea; Ditillo, Angelo; Gosselin, Maurice; Madsen, Dag Øivind

    2016-01-01

    This research paper examines the independent and joint effects of participation in strategic planning and action planning. There is extensive research about employee participation in both the fields of strategic planning and budgeting. However, there is a lack of research about the interaction between participation in strategic planning and budgeting. Drawing on the research on participation in decision-making processes, the hypothesis is that strategic planning and action plan...

  20. 2009 Archaea: Ecology, Metabolism & Molecular Biology GRC

    Energy Technology Data Exchange (ETDEWEB)

    Furlow, Julie Maupin- [Univ. of Florida, Gainesville, FL (United States)

    2009-07-26

    Archaea, one of three major evolutionary lineages of life, are a fascinating and diverse group of microbes with deep roots overlapping those of eukaryotes. The focus of the 'Archaea: Ecology Metabolism & Molecular Biology' GRC conference expands on a number of emerging topics highlighting new paradigms in archaeal metabolism, genome function and systems biology; information processing; evolution and the tree of life; the ecology and diversity of archaea and their viruses; and industrial applications. The strength of this conference lies in its ability to couple a field with a rich history in high quality research with new scientific findings in an atmosphere of stimulating exchange. This conference remains an excellent opportunity for younger scientists to interact with world experts in this field.

  1. Building the Strategic Action Plan of the Vietnam Atomic Energy Institute during 2014-2019

    International Nuclear Information System (INIS)

    Hoang Sy Than; Tran Chi Thanh; Nguyen Hao Quang; Nguyen Nhi Dien; Nguyen Viet Hung; Tran Ngoc Toan; Mai Dinh Trung

    2015-01-01

    In the Decisions by the Prime Minister in the Strategy on Peaceful Utilization of Atomic Energy up to 2020, Vietnam Atomic Energy Institute (VINATOM) was assigned as the Technical Support Organization of the nuclear power projects; and as a key role-player in the decision-making process and in building the national nuclear power infrastructure. Therefore, Building the Strategic Action Plan (SAP) is necessary when VINATOM in present is facing several challenges of varying importance. This report will show the SAP of VINATOM during 2014-2019. The goal of SAP is to develop VINATOM up to the regional advanced level in the field of atomic energy application, such as radiation application, nuclear power and train human resources. The plan of Organizational development, Implementation roadmap and Implementation Solutions of SAP is presented in this report. (author)

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

    DEFF Research Database (Denmark)

    Pechmann, Philipp

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

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

    International Nuclear Information System (INIS)

    2000-01-01

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

  4. Application of Chemistry in Materials Research at NASA GRC

    Science.gov (United States)

    Kavandi, Janet L.

    2016-01-01

    Overview of NASA GRC Materials Development. New materials enabled by new chemistries offering unique properties and chemical processing techniques. Durability of materials in harsh environments requires understanding and modeling of chemical interaction of materials with the environment.

  5. Strategic Actions and Strategy Changes in European Universities: Clues from Institutional Evaluation Reports of the European University Association

    Science.gov (United States)

    Uslu, Baris

    2018-01-01

    This research examined strategic actions in European universities through the institutional evaluation reports of the EUA. EUA reports for 21 universities from seven European countries were included in the data set. Qualitative inquiry was carried out and six sub-sections in the reports were used as established themes. The findings were then…

  6. A management approach that drives actions strategically: balanced scorecard in a mental health trust case study.

    Science.gov (United States)

    Schmidt, Stefan; Bateman, Ian; Breinlinger-O'Reilly, Jochen; Smith, Peter

    2006-01-01

    Achieving excellence is a current preoccupation in U.K. public health organisations. This article aims to use a case study to explain how a mental health trust delivers excellent performance using a balanced scorecard (BSC) management approach. Reports a project to implement a BSC approach in the South West Yorkshire Mental Health NHS Trust to achieve its "excellence" objectives. The authors were participants in the project. The design of the pilot project was informed theoretically by the work of Kaplan and Norton and practically by in-house discussions on a strategy to achieve excellence. Explains the process of building a BSC strategy step-by-step. Discusses how the vision and strategies of a mental health trust can be translated into tangible measures, which are the basis for actions that are driven strategically. There are many possibilities for a BSC management approach and this case study is specific to mental health trusts in the UK, although it is believed that the case has a universally applicable modus operandi. This article will help healthcare managers to evaluate the benefits of a BSC management approach. This article explains how actions can be structured in connection with a BSC management approach.

  7. Effectiveness of participatory adolescent strategic health action (PASHA for lifestyle modification among adolescents

    Directory of Open Access Journals (Sweden)

    Asha P Shetty

    2015-01-01

    Full Text Available Introduction: Lifestyle modification is one of the methods to promote healthy lifestyle among adolescents. In this study, the researcher planned to develop, implement and evaluate a need based Participatory Adolescent Strategic Health Action (PASHA for lifestyle modification among selected adolescents. Materials and Methods: An evaluative approach with Quasi experimental one group pretest post test design (time series was adopted. Sample constituted 103 adolescents, aged 12-17 years studying in high schools and pre university colleges of Udupi district selected based on convenient sampling. Data was gathered using reliable and valid tools. Results: The mean combined preventive health lifestyle score among all adolescents increased from 75.65-81.56. Similarly the number of adolescents with healthy lifestyle score also increased from 28.2-53.4% after practicing for 180 days. Analysis of all the components of lifestyle showed that the adolescents had adopted healthy lifestyle practices in all the components of lifestyle. The number of adolescents with combined health status score also showed an increase from 31.1-54.4% after implementing PASHA practice. Analysis of reported outcome among subjects indicated that PASHA was motivating to improve their lifestyle practices. Conclusion: PASHA was found to be effective in lifestyle modification of adolescents. It is reiterated that when lifestyle modification is to be done, a strategy to improve self directedness and self efficacy should be adopted.

  8. Using country of origin in strategy : the importance of context and strategic action

    NARCIS (Netherlands)

    Beverland, M.; Lindgreen, A.

    2002-01-01

    Although the idea has long been accepted that a nation's image is a factor in buying decisions, research on the effect of country of origin (COO) on consumers' evaluation of brands and on firms' strategic positioning is contradictory. The strategic use of COO would appear to be highly dependent on

  9. Strategic Decision-making,Action Planning,Flexible Creation:A Philosophic Thinking on Chinese City Development

    Institute of Scientific and Technical Information of China (English)

    2010-01-01

    Based on the rich experience in urban construction in China for decades,the author argues that urban planning is a process of flexible creation under the guidance of strategic decision-making and action planning and in accordance with local conditions in hope of creating better human settlements and a harmonious society at the same time.Efforts should be made to strengthen the general knowledge and universal truth on urban planning and transform them into public consensus.

  10. Constraining soil C cycling with strategic, adaptive action for data and model reporting

    Science.gov (United States)

    Harden, J. W.; Swanston, C.; Hugelius, G.

    2015-12-01

    Regional to global carbon assessments include a variety of models, data sets, and conceptual structures. This includes strategies for representing the role and capacity of soils to sequester, release, and store carbon. Traditionally, many soil carbon data sets emerged from agricultural missions focused on mapping and classifying soils to enhance and protect production of food and fiber. More recently, soil carbon assessments have allowed for more strategic measurement to address the functional and spatially explicit role that soils play in land-atmosphere carbon exchange. While soil data sets are increasingly inter-comparable and increasingly sampled to accommodate global assessments, soils remain poorly constrained or understood with regard to their role in spatio-temporal variations in carbon exchange. A more deliberate approach to rapid improvement in our understanding involves a community-based activity than embraces both a nimble data repository and a dynamic structure for prioritization. Data input and output can be transparent and retrievable as data-derived products, while also being subjected to rigorous queries for merging and harmonization into a searchable, comprehensive, transparent database. Meanwhile, adaptive action groups can prioritize data and modeling needs that emerge through workshops, meta-data analyses or model testing. Our continual renewal of priorities should address soil processes, mechanisms, and feedbacks that significantly influence global C budgets and/or significantly impact the needs and services of regional soil resources that are impacted by C management. In order to refine the International Soil Carbon Network, we welcome suggestions for such groups to be led on topics such as but not limited to manipulation experiments, extreme climate events, post-disaster C management, past climate-soil interactions, or water-soil-carbon linkages. We also welcome ideas for a business model that can foster and promote idea and data sharing.

  11. Strategic communications in oral health: influencing public and professional opinions and actions.

    Science.gov (United States)

    Edmunds, Margo; Fulwood, Charles

    2002-01-01

    In the spring of 2000, US Surgeon General Dr. David Satcher convened a meeting of national experts to recommend strategies to promote equity in children's oral health status and access to dental care. The meeting was planned by a diverse group of health professionals, researchers, educators, and national organizations and by several federal agencies, including the Centers for Disease Control and Prevention, the Center on Medicare and Medicaid Services, the Health Resources and Services Administration, and the National Institute of Dental and Craniofacial Research, National Institutes of Health. This paper was commissioned by the meeting planners to introduce basic principles of social marketing and strategic communications. Many participants were academic researchers, practicing pediatric dentists and pediatricians, dental educators, policy analysts, and industry representatives, and most had no previous experience with public education or communications campaigns. Other participants were communications professionals, journalists, and community organizers without previous experience in oral health care or financing issues. Thus, the paper also served to introduce and illustrate basic ideas about oral health and general health, racial and ethnic disparities in health, and access to care. Through their interactions, the participants developed a series of recommendations to increase public awareness, build public support, improve media coverage, improve care coordination, expand the workforce, and focus the attention of national, state, and local policymakers on legislative and financing initiatives to expand access to dental care. Future coalitions of health professionals working with the policy, research, advocacy, and business communities may find this paper useful in implementing the action steps identified by the Surgeon General's report, "Oral Health in America."

  12. Renewable Energy: Solar Fuels GRC and GRS

    Energy Technology Data Exchange (ETDEWEB)

    Lewis, Nathan [California Inst. of Technology (CalTech), Pasadena, CA (United States); Gray, Nancy Ryan [Gordon Research Conferences, West Kingston, RI (United States)

    2010-02-26

    sources from a carbon-neutral source. Sunlight is by far the most abundant global carbon-neutral energy resource. More solar energy strikes the surface of the earth in one hour than is obtained from all of the fossil fuels consumed globally in a year. Sunlight may be used to power the planet. However, it is intermittent, and therefore it must be converted to electricity or stored chemical fuel to be used on a large scale. The 'grand challenge' of using the sun as a future energy source faces daunting challenges - large expanses of fundamental science and technology await discovery. A viable solar energy conversion scheme must result in a 10-50 fold decrease in the cost-to-efficiency ratio for the production of stored fuels, and must be stable and robust for a 20-30 year period. To reduce the cost of installed solar energy conversion systems to $0.20/peak watt of solar radiation, a cost level that would make them economically attractive in today's energy market, will require revolutionary technologies. This GRC seeks to present a forum for the underlying science needed to permit future generations to use the sun as a renewable and sustainable primary energy source. Speakers will discuss recent advances in homoogeneous and heterogeneous catalysis of multi-electron transfer processes of importance to solar fuel production, such as water oxidation and reduction, and carbon dioxide reduction. Speakers will also discuss advances in scaleably manufacturable systems for the capture and conversion of sunlight into electrical charges that can be readily coupled into, and utilized for, fuel production in an integrated system.

  13. Innovation, Technology and Decision Making: A Perspective for Strategic Action in Firms

    Science.gov (United States)

    Mulenburg, Gerald M.

    2002-01-01

    Innovation, technology, and the making of decisions are tightly intertwined in what can generally be called, strategic decision making. Although true for all firms, it is especially true in innovative, high technology firms that operate in a turbulent, fast moving environment where strategic decisions must be made accurately and quickly to survive. This paper looks at some factors reported in the literature that affect how and why the strategic decision process is so important, especially in companies in fast-moving, competitive environments. The work of several prominent authors who looked critically at past theory and research, and the current state of knowledge and practice, provides a perspective of how firms make strategic decisions.

  14. Update on the NASA GRC Stirling Technology development project

    Science.gov (United States)

    Thieme, Lanny G.; Schreiber, Jeffrey G.

    2001-02-01

    The Department of Energy, NASA Glenn Research Center (GRC), and Stirling Technology Company (STC) are developing a free-piston Stirling convertor for a Stirling radioisotope power system (SRPS) to provide spacecraft on-board electric power for NASA deep space missions. The SRPS has recently been identified for potential use on the Europa Orbiter and Solar Probe Space Science missions. Stirling is also now being considered for unmanned Mars rovers. NASA GRC is conducting an in-house project to assist in developing the Stirling convertor for readiness for space qualification and mission implementation. As part of this continuing effort, the Stirling convertor will be further characterized under launch environment random vibration testing, methods to reduce convertor electromagnetic interference (EMI) will be developed, and an independent performance verification will be completed. Convertor life assessment and permanent magnet aging characterization tasks are also underway. Substitute organic materials for the linear alternator and piston bearing coatings for use in a high radiation environment have been identified and have now been incorporated in Stirling convertors built by STC for GRC. Electromagnetic and thermal finite element analyses for the alternator are also being conducted. This paper discusses the recent results and status for this NASA GRC in-house project. .

  15. Accomplishments in free-piston stirling tests at NASA GRC

    Science.gov (United States)

    Schreiber, Jeffrey G.; Skupinski, Robert C.

    2002-01-01

    A power system based on the Stirling Radioisotope Generator (SRG) has been identified for potential use on deep space missions, as well as for Mars rovers that may benefit from extended operation. The Department of Energy (DOE) has responsibility for developing the generator and the NASA Glenn Research Center (GRC) is supporting DOE in this effort. The generator is based on a free-piston Stirling power convertor that has been developed by the Stirling Technology Company (STC) under contract to DOE. The generator would be used as a high-efficiency alternative to the Radioisotope Thermoelectric Generators (RTGs) that have been used on many previous missions. The increased efficiency leads to a factor of 3 to 4 reduction in the inventory of plutonium required to heat the generator. GRC has been involved in the development of Stirling power conversion technology for over 25 years. The support provided to this project by GRC has many facets and draws upon the lab's scientists and engineers that have gained experience in applying their skills to the previous Stirling projects. This has created a staff with an understanding of the subtleties involved in applying their expertise to Stirling systems. Areas include materials, structures, tribology, controls, electromagnetic interference, permanent magnets, alternator analysis, structural dynamics, and cycle performance. One of the key areas of support to the project is in the performance testing of the free-piston Stirling convertors. Since these power convertors are the smallest, lowest power Stirling machines that have been tested at GRC, a new laboratory was equipped for this project. Procedures and test plans have been created, instrumentation and data systems developed, and Stirling convertors have been tested. This paper will describe the GRC test facility, the test procedures that are used, present some of the test results and outline plans for the future. .

  16. 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

    Scarce resources, especially in population health and public health practice, underlie the importance of strategic planning. Public health agencies' current planning and priority setting efforts are often narrow, at times opaque, and focused on single metrics such as cost-effectiveness. As demonstrated by SMART Vaccines, a decision support software system developed by the Institute of Medicine and the National Academy of Engineering, new approaches to strategic planning allow the formal incorporation of multiple stakeholder views and multicriteria decision making that surpass even those sophisticated cost-effectiveness analyses widely recommended and used for public health planning. Institutions of higher education can and should respond by building on modern strategic planning tools as they teach their students how to improve population health and public health practice. Strategic planning in population health and public health practice often uses single indicators of success or, when using multiple indicators, provides no mechanism for coherently combining the assessments. Cost-effectiveness analysis, the most complex strategic planning tool commonly applied in public health, uses only a single metric to evaluate programmatic choices, even though other factors often influence actual decisions. Our work employed a multicriteria systems analysis approach--specifically, multiattribute utility theory--to assist in strategic planning and priority setting in a particular area of health care (vaccines), thereby moving beyond the traditional cost-effectiveness analysis approach. (1) Multicriteria systems analysis provides more flexibility, transparency, and clarity in decision support for public health issues compared with cost-effectiveness analysis. (2) More sophisticated systems-level analyses will become increasingly important to public health as disease burdens increase and the resources to deal with them become scarcer. The teaching of strategic planning in public

  17. Recruiting and Retaining Effective Teachers for Urban Schools: Developing a Strategic Plan for Action.

    Science.gov (United States)

    Claycomb, Carla; Hawley, Willis D.

    This analysis discusses ways to address the persistent challenge of ensuring that students who attend urban schools are taught by highly effective teachers. It presents a four-point strategic plan that includes: (1) increase the quantity and quality of people entering and returning to teaching in urban districts (precollegiate recruitment, higher…

  18. Strategic Action in Nuclear Waste Disposal: Canada's Adaptive Phased Management Approach

    International Nuclear Information System (INIS)

    Durant, Darrin

    2006-01-01

    It has been noted that Sweden's SKB has shifted emphasis in its waste management approach, from an emphasis upon geological barriers to engineering barriers. This shift has been called strategic adaptation, though, with the appearance of responsiveness to external demands actually allowing the piloting of previously preferred options. This paper argues that a similar case of strategic adaptation has taken place in Canada, with the NWMO using dialogue with the public and an emphasis upon adaptability in order to pilot through decade-old technical preferences. Is dialogue a cure-all for participatory democracy advocates, and what implications does strategic adaptation have for discussions of the risk society? Nuclear waste disposal programs are now routinely confronting the question of whether to limit the notion of 'risk' to a quantitative discourse about biological and physical effects or allow the discussion to broaden to considerations of social perceptions of acceptability. While the effects of a limited discourse are well studied, this paper explores the other side of the coin, analyzing institutionalized discourse about radwaste management that has broadened to include social perceptions of acceptability. The case in question is Canada's Nuclear Waste Management Organization (NWMO). Despite its inclusive rhetoric, this paper suggests the NWMO's participatory discourse is in fact strategic adaptation: the construction of 'socially acceptable risk' co-opts social acceptance in the preservation of previously preferred technical and policy options. This alternative reading is consistent with trends in other nations, while posing difficult questions for risk society theorists. In both the Finnish and Swedish cases, Lidskog and Litmanen showed that relatively stable social definitions of the risk situation have been packaged differently as local circumstances demand. Strategic arguments have been used to defend and/or justify more basic social definitions. In a

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

    International Nuclear Information System (INIS)

    2001-03-01

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

  20. Aplicaciones del GRC en España y Argelia

    Directory of Open Access Journals (Sweden)

    Rodríguez Santiago, Jesús

    1986-09-01

    Full Text Available Not Available.Este artículo resume la experiencia obtenida en la utilización del mortero de cemento reforzado con fibra de vidrio (GRC en el campo de la construcción. Se describen en primer lugar las características del material y el proceso de fabricación en factoría de paneles de GRC. Se exponen a continuación algunas realizaciones llevadas a cabo con este material destacando, por su volumen y rapidez de ejecución, el conjunto de fachadas para edificios de viviendas, hospitales y centros escolares construidos en Argelia. También se comentan otras aplicaciones del GRC para la rehabilitación y decoración interior de edificios y para la construcción de elementos singulares. Finalmente, en el apartado de las conclusiones se menciona la necesidad de seguir investigando en el comportamiento a largo plazo de este material para poder aumentar su utilización en la construcción.

  1. Strategic Action in Nuclear Waste Disposal: Canada's Adaptive Phased Management Approach

    Energy Technology Data Exchange (ETDEWEB)

    Durant, Darrin [York Univ., Toronto (Canada). Program in Science and Technology Studies

    2006-09-15

    It has been noted that Sweden's SKB has shifted emphasis in its waste management approach, from an emphasis upon geological barriers to engineering barriers. This shift has been called strategic adaptation, though, with the appearance of responsiveness to external demands actually allowing the piloting of previously preferred options. This paper argues that a similar case of strategic adaptation has taken place in Canada, with the NWMO using dialogue with the public and an emphasis upon adaptability in order to pilot through decade-old technical preferences. Is dialogue a cure-all for participatory democracy advocates, and what implications does strategic adaptation have for discussions of the risk society? Nuclear waste disposal programs are now routinely confronting the question of whether to limit the notion of 'risk' to a quantitative discourse about biological and physical effects or allow the discussion to broaden to considerations of social perceptions of acceptability. While the effects of a limited discourse are well studied, this paper explores the other side of the coin, analyzing institutionalized discourse about radwaste management that has broadened to include social perceptions of acceptability. The case in question is Canada's Nuclear Waste Management Organization (NWMO). Despite its inclusive rhetoric, this paper suggests the NWMO's participatory discourse is in fact strategic adaptation: the construction of 'socially acceptable risk' co-opts social acceptance in the preservation of previously preferred technical and policy options. This alternative reading is consistent with trends in other nations, while posing difficult questions for risk society theorists. In both the Finnish and Swedish cases, Lidskog and Litmanen showed that relatively stable social definitions of the risk situation have been packaged differently as local circumstances demand. Strategic arguments have been used to defend and/or justify more

  2. Strategic Actions to Value, Conserve, and Restore the Natural Capital of Megadiversity Countries: The Case of Mexico.

    Science.gov (United States)

    Sarukhán, José; Urquiza-Haas, Tania; Koleff, Patricia; Carabias, Julia; Dirzo, Rodolfo; Ezcurra, Exequiel; Cerdeira-Estrada, Sergio; Soberón, Jorge

    2015-02-01

    Decisionmakers need updated, scientifically sound and relevant information to implement appropriate policy measures and make innovative commitments to halt biodiversity loss and improve human well-being. Here, we present a recent science-based synthesis on the biodiversity and ecosystem services of Mexico, intended to be a tool for policymakers. We describe the methodological approach used to undertake such an assessment and highlight the major findings. Organized into five volumes and originally written in Spanish (Capital Natural de México), it summarizes the available knowledge on the components, structure, and functioning of the biodiversity of Mexico; the threats and trajectories of anthropogenic impact, together with its conservation status; and the policies, institutions, and instruments available for its sustainable management. We stress the lessons learned that can be useful for similar exercises in other megadiverse developing countries and identify major gaps and strategic actions to conserve the natural capital in light of the challenges of the Anthropocene.

  3. Strategic Actions to Value, Conserve, and Restore the Natural Capital of Megadiversity Countries: The Case of Mexico

    Science.gov (United States)

    Sarukhán, José; Urquiza-Haas, Tania; Koleff, Patricia; Carabias, Julia; Dirzo, Rodolfo; Ezcurra, Exequiel; Cerdeira-Estrada, Sergio; Soberón, Jorge

    2014-01-01

    Decisionmakers need updated, scientifically sound and relevant information to implement appropriate policy measures and make innovative commitments to halt biodiversity loss and improve human well-being. Here, we present a recent science-based synthesis on the biodiversity and ecosystem services of Mexico, intended to be a tool for policymakers. We describe the methodological approach used to undertake such an assessment and highlight the major findings. Organized into five volumes and originally written in Spanish (Capital Natural de México), it summarizes the available knowledge on the components, structure, and functioning of the biodiversity of Mexico; the threats and trajectories of anthropogenic impact, together with its conservation status; and the policies, institutions, and instruments available for its sustainable management. We stress the lessons learned that can be useful for similar exercises in other megadiverse developing countries and identify major gaps and strategic actions to conserve the natural capital in light of the challenges of the Anthropocene. PMID:26955077

  4. Performative Actions in E-Adoption Processes: Strategic Efforts in a Local Government

    DEFF Research Database (Denmark)

    Hjelholt, Morten

    2015-01-01

    In this paper the concept of performative action is introduced to address how individuals can engage in IT adoption processes. The study investigates how local government employees adopt and localize ideas from a Danish National IT initiative called eDay3. Particularly the actions of a project...... and variance of the specific local government. Second, a feedback loop re-attaching the localized project to the national reform program in order to maintain and protect the newly formed local practices. The study concludes that individuals actively struggle for social positions in IT adoption processes...

  5. Campus Strategic Action in the "Fisher" Case: Organizational Stakeholder Advocacy across the Field of Higher Education

    Science.gov (United States)

    Barnhardt, Cassie L.; Young, Ryan L.; Sheets, Jessica K. E.; Phillips, Carson W.; Parker, Eugene T., III; Reyes, Kimberly

    2017-01-01

    Using a census sampling, this analysis evaluates the campus structures and practices that are predictive of a campus being affiliated with stakeholder legal advocacy regarding the Fisher Supreme Court affirmative action case of 2013. Findings reveal that a campus utilizing selective admissions operated as a sufficient, but not a necessary,…

  6. Collaborative Philippine-Canadian Action Cycles for Strategic International Coastal Ecohealth

    Science.gov (United States)

    Watts, Paul David; Pajaro, Marivic Gosamo

    2014-01-01

    Canadian-Philippine linkages on multi-year coastal Action Research and learning cycles are detailed within established participatory development strategies. Philippine sustainable development is further considered as a function of inter-jurisdictional considerations, and reflexive role shifts for academe. An organizational process is outlined to…

  7. Implementing Experiential Action Learning in International Management Education: The Global Business Strategic (GLOBUSTRAT) Consulting Program

    Science.gov (United States)

    Kamath, Shyam; Agrawal, Jagdish; Krickx, Guido

    2008-01-01

    This paper discusses the theoretical foundations and implementation challenges and outcomes of a unique "hands-on" global consulting program that is integrated into an international EMBA program for mid-career and senior American and European managers. It details the challenges for the integration of experiential action learning, double-loop…

  8. Strategic action or self-control? Adolescent information management and delinquency.

    Science.gov (United States)

    Grigoryeva, Maria S

    2018-05-01

    Recent scholarship has begun to challenge the prevailing view that children are passive recipients of parental socialization, including the common belief that parental disciplinary practices are central to explaining adolescent problem behaviors. This research shows that children exert a significant influence over parents via information management, or the degree to which children disclose information about their behavior to parents. Despite the incorporation of child information management into contemporary models of parenting, significant theoretical and empirical concerns cast doubt on its utility over classic parent-centered approaches. The current paper addresses these concerns and adjudicates between disparate definitions of adolescent information management in two ways. First, it provides a theoretically grounded definition of information management as agentic behavior. Second, it specifies a model that tests definitions of secret keeping as agentic against a non-agentic definition of secret keeping supplied by criminological theories of self-control. The model is estimated with three four-wave cross-lagged panel models, which disentangle the interrelationships between parenting, child concealment of information, and child problem behavior in a sample of high risk youth. The results offer support for a definition of concealment as strategic and self-regarding, and have implications for research on delinquency, parent-child interactions, and child agency. Copyright © 2018 Elsevier Inc. All rights reserved.

  9. Modification of General Research Corporation (GRC) Dynatup 8200 Drop Tower Rebounding Brake System

    Science.gov (United States)

    2016-08-01

    Rebounding Brake System by David Gray, Robert Kaste, and Bradley Lawrence Approved for public release; distribution is...Research Laboratory Modification of General Research Corporation (GRC) Dynatup 8200 Drop Tower Rebounding Brake System by David Gray and...Research Corporation (GRC) Dynatup 8200 Drop Tower Rebounding Brake System 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6

  10. Research on the Application of GRC Material in Exhibition Decoration Engineering

    Science.gov (United States)

    Cai, Yan

    2018-03-01

    Glass fiber reinforced cement (GRC) is a kind of new building material which is based on cement and take the alkali resistant glass fiber as reinforcing material. It is mainly used in building decoration project and it has many advantages like environmental protection, economical, practical modeling and others. This paper mainly studies the concrete application of GRC material in exhibition building decoration project.

  11. Severe Urban Outdoor Air Pollution and Children's Structural and Functional Brain Development, From Evidence to Precautionary Strategic Action.

    Science.gov (United States)

    D'Angiulli, Amedeo

    2018-01-01

    According to the latest estimates, about 2 billion children around the world are exposed to severe urban outdoor air pollution. Transdisciplinary, multi-method findings from epidemiology, developmental neuroscience, psychology, and pediatrics, show detrimental outcomes associated with pre- and postnatal exposure are found at all ages. Affected brain-related functions include perceptual and sensory information processing, intellectual and cognitive development, memory and executive functions, emotion and self-regulation, and academic achievement. Correspondingly, with the breakdown of natural barriers against entry and translocation of toxic particles in the brain, the most common structural changes are responses promoting neuroinflammation and indicating early neurodegenerative processes. In spite of the gaps in current scientific knowledge and the challenges posed by non-scientific issues that influence policy, the evidence invites the conclusion that urban outdoor air pollution is a serious threat to healthy brain development which may set the conditions for neurodegenerative diseases. Such evidence supports the perspective that urgent strategic precautionary actions, minimizing exposure and attenuating its effects, are needed to protect children and their brain development.

  12. Severe Urban Outdoor Air Pollution and Children’s Structural and Functional Brain Development, From Evidence to Precautionary Strategic Action

    Directory of Open Access Journals (Sweden)

    Amedeo D’Angiulli

    2018-04-01

    Full Text Available According to the latest estimates, about 2 billion children around the world are exposed to severe urban outdoor air pollution. Transdisciplinary, multi-method findings from epidemiology, developmental neuroscience, psychology, and pediatrics, show detrimental outcomes associated with pre- and postnatal exposure are found at all ages. Affected brain-related functions include perceptual and sensory information processing, intellectual and cognitive development, memory and executive functions, emotion and self-regulation, and academic achievement. Correspondingly, with the breakdown of natural barriers against entry and translocation of toxic particles in the brain, the most common structural changes are responses promoting neuroinflammation and indicating early neurodegenerative processes. In spite of the gaps in current scientific knowledge and the challenges posed by non-scientific issues that influence policy, the evidence invites the conclusion that urban outdoor air pollution is a serious threat to healthy brain development which may set the conditions for neurodegenerative diseases. Such evidence supports the perspective that urgent strategic precautionary actions, minimizing exposure and attenuating its effects, are needed to protect children and their brain development.

  13. Aplicaciones del cemento reforzado con fibra de vidrio (GRC

    Directory of Open Access Journals (Sweden)

    Barros Llerena, Ángel

    1981-12-01

    Full Text Available Not available.

    El presente artículo tiene como objeto dar a conocer la utilización de fibras de vidrio como refuerzo de los cementos. Se da una breve reseña histórica, se mencionan sus características y comportamiento. Además se presenta un caso práctico y reciente de utilización en la fabricación de elementos de fachada del Estadio «Santiago Bernabéu» del Real Madrid C. de F., y se completa con una relación de los actuales y futuros usos del G.R.C. (glass reinforced cement, denominación inglesa del material más comúnmente utilizado.

  14. Efforts to monitor Global progress on individual and community demand for immunization: Development of definitions and indicators for the Global Vaccine Action Plan Strategic Objective 2.

    Science.gov (United States)

    Hickler, Benjamin; MacDonald, Noni E; Senouci, Kamel; Schuh, Holly B

    2017-06-16

    The Second Strategic Objective of the Global Vaccine Action Plan, "individuals and communities understand the value of vaccines and demand immunization as both their right and responsibility", differs from the other five in that it does not focus on supply-side aspects of immunization programs but rather on public demand for vaccines and immunization services. This commentary summarizes the work (literature review, consultations with experts, and with potential users) and findings of the UNICEF/World Health Organization Strategic Objective 2 informal Working Group on Vaccine Demand, which developed a definition for demand and indicators related to Strategic Objective 2. Demand for vaccines and vaccination is a complex concept that is not external to supply systems but rather encompasses the interaction between human behaviors and system structure and dynamics. Copyright © 2017. Published by Elsevier Ltd.

  15. Advanced Manufacturing Technologies (AMT): Additive Manufactured Hot Fire Planning and Testing in GRC Cell 32

    Data.gov (United States)

    National Aeronautics and Space Administration — The objective of this project is to hot fire test an additively manufactured thrust chamber assembly TCA (injector and thrust chamber). GRC will install the...

  16. 'GRC1.5': Uptower Gearbox Testing to Investigate Bearing Axial Cracking

    Energy Technology Data Exchange (ETDEWEB)

    Keller, Jonathan; Vaes, David; McNiff, Brian

    2016-02-16

    This presentation focuses on the investigation of bearing axial cracking using the GRC1.5 uptower gearbox. Topics covered include the testing options considered, the project goal, and current and near-term activities.

  17. 2009 Cellulosomes, Cellulases & Other Carbohydrate Modifying Enzymes GRC

    Energy Technology Data Exchange (ETDEWEB)

    Gilbert, Harry [Univ. of Newcastle, Callaghan, NSW (Australia)

    2009-07-26

    your application/abstract to the GRC web site as soon as possible.

  18. Using information technology governance, risk management and compliance (GRC as a creator of business values – a case study

    Directory of Open Access Journals (Sweden)

    Sam Lubbe

    2011-08-01

    Full Text Available The relationship between Information Technology (IT Governance, Risk Management and Compliance (GRC and organisation business values continues to interest academics and practitioners (IT Governance Institute, 2003. Like governance, risk management and compliance generally, IT GRC is about the decision rights and accountabilities that encourage desirable behaviour in the use of IT (IT Governance Institute, 2003. A case study approach was used in an organisation with many business units. The organisation selected is a mining company, RioZim, situated in Zimbabwe. Data was collected from business units on IT issues and business values. The interviews centred on the IT GRC practices based on responsibility and authority for IT decision making. The results suggest that IT GRC does not adequately support business values. The study revealed that business values should drive IT GRC and IT GRC should be the responsibility of executives and all business units.

  19. 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.

  20. The Impact of Internal and External Resources, and Strategic Actions in Business Networks on Firm Performance in the Software Industry

    NARCIS (Netherlands)

    Anggraeni, E.

    2014-01-01

    Understanding the variance in firm performance has been an important topic in the strategic management literature. In the last two decades it has become particularly interesting as business networks increasingly have become an integrated part of a firm's environment. Besides the internal resources,

  1. Results of the Lunar Exploration Analysis Group (LEAG) Gap Review: Specific Action Team (SAT), Examination of Strategic Knowledge Gaps (SKGs) for Human Exploration of the Moon

    Science.gov (United States)

    Shearer, C. K.; Eppler, D.; Farrell, W.; Gruener, J.; Lawrence, S.; Pellis, N.; Spudis, P. D.; Stopar, J.; Zeigler, R.; Neal, C; hide

    2016-01-01

    The Lunar Exploration Analysis Group (LEAG) was tasked by the Human Exploration Operations Mission Directorate (HEOMD) to establish a Specific Action Team (SAT) to review lunar Strategic Knowledge Gaps (SKGs) within the context of new lunar data and some specific human mission scenarios. Within this review, the SAT was to identify the SKGs that have been fully or partially retired, identify new SKGs resulting from new data and observations, and review quantitative descriptions of measurements that are required to fill knowledge gaps, the fidelity of the measurements needed, and if relevant, provide examples of existing instruments or potential missions capable of filling the SKGs.

  2. 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...

  3. [Method for projecting indicators for the goals of the Strategic Action Plan for Tackling Chronic Non-Communicable Diseases in Brazil according to Capitals and the Federal District].

    Science.gov (United States)

    Bernal, Regina Tomie Ivata; Malta, Deborah Carvalho; Iser, Betine Pinto Moehlecke; Monteiro, Rosane Aparecida

    2016-01-01

    to present the indicators' projection method of the Strategic Action Plan for Tackling Chronic Non-Communicable Diseases (NCDs) in Brazilian State capitals and the Federal District, 2012-2022. simple linear regression model was used to calculate the indicators' projections with data from the Surveillance System of Risk and Protective Factors for Chronic Diseases by Telephone Survey (Vigitel). in most of the capitals, there was an increase in the prevalence of obesity (annual change: 0.36%;1.29%), overweight (annual change: 1.11%;2.00%), recommended (annual change: 1.45%;2.66%) and regular (annual change: 0.45%;1.46%) consumption of fruits and vegetables; smoking presented a decreasing trend (annual change: -1.34%;-0.20%); whereas physical inactivity, heavy drinking and mammography and Pap smears examinations were stable. most of the goals are possible; however, effective actions are necessary, especially for tackling overweight and heavy drinking.

  4. The Impact of Internal and External Resources, and Strategic Actions in Business Networks on Firm Performance in the Software Industry

    OpenAIRE

    Anggraeni, E.

    2014-01-01

    Understanding the variance in firm performance has been an important topic in the strategic management literature. In the last two decades it has become particularly interesting as business networks increasingly have become an integrated part of a firm's environment. Besides the internal resources, the less-controlled external resources in the firm’s business networks to affect its performance too. The uncertainty associated with the lower levels of control over external resources implies tha...

  5. The effect of silica fume and metakaolin on glass-fibre reinforced concrete (GRC ageing

    Directory of Open Access Journals (Sweden)

    Enfedaque Díaz, A.

    2010-12-01

    Full Text Available The deterioration of the mechanical properties of glassfibre reinforced concrete (GRC over time rules out the use of this material in load-bearing structures. While one possible solution to this problem is the addition of pozzolans or metakaolin to the cement mortar, the amounts needed to ensure GRC integrity raise its price to non-competitive levels. Experimental research has been conducted to analyze whether the addition of small amounts of silica fume or metakaolin can prevent or mitigate the ageing issue. Unfortunately, the findings indicate that the addition of small proportions of metakaolin or silica fume to GRC are ineffective in improving its long-term performance.

    Para el uso del mortero de cemento reforzado con fibras de vidrio (GRC en estructuras portantes se han de solucionar los problemas de reducción de las propiedades mecánicas que aparecen con el paso del tiempo. Estos problemas pueden ser solucionados mediante la adición de puzolanas o de metacaolín, a la pasta de mortero de cemento. Sin embargo, la cantidad de metacaolín que ha de ser añadida es elevada y el precio del GRC fabricado está fuera del mercado. Se ha realizado una campaña experimental que analiza si la adición de humo de sílice o de metacaolín en proporciones reducidas consigue evitar o paliar el problema del envejecimiento, que supone un freno al uso del GRC en elementos estructurales. Desgraciadamente, los resultados experimentales muestran que proporciones bajas de metacaolín o de humo de sílice no son efectivas para reducir el problema de pérdida de propiedades mecánicas.

  6. Wind Turbine Drivetrain Condition Monitoring During GRC Phase 1 and Phase 2 Testing

    Energy Technology Data Exchange (ETDEWEB)

    Sheng, S.; Link, H.; LaCava, W.; van Dam, J.; McNiff, B.; Veers, P.; Keller, J.; Butterfield, S.; Oyague, F.

    2011-10-01

    This report will present the wind turbine drivetrain condition monitoring (CM) research conducted under the phase 1 and phase 2 Gearbox Reliability Collaborative (GRC) tests. The rationale and approach for this drivetrain CM research, investigated CM systems, test configuration and results, and a discussion on challenges in wind turbine drivetrain CM and future research and development areas, will be presented.

  7. Workability of glass reinforced concrete (GRC) with granite and silica sand aggregates

    Science.gov (United States)

    Moceikis, R.; Kičaitė, A.; Keturakis, E.

    2017-10-01

    Glass fiber reinforced concrete (GRC) opens the door for lightweight and complex shaped innovative construction, adding architectural value to buildings. With panel thickness down to 15 mm, considerable amount of total loads and materials per square meter of facade can be saved, if compared to conventionally used 80 mm thickness outer layer in insulated precast concrete wall elements. Even though GRC is used for over 50 years in such countries as Great Britain, USA and Japan, there are very few examples and little research done in Eastern Europe with this building material. European Commission propagates sustainable design as commitment to energy efficiency, environmental stewardship and conservation. For this reason, GRC plays important role in mowing toward these goals. In this paper, GRC premix recipes including fine granite and silica sands, reinforced with 13mm length alkali resistant glass fibers are investigated. Two CEM I 52,5R cements with different particle sizes were used and severe water dissociation noticed in one of concrete mixes. Cement particle size distribution determined with laser diffraction particle analyser Cilas 1090LD. To determine modulus of rupture (M.O.R.) and limit of proportionality (L.O.P), plates thickness 15 and 20 mm were produced and tested for flexural resistance according to 4-point bending scheme. Concrete workability tests were made according EN 1170-1.

  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. Combined approach of grey relational analysis and analytic hierarchy process for ARCAL/IAEA strategic actions prioritization

    International Nuclear Information System (INIS)

    Silva, Pedro Maffia da; Martins, Eduardo Ferraz; Rondinelli Junior, Francisco; Garcia, Pauli Adriano de Almada

    2015-01-01

    The IAEA technical cooperation (TC) programme is the main mechanism through which the IAEA delivers technical services to its Member States. Through the programme, the IAEA helps Member States to build, strengthen and maintain capacities in the safe, peaceful and secure use of nuclear technology in support of sustainable socioeconomic development. The Regional Cooperation Agreement for the Promotion of Nuclear Science and Technology in Latin America and the Caribbean (ARCAL) is a TC agreement between most IAEA member states in the Latin America and the Caribbean region for technical and economic cooperation to promote the use of nuclear techniques for peace and development. The present study aims to propose a combined approach to prioritize the needs and problems of ARCAL region. To do that, this paper considers the concept of Grey Relational Analysis and Analytic Hierarchy Process for data treatment, standardization and ranking of those needs and problems. In other words, the proposition intend to reduce the biases that may be introduced along the stage of the needs and problems assessment in the regional strategic profile formulation. (author)

  10. Combined approach of grey relational analysis and analytic hierarchy process for ARCAL/IAEA strategic actions prioritization

    Energy Technology Data Exchange (ETDEWEB)

    Silva, Pedro Maffia da; Martins, Eduardo Ferraz; Rondinelli Junior, Francisco, E-mail: pmsilva@cnen.gov.br, E-mail: efmartins@cnen.gov.br, E-mail: rondinel@cnen.gov.br [Comissao Nacional de Energia Nuclear (CNEN), Rio de Janeiro, RJ (Brazil); Garcia, Pauli Adriano de Almada, E-mail: pauliadriano@id.uff.br [Universidade Federal Fluminense (UFF), Volta Redonda, RJ (Brazil)

    2015-07-01

    The IAEA technical cooperation (TC) programme is the main mechanism through which the IAEA delivers technical services to its Member States. Through the programme, the IAEA helps Member States to build, strengthen and maintain capacities in the safe, peaceful and secure use of nuclear technology in support of sustainable socioeconomic development. The Regional Cooperation Agreement for the Promotion of Nuclear Science and Technology in Latin America and the Caribbean (ARCAL) is a TC agreement between most IAEA member states in the Latin America and the Caribbean region for technical and economic cooperation to promote the use of nuclear techniques for peace and development. The present study aims to propose a combined approach to prioritize the needs and problems of ARCAL region. To do that, this paper considers the concept of Grey Relational Analysis and Analytic Hierarchy Process for data treatment, standardization and ranking of those needs and problems. In other words, the proposition intend to reduce the biases that may be introduced along the stage of the needs and problems assessment in the regional strategic profile formulation. (author)

  11. The Strategic Fitness Process: A Collaborative Action Research Method for Developing and Understanding Organizational Prototypes and Dynamic Capabilities

    Directory of Open Access Journals (Sweden)

    Michael Beer

    2013-04-01

    Full Text Available Organizations underperform and sometimes fail because their leaders are unable to learn the unvarnished truth from relevant stakeholders about how the design and behavior of the organization is misaligned with its goals and strategy. The Strategic Fitness Process (SFP was designed to enable leaders to overcome organizational silence about the misalignment with the environment and chosen strategy. By enabling an honest, organization-wide and public conversation, senior management teams, working collaboratively with scholar-consultants and organizational members, have access to valid data (the unvarnished truth, can conduct a valid diagnosis, and can develop a valid plan to change the structure, processes, and behavior of an organization while at the same time developing commitment that ensures execution. SFP is also a research method. By applying SFP iteratively to new and challenging situations, scholar-consultants can invent new organizational prototypes as well as learn if a standardized and institutionalized organizational learning process like SFP can enhance dynamic capabilities. The SFP model is illustrated with an application to Hewlett-Packard’s Santa Rosa Systems Division.

  12. 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...

  13. Actionable Knowledge and Strategic Decision Making for Bio- and Agroterrorism Threats: Building a Collaborative Early Warning Culture

    DEFF Research Database (Denmark)

    Mårtensson, Per-Åke; Hedström, Lars; Sundelius, Bengt

    2013-01-01

    who must work together with public and animal health organizations as well as environmental and social science organizations. This requires coordinated decision making among these organizations, based on actionable knowledge and information sharing. The risk of not sharing information among...... and the formation of a legal adviser network for decision making. In addition, a seminar on actionable knowledge was held in Stockholm, Sweden, in 2012, which identified the need to bring various agency cultures together to work on developing a resilient capability to identify early signs of bio- and agroterrorism...... organizations compared to the benefit of sharing information can be considered in an “information sharing risk-benefit analysis” to prevent a terrorism incident from occurring and to build a rapid response capability. In the EU project AniBioThreat, early warning is the main topic in work package 3 (WP 3...

  14. Science framework for conservation and restoration of the sagebrush biome: Linking the Department of the Interior’s Integrated Rangeland Fire Management Strategy to long-term strategic conservation actions

    Science.gov (United States)

    J.C. Chambers; J.L. Beck; J.B. Bradford; J. Bybee; S. Campbell; J. Carlson; T.J. Christiansen; K.J. Clause; G. Collins; M.R. Crist; J.B. Dinkins; K.E. Doherty; F. Edwards; S. Espinosa; K.A. Griffin; P. Griffin; J.R. Haas; S.E. Hanser; D.W. Havlina; K.F. Henke; J.D. Hennig; L.A. Joyce; F.M. Kilkenny; S.M. Kulpa; L.L. Kurth; J.D. Maestas; M. Manning; K.E. Mayer; B.A. Mealor; C. McCarthy; M. Pellant; M.A. Perea; K.L. Prentice; D.A. Pyke; L.A. Wiechman; A. Wuenschel

    2017-01-01

    The Science Framework is intended to link the Department of the Interior’s Integrated Rangeland Fire Management Strategy with long-term strategic conservation actions in the sagebrush biome. The Science Framework provides a multiscale approach for prioritizing areas for management and determining effective management strategies within the sagebrush biome. The emphasis...

  15. Industrial Energy Management Decision Making for Improved Energy Efficiency—Strategic System Perspectives and Situated Action in Combination

    Directory of Open Access Journals (Sweden)

    Patrik Thollander

    2015-06-01

    Full Text Available Improved industrial energy efficiency is a cornerstone in climate change mitigation. Research results suggest that there is still major untapped potential for improved industrial energy efficiency. The major model used to explain the discrepancy between optimal level of energy efficiency and the current level is the barrier model, e.g., different barriers to energy efficiency inhibit adoption of cost-effective measures. The measures outlined in research and policy action plans are almost exclusively technology-oriented, but great potential for energy efficiency improvements is also found in operational measures. Both technology and operational measures are combined in successful energy management practices. Most research in the field of energy management is grounded in engineering science, and theoretical models on how energy management in industry is carried out are scarce. One way to further develop and improve energy management, both theoretically as well as practically, is to explore how a socio-technical perspective can contribute to this understanding. In this article we will further elaborate this potential of cross-pollinating these fields. The aim of this paper is to relate energy management to two theoretical models, situated action and transaction analysis. We conclude that the current model for energy management systems, the input-output model, is insufficient for understanding in-house industrial energy management practices. By the incorporation of situated action and transaction analysis to the currently used input-output model, an enhanced understanding of the complexity of energy management is gained. It is not possible to find a single energy management solution suitable for any industrial company, but rather the idea is to find a reflexive model that can be adjusted from time to time. An idea for such a reflexive model would contain the structural elements from energy management models with consideration for decisions being

  16. Fraud in Rights and Contracts: A Review of Bankruptcy Case of Livent Inc. Based on Governance, Risk, and Compliance (GRC Framework

    Directory of Open Access Journals (Sweden)

    Samuel Anindyo Widhoyoko

    2017-05-01

    Full Text Available This research discussed the accounting scandal in the perspective of governance, risk, and compliance using Governance, Risk, and Compliance (GRC framework. Unlike other fraud’s framework, GRC framework combinedthree different aspects of business sustainability of reporting. The purpose of the research was to highlight early business fraud that usually initiated by the company in boosting up the revenue during the Initial public offering(IPO processes. When other research discussed the business’ fraud schemes through the document alteration, this research focused on a case showing how a business could make the wrong statement to the investors through real and lawful future contracts with unqualified audit opinion. Structurally, this research was done through the action research method in pointing out all the directors’ failures in their function to hold the fiduciary duty to exercise their responsibility. Based on the analysis with the accordance with the framework used, it is highlighted that directors in the aspect of (1 governance decisive, they fail to set proportional target, provide ethical value, and react positively to maintain the company sustainability; (2 compliance submissive, they do not submit the accounting standards through undisclosed third-party agreement, misrepresentation of revenue recognition, and mistreatment of expense omission; (3 risk preventive, they fail to assess the risk occurs from legal aspect of conflict of interest, long-term contractual and engagement risks, and insufficient future cash flow.

  17. Ultrasonic characterization of GRC with high percentage of fly ash substitution.

    Science.gov (United States)

    Genovés, V; Gosálbez, J; Miralles, R; Bonilla, M; Payá, J

    2015-07-01

    New applications of non-destructive techniques (NDT) with ultrasonic tests (attenuation and velocity by means of ultrasonic frequency sweeps) have been developed for the characterization of fibre-reinforced cementitious composites. According to new lines of research on glass-fibre reinforced cement (GRC) matrix modification, two similar GRC composites with high percentages of fly ash and different water/binder ratios will be studied. Conventional techniques have been used to confirm their low Ca(OH)(2) content (thermogravimetry), fibre integrity (Scanning Electron Microscopy), low porosity (Mercury Intrusion Porosimetry) and good mechanical properties (compression and four points bending test). Ultrasound frequency sweeps allowed the estimation of the attenuation and pulse velocity as functions of frequency. This ultrasonic characterization was correlated successfully with conventional techniques. Copyright © 2015 Elsevier B.V. All rights reserved.

  18. GRC: Composite material from an inorganic matrix reinforced with AR glass fibres

    Directory of Open Access Journals (Sweden)

    Comino Almenara, P. I.

    1996-06-01

    Full Text Available This article describes the historical background of Cem-FIL. Alkali Resistant Glass Fibre, as well as the composite characteristics of the element they generate: GRC. The most important advantages and properties of this type of Composite Material are also detailed.

    En este artículo se detallan cuáles son las bases históricas de las Fibras de Vidrio Álcali-Resistentes Cem-FIL así como las características del elemento compuesto que ellas generan: GRC. En este documento también se pueden encontrar indicaciones sobre las principales ventajas y propiedades de este tipo de Material Compuesto.

  19. Who will attack the competitors? How political parties resolve strategic and collective action dilemmas in negative campaigning.

    Science.gov (United States)

    Dolezal, Martin; Ennser-Jedenastik, Laurenz; Müller, Wolfgang C

    2017-11-01

    Negative campaigning presents parties with a collective action problem. While parties would prefer to have their competitors attacked, potential backlash effects from negative messages mean that individual politicians typically lack the incentives to carry out such attacks. We theorize that parties solve this problem by implementing a division of labour that takes into account the incentives of individual office holders, their availability for campaign activity, and media relevance. Drawing on these arguments we expect that holders of high public office and party leaders are less likely to issue attacks, leaving the bulk of the 'dirty work' to be carried out by party floor leaders and general secretaries. Examining almost 8000 press releases issued by over 600 individual politicians during four election campaigns in Austria, we find strong support for our theoretical expectations.

  20. Actionable knowledge and strategic decision making for bio- and agroterrorism threats: building a collaborative early warning culture.

    Science.gov (United States)

    Mårtensson, Per-Åke; Hedström, Lars; Sundelius, Bengt; Skiby, Jeffrey E; Elbers, Armin; Knutsson, Rickard

    2013-09-01

    Current trends in biosecurity and cybersecurity include (1) the wide availability of technology and specialized knowledge that previously were available only to governments; (2) the global economic recession, which may increase the spread of radical non-state actors; and (3) recent US and EU commission reports that reflect concerns about non-state actors in asymmetric threats. The intersectoral and international nature of bioterrorism and agroterrorism threats requires collaboration across several sectors including intelligence, police, forensics, customs, and other law enforcement organizations who must work together with public and animal health organizations as well as environmental and social science organizations. This requires coordinated decision making among these organizations, based on actionable knowledge and information sharing. The risk of not sharing information among organizations compared to the benefit of sharing information can be considered in an "information sharing risk-benefit analysis" to prevent a terrorism incident from occurring and to build a rapid response capability. In the EU project AniBioThreat, early warning is the main topic in work package 3 (WP 3). A strategy has been generated based on an iterative approach to bring law enforcement agencies and human and animal health institutes together. Workshops and exercises have taken place during the first half of the project, and spin-off activities include new preparedness plans for institutes and the formation of a legal adviser network for decision making. In addition, a seminar on actionable knowledge was held in Stockholm, Sweden, in 2012, which identified the need to bring various agency cultures together to work on developing a resilient capability to identify early signs of bio- and agroterrorism threats. The seminar concluded that there are a number of challenges in building a collaborative culture, including developing an education program that supports collaboration and shared

  1. 2014 Overview of NASA GRC Electrochemical Power and Energy Storage Technology

    Science.gov (United States)

    Reid, Concha M.

    2014-01-01

    Overview presentation to the IAPG Chemical Working Group meeting, discussing current electrochemical power and energy storage R and D at NASA GRC including missions, demonstrations, and reserch projects. Activities such as ISS Lithium-Ion Battery Replacements, the Advanced Exploration Systems Modular Power Systems project, Enabling Electric Aviation with Ultra-High Energy Litium Metal Batteries, Advanced Space Power Systems project, and SBIR STTR work, will be discussed.

  2. Advanced Manufacturing Technologies (AMT): Additive Manufactured Hot Fire Planning and Testing in GRC Cell 32 Project

    Science.gov (United States)

    Fikes, John C.

    2014-01-01

    The objective of this project is to hot fire test an additively manufactured thrust chamber assembly TCA (injector and thrust chamber). GRC will install the additively manufactured Inconel 625 injector, two additively manufactured (SLM) water cooled Cu-Cr thrust chamber barrels and one additively manufactured (SLM) water cooled Cu-Cr thrust chamber nozzle on the test stand in Cell 32 and perform hot fire testing of the integrated TCA.

  3. 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....

  4. MAVEN Information Security Governance, Risk Management, and Compliance (GRC): Lessons Learned

    Science.gov (United States)

    Takamura, Eduardo; Gomez-Rosa, Carlos A.; Mangum, Kevin; Wasiak, Fran

    2014-01-01

    As the first interplanetary mission managed by the NASA Goddard Space Flight Center, the Mars Atmosphere and Volatile EvolutioN (MAVEN) had three IT security goals for its ground system: COMPLIANCE, (IT) RISK REDUCTION, and COST REDUCTION. In a multiorganizational environment in which government, industry and academia work together in support of the ground system and mission operations, information security governance, risk management, and compliance (GRC) becomes a challenge as each component of the ground system has and follows its own set of IT security requirements. These requirements are not necessarily the same or even similar to each other's, making the auditing of the ground system security a challenging feat. A combination of standards-based information security management based on the National Institute of Standards and Technology (NIST) Risk Management Framework (RMF), due diligence by the Mission's leadership, and effective collaboration among all elements of the ground system enabled MAVEN to successfully meet NASA's requirements for IT security, and therefore meet Federal Information Security Management Act (FISMA) mandate on the Agency. Throughout the implementation of GRC on MAVEN during the early stages of the mission development, the Project faced many challenges some of which have been identified in this paper. The purpose of this paper is to document these challenges, and provide a brief analysis of the lessons MAVEN learned. The historical information documented herein, derived from an internal pre-launch lessons learned analysis, can be used by current and future missions and organizations implementing and auditing GRC.

  5. Integrating spatial support tools into strategic planning-SEA of the GMS North-South Economic Corridor Strategy and Action Plan

    International Nuclear Information System (INIS)

    Ramachandran, Pavit; Linde, Lothar

    2011-01-01

    The GMS countries, supported by the Asian Development Bank, have adopted a holistic, multidimensional approach to strengthen infrastructural linkages and facilitate cross border trade through (i) the establishment of a trans-boundary road connecting two economic nodes across marginalised areas, followed by 2) facilitation of environmentally and socially sound investments in these newly connected areas as a means to develop livelihoods. The North-South Economic Corridor is currently in its second phase of development, with investment opportunities to be laid out in the NSEC Strategy and Action Plan (SAP). It targets the ecologically and culturally sensitive border area between PR China's Yunnan Province, Northern Lao PDR, and Thailand. A trans-boundary, cross-sectoral Strategic Environmental Assessment was conducted to support the respective governments in assessing potential environmental and social impacts, developing alternatives and mitigation options, and feeding the findings back into the SAP writing process. Given the spatial dimension of corridor development-both with regard to opportunities and risks-particular emphasis was put in the application of spatial modelling tools to help geographically locate and quantify impacts as a means to guide interventions and set priorities.

  6. Strategic Actions for Increasing the Submission of Digital Cadastral Data by the Surveying Industry Based on Lessons Learned from Victoria, Australia

    Directory of Open Access Journals (Sweden)

    Hamed Olfat

    2018-02-01

    Full Text Available ePlan, as a digital cadastral data initiative, is a collaborative program between the land authorities and the surveying industry which aims to replace paper and PDF cadastral plans and surveys with digital data. ePlan is currently operational in Australia, New Zealand and Singapore. ePlan was introduced in the State of Victoria in 2011 and has been operational in this jurisdiction for 2D plans since 2013. On average, one ePlan application is currently submitted to a digital plan lodgment portal every two weeks. The low uptake of ePlan is caused by several technical and non-technical challenges. This paper provides an overview of cadastral information transitioning from paper to digital in Victoria. The research methodology to identify the challenges in Victoria for the adoption of ePlan is then described. This is followed by a discussion on the identified challenges. The paper then proposes a generic framework of strategic actions to increase the uptake of digital cadastral data based on the lessons learned from Victoria. The initiatives suggested by this framework to address the ePlan challenges in Victoria and increase its uptake are also introduced. The paper concludes with a direction for future research.

  7. 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.

  8. 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...

  9. 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...

  10. Overview of Multi-kilowatt Free-Piston Stirling Power Conversion Research at GRC

    Science.gov (United States)

    Geng, Steven M.; Mason, Lee S.; Dyson, Rodger W.; Penswick, L. Barry

    2008-01-01

    As a step towards development of Stirling power conversion for potential use in Fission Surface Power (FSP) systems, a pair of commercially available 1 kW class free-piston Stirling convertors and a pair of commercially available pressure wave generators (which will be plumbed together to create a high power Stirling linear alternator test rig) have been procured for in-house testing at Glenn Research Center. Delivery of both the Stirling convertors and the linear alternator test rig is expected by October, 2007. The 1 kW class free-piston Stirling convertors will be tested at GRC to map and verify performance. The convertors will later be modified to operate with a NaK liquid metal pumped loop for thermal energy input. The high power linear alternator test rig will be used to map and verify high power Stirling linear alternator performance and to develop power management and distribution (PMAD) methods and techniques. This paper provides an overview of the multi-kilowatt free-piston Stirling power conversion work being performed at GRC.

  11. Overview of Multi-Kilowatt Free-Piston Stirling Power Conversion Research at GRC

    Science.gov (United States)

    Geng, Steven M.; Mason, Lee S.; Dyson, Rodger W.; Penswick, L. Barry

    2008-01-01

    As a step towards development of Stirling power conversion for potential use in Fission Surface Power (FSP) systems, a pair of commercially available 1 kW class free-piston Stirling convertors and a pair of commercially available pressure wave generators (which will be plumbed together to create a high power Stirling linear alternator test rig) have been procured for in-house testing at Glenn Research Center. Delivery of both the Stirling convertors and the linear alternator test rig is expected by October, 2007. The 1 kW class free-piston Stirling convertors will be tested at GRC to map and verify performance. The convertors will later be modified to operate with a NaK liquid metal pumped loop for thermal energy input. The high power linear alternator test rig will be used to map and verify high power Stirling linear alternator performance and to develop power management and distribution (PMAD) methods and techniques. This paper provides an overview of the multi-kilowatt free-piston Stirling power conversion work being performed at GRC.

  12. Reconfiguration of NASA GRC's Vacuum Facility 6 for Testing of Advanced Electric Propulsion System (AEPS) Hardware

    Science.gov (United States)

    Peterson, Peter Y.; Kamhawi, Hani; Huang, Wensheng; Yim, John T.; Haag, Thomas W.; Mackey, Jonathan A.; McVetta, Michael S.; Sorrelle, Luke T.; Tomsik, Thomas M.; Gilligan, Ryan P.; hide

    2018-01-01

    The NASA Hall Effect Rocket with Magnetic Shielding (HERMeS) 12.5 kW Hall thruster has been the subject of extensive technology maturation in preparation for development into a flight propulsion system. The HERMeS thruster is being developed and tested at NASA GRC and NASA JPL through support of the Space Technology Mission Directorate (STMD) and is intended to be used as the electric propulsion system on the Power and Propulsion Element (PPE) of the recently announced Deep Space Gateway (DSG). The Advanced Electric Propulsion System (AEPS) contract was awarded to Aerojet-Rocketdyne to develop the HERMeS system into a flight system for use by NASA. To address the hardware test needs of the AEPS project, NASA GRC launched an effort to reconfigure Vacuum Facility 6 (VF-6) for high-power electric propulsion testing including upgrades and reconfigurations necessary to conduct performance, plasma plume, and system level integration testing. Results of the verification and validation testing with HERMeS Technology Demonstration Unit (TDU)-1 and TDU-3 Hall thrusters are also included.

  13. Transient receptor potential ankyrin 1 receptor activation in vitro and in vivo by pro-tussive agents: GRC 17536 as a promising anti-tussive therapeutic.

    Directory of Open Access Journals (Sweden)

    Indranil Mukhopadhyay

    Full Text Available Cough is a protective reflex action that helps clear the respiratory tract which is continuously exposed to airborne environmental irritants. However, chronic cough presents itself as a disease in its own right and despite its global occurrence; the molecular mechanisms responsible for cough are not completely understood. Transient receptor potential ankyrin1 (TRPA1 is robustly expressed in the neuronal as well as non-neuronal cells of the respiratory tract and is a sensor of a wide range of environmental irritants. It is fast getting acceptance as a key biological sensor of a variety of pro-tussive agents often implicated in miscellaneous chronic cough conditions. In the present study, we demonstrate in vitro direct functional activation of TRPA1 receptor by citric acid which is routinely used to evoke cough in preclinical and clinical studies. We also show for the first time that a potent and selective TRPA1 antagonist GRC 17536 inhibits citric acid induced cellular Ca(+2 influx in TRPA1 expressing cells and the citric acid induced cough response in guinea pigs. Hence our data provides a mechanistic link between TRPA1 receptor activation in vitro and cough response induced in vivo by citric acid. Furthermore, we also show evidence for TRPA1 activation in vitro by the TLR4, TLR7 and TLR8 ligands which are implicated in bacterial/respiratory virus pathogenesis often resulting in chronic cough. In conclusion, this study highlights the potential utility of TRPA1 antagonist such as GRC 17536 in the treatment of miscellaneous chronic cough conditions arising due to diverse causes but commonly driven via TRPA1.

  14. The individual and societal burden of chronic pain in Europe: the case for strategic prioritisation and action to improve knowledge and availability of appropriate care.

    Science.gov (United States)

    Breivik, Harald; Eisenberg, Elon; O'Brien, Tony

    2013-12-24

    programmes support these aims. Strategic prioritization and co-ordinated actions are required nationally and internationally to address the unacceptable and unnecessary burden of uncontrolled chronic pain that plagues European communities and economies. An appreciation of the 'return on investment' in pain management services will require policymakers to adopt a long-term, cross-budgetary approach.

  15. 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....

  16. 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.

  17. Kentucky's highway incident management strategic plan.

    Science.gov (United States)

    2005-06-01

    Kentucky s Highway Incident Management Strategic Plan consists of a mission statement, 4 goals, 16 objectives, and 49 action strategies. The action strategies are arranged by priority and recommended time frame for implementation. When implemented...

  18. 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....

  19. 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...

  20. 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...

  1. 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.

  2. Strategic Supply

    National Research Council Canada - National Science Library

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

    2006-01-01

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

  3. 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...

  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. Dynamic Strategic Information Transmission

    OpenAIRE

    Mikhail Golosov; Vasiliki Skreta; Aleh Tsyvinski; Andrea Wilson

    2011-01-01

    This paper studies strategic information transmission in a dynamic environment where, each period, a privately informed expert sends a message and a decision maker takes an action. Our main result is that, in contrast to a static environment, full information revelation is possible. The gradual revelation of information and the eventual full revelation is supported by the dynamic rewards and punishments. The construction of a fully revealing equilibrium relies on two key features. The first f...

  6. STAGES OF A STRATEGIC MANAGEMENT MODEL

    OpenAIRE

    Mihaela – Lavinia CIOBANICA

    2014-01-01

    In the literature dedicated to strategic management there is no unitary vision of the authors regarding the sequence of actions that give content to the respective process and what their stages are. With all existing differences, the visions of different authors nevertheless observe the unitary logic of developing a series of actions. These actions begin with the competitive environment analysis in which the organization operates and with the establishment of its strategic mission and th...

  7. 77 FR 25706 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

    Science.gov (United States)

    2012-05-01

    ... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory Committee closed meeting.... [[Page 25707

  8. 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...

  9. An electrochemical study of the flow rate effect on the oxide film of SA106 Gr.C piping

    International Nuclear Information System (INIS)

    Hong, S. M.; Kim, J. H.; Kim, I. S.

    2002-01-01

    Effect of water flow rate on the oxide film of SA106 Gr.C piping was evaluated quantitatively through electrochemical method. It was carried out with weight change experiments, polarization tests, and EIS tests with rig that simulates water flow. Without water flow, the oxide film is so stable that it effectively blocks current exchange. With water flow, the oxide film was damaged and electrochemical current density and oxide film properties, C dl and R p were significantly changed

  10. Leak before break evaluation for main steam piping system made of SA106 Gr.C

    Energy Technology Data Exchange (ETDEWEB)

    Yang, Kyoung Mo; Jee, Kye Kwang; Pyo, Chang Ryul; Ra, In Sik [Korea Power Engineering Company, Seoul (Korea, Republic of)

    1997-04-01

    The basis of the leak before break (LBB) concept is to demonstrate that piping will leak significantly before a double ended guillotine break (DEGB) occurs. This is demonstrated by quantifying and evaluating the leak process and prescribing safe shutdown of the plant on the basis of the monitored leak rate. The application of LBB for power plant design has reduced plant cost while improving plant integrity. Several evaluations employing LBB analysis on system piping based on DEGB design have been completed. However, the application of LBB on main steam (MS) piping, which is LBB applicable piping, has not been performed due to several uncertainties associated with occurrence of steam hammer and dynamic strain aging (DSA). The objective of this paper is to demonstrate the applicability of the LBB design concept to main steam lines manufactured with SA106 Gr.C carbon steel. Based on the material properties, including fracture toughness and tensile properties obtained from the comprehensive material tests for base and weld metals, a parametric study was performed as described in this paper. The PICEP code was used to determine leak size crack (LSC) and the FLET code was used to perform the stability assessment of MS piping. The effects of material properties obtained from tests were evaluated to determine the LBB applicability for the MS piping. It can be shown from this parametric study that the MS piping has a high possibility of design using LBB analysis.

  11. 75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan

    Science.gov (United States)

    2010-03-01

    ... completed a strategic planning process resulting in the development of the ODS Strategic Plan for 2010-2014, entitled Strengthening Knowledge and Understanding of Dietary Supplements. The strategic plan is available... Supplements (ODS) 2010-2014 Strategic Plan ACTION: Notice of availability of the ODS Strategic Plan for 2010...

  12. Effect of environment on the propagation of electromagnetic waves in GRC 408E digital radiorelay devices

    Directory of Open Access Journals (Sweden)

    Vojkan M. Radonjić

    2011-01-01

    Full Text Available Quality transmission of digital signals from a transmitting radio-relay device to a receiving one depends on the impact of environmental effects on the propagation of electromagnetic waves. In this paper some of the most important effects are explained and modeled, especially those characteristic for the frequency range within which the GRC 408E operates. The modeling resulted in the conclusions about the quality of transmission of digital signals in the GRC 408E radio-relay equipment. Propagation of electromagnetic waves A radio-relay link is achieved by direct electromagnetic waves, provided there is a line of sight between the transmitting and receiving antenna of a radio-relay device. Electromagnetic waves on the road are exposed to various environmental influences causing phenomena such as bending, reflection, refraction, absorption and multiple propagation. Due to these environmental effects, the quality of information transmission is not satisfactory and a radio-relay link is not reliable. The approach to the analysis of the quality of links in digital radiorelay devices is different from the one in analog radio-relay devices. Therefore, the quality is seen through errors in the received bit ( BER , the propagation conditions are taken into account, a reservation for the fading is determined by other means, etc.. Phenomena which accompany the propagation of electromagnetic waves in digital radio-relay links The propagation of direct EM waves is followed by the following phenomena: - attenuation due to propagation, - diffraction (changing table, - refraction (refraction, - reflection (refusing, - absorption (absorption and - multiple wave propagation. Each of these has a negative effect on the quality of the received signal at the receiving antenna of the radio-relay device. Attenuation due to propagation of electromagnetic waves The main parameter for evaluating the quality of radio-relay links is the level of the field at the reception

  13. Strategic Staffing

    Science.gov (United States)

    Clark, Ann B.

    2012-01-01

    Business and industry leaders do not flinch at the idea of placing top talent in struggling departments and divisions. This is not always the case in public education. The Charlotte-Mecklenburg Schools made a bold statement to its community in its strategic plan by identifying two key reform levers--(1) an effective principal leading each school;…

  14. Strategic Equilibrium

    NARCIS (Netherlands)

    van Damme, E.E.C.

    2000-01-01

    An outcome in a noncooperative game is said to be self-enforcing, or a strategic equilibrium, if, whenever it is recommended to the players, no player has an incentive to deviate from it.This paper gives an overview of the concepts that have been proposed as formalizations of this requirement and of

  15. 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.

  16. Naval Medical Research and Development Strategic Plan

    Science.gov (United States)

    2008-03-01

    the strategic planning program for action. The pros and cons of the current NMR&D organization structure, management support funding, and officer...Distribution List D-4 Naval Medical Research and Development Strategic Plan March 2008 SWE Naval Surface Warfare Enterprise SWOT Strengths

  17. 2008 GRC Iron Sulfur Enzymes-Conference to be held June 8-13, 2008

    Energy Technology Data Exchange (ETDEWEB)

    Cramer, Stephen [Univ. of California, Davis, CA (United States); Gray, Nancy Ryan [Gordon Research Conferences, West Kingston, RI (United States)

    2009-01-01

    Iron-sulfur proteins are among the most common and ancient enzymes and electron-transfer agents in nature. They play key roles in photosynthesis, respiration, and the metabolism of small molecules such as H2, CO, and N2. The Iron Sulfur Enzyme Gordon Research Conference evolved from an earlier GRC on Nitrogen Fixation that began in 1994. The scope of the current meeting has broadened to include all enzymes or metalloproteins in which Fe-S bonds play a key role. This year's meeting will focus on the biosynthesis of Fe-S clusters, as well as the structure and mechanism of key Fe-S enzymes such as hydrogenase, nitrogenase and its homologues, radical SAM enzymes, and aconitase-related enzymes. Recent progress on the role of Fe-S enzymes in health, disease, DNA/RNA-processing, and alternative bio-energy systems will also be highlighted. This conference will assemble a broad, diverse, and international group of biologists and chemists who are investigating fundamental issues related to Fe-S enzymes, on atomic, molecular, organism, and environmental scales. The topics to be addressed will include: Biosynthesis & Genomics of Fe-S Enzymes; Fundamental Fe-S Chemistry; Hydrogen and Fe-S Enzymes; Nitrogenase & Homologous Fe-S Enzymes; Fe-S Enzymes in Health & Disease; Radical SAM and Aconitase-Related Fe-S Enzymes; Fe-S Enzymes and Synthetic Analogues in BioEnergy; and Fe-S Enzymes in Geochemistry and the Origin of Life.

  18. Medição e pré-controle do desempenho de um plano de ações estratégicas em manufatura Performance measurement and precontrol of a strategic manufacturing action plan

    Directory of Open Access Journals (Sweden)

    Miguel Afonso Sellitto

    2005-12-01

    Full Text Available O objetivo deste trabalho é apresentar um método para a medição e o pré-controle de um plano de ações estratégicas em manufatura. Uma premissa de pesquisa é que o método possa modificar as medições com a mesma rapidez com que o ambiente competitivo se modifica, permitindo que a execução do plano estratégico se mantenha alinhada com os objetivos estratégicos de manufatura. Para testar e refinar o método, foi desenvolvido um estudo de caso em uma manufatura de ferramentas mecânicas. Foi recuperada a estratégia incremental de manufatura, composta por seis objetivos e um plano formado por quinze cursos de ação, e aplicado um método multicriterial para a definição de indicadores e de sua importância relativa. Partindo do desempenho atual medido pelos indicadores, o método mensura o potencial de cada ação em contribuir para o atingimento dos objetivos. Segue-se uma avaliação das lacunas entre o objetivo de desempenho, o desempenho atual e o desempenho esperado das ações. Avalia-se finalmente, em função dos potenciais de melhoria de desempenho de cada ação e das restrições de investimento, a priorização das ações. Resultam possibilidades de alterações na estratégia, que aumentam o valor pré-alimentado de desempenho, caracterizando a ação de pré-controle da estratégia. Uma parte dos resultados foi discutida, chegando-se a alternativas de continuidade.This paper discusses a methodology to measure and precontrol the performance of a strategic manufacturing action plan. A research premise is that the methodology can change measurements as rapidly as modifications in the competitive environment occur, thus keeping the strategy aligned with strategic manufacturing goals. A case study was conducted at a mechanical tools manufacturer to test and refine the method. The company's incremental manufacturing strategy, consisting of six goals and fifteen courses of action, was revamped and a multicriterial approach

  19. Strategic Supply

    Science.gov (United States)

    2006-01-01

    leaders as Sears, Limited Brands, DHL, Circuit City, Cingular, Nestle and IKEA (Manugistics, 2006). The Strategic Supply Chain Industry Study Group...inventory turns have increased. Other global customers have also reaped the benefits of the Manugistics software. IKEA , Sweden’s retail icon...turned to Manugistics after a mid-1990s ERP implementation failed to fix their forecasting problems, which gave way to fluctuating inventory levels. IKEA

  20. Strategic Stillness

    DEFF Research Database (Denmark)

    Hupalo, Mariia

    2017-01-01

    Throughout the world, we can observe visible complexities, ambiguities and activities of continuously overlapping strategic pursuits of different interest groups. Seen this way, the materialities of parking systems can stage and determine contemporary mobilities in two ways: through decisions taken...... “from above” – design and planning regulations, and “from below” by humans who choose modes of transport, ways of interacting and time of travel. These entanglements of technology and culture are manifested in parking infrastructures....

  1. NATO's Strategic Partnership with Ukraine

    DEFF Research Database (Denmark)

    Breitenbauch, Henrik Ø.

    2014-01-01

    Russian actions in Ukraine have altered the security land- scape in Europe, highlighting a renewed emphasis on the differences between members and non-members. In this context, NATO must a) create a strategic understanding of partnerships as something that can be transformative, even if it will n......Russian actions in Ukraine have altered the security land- scape in Europe, highlighting a renewed emphasis on the differences between members and non-members. In this context, NATO must a) create a strategic understanding of partnerships as something that can be transformative, even...... if it will not lead to membership in the short or even long term, and b) build such a strategic relationship with Ukraine. In sum, the Russian-induced Ukraine crisis should spur the reform of NATO partnerships – with Ukraine as a case in point....

  2. Electricity conflicts. Self-conception and strategic action of the electricity industry between politics, industry, the environment and the public (1970-1989)

    International Nuclear Information System (INIS)

    Erhardt, Hendrik

    2017-01-01

    The energy industry has undergone a fundamental transformation process over the past 50 years. The author examines in this study the beginnings and challenges of this process since the 1970s on the basis of previously unevaluated corporate and association sources. For the areas of energy demand, industry and the environment and the public, the author analyzes the behavior of the electricity industry, which since the 1970s has been moving between persistence and change pressure. What leeway did the companies have in these three areas? How did the energy suppliers' actions shape the German energy system? And how did their actions change their image in public? These questions the changes in the energy industry have so far neither been scientifically adequately investigated nor adequately reflected by the actors themselves. The results of the work thus make an important contribution to the analysis of the beginnings the energy transition. [de

  3. 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.

  4. A model for analysis, systemic planning and strategic synthesis for health science teaching in the Democratic Republic of the Congo: a vision for action

    Directory of Open Access Journals (Sweden)

    Levêque Alain

    2004-12-01

    Full Text Available Abstract Background The problem of training human resources in health is a real concern in public health in Central Africa. What can be changed in order to train more competent health professionals? This is of utmost importance in primary health care. Methods Taking into account the level of training of secondary-level nurses in the Democratic Republic of the Congo (DRC, a systemic approach, based on the PRECEDE PROCEED model of analysis, led to a better understanding of the educational determinants and of the factors favourable to a better match between training in health sciences and the expected competences of the health professionals. This article must be read on two complementary levels: one reading, focused on the methodological process, should allow our findings to be transferred to other problems (adaptation of a health promotion model to the educational sphere. The other reading, revolving around the specific theme and results, should provide a frame of reference and specific avenues for action to improve human resources in the health field (using the results of its application in health science teaching in the DRC. Results The results show that it is important to start this training with a global and integrated approach shared by all the actors. The strategies of action entail the need for an approach taking into account all the aspects, i.e. sociological, educational, medical and public health. Conclusions The analysis of the results shows that one cannot bring any change without integrated strategies of action and a multidisciplinary approach that includes all the complex determinants of health behaviour, and to do it within the organization of local structures and institutions in the ministry of health in the DRC.

  5. A model for analysis, systemic planning and strategic synthesis for health science teaching in the Democratic Republic of the Congo: a vision for action.

    Science.gov (United States)

    Parent, Florence; Kahombo, Gérard; Bapitani, Josué; Garant, Michèle; Coppieters, Yves; Levêque, Alain; Piette, Danielle

    2004-12-07

    BACKGROUND: The problem of training human resources in health is a real concern in public health in Central Africa. What can be changed in order to train more competent health professionals? This is of utmost importance in primary health care. METHODS: Taking into account the level of training of secondary-level nurses in the Democratic Republic of the Congo (DRC), a systemic approach, based on the PRECEDE PROCEED model of analysis, led to a better understanding of the educational determinants and of the factors favourable to a better match between training in health sciences and the expected competences of the health professionals. This article must be read on two complementary levels: one reading, focused on the methodological process, should allow our findings to be transferred to other problems (adaptation of a health promotion model to the educational sphere). The other reading, revolving around the specific theme and results, should provide a frame of reference and specific avenues for action to improve human resources in the health field (using the results of its application in health science teaching in the DRC). RESULTS: The results show that it is important to start this training with a global and integrated approach shared by all the actors. The strategies of action entail the need for an approach taking into account all the aspects, i.e. sociological, educational, medical and public health. CONCLUSIONS: The analysis of the results shows that one cannot bring any change without integrated strategies of action and a multidisciplinary approach that includes all the complex determinants of health behaviour, and to do it within the organization of local structures and institutions in the ministry of health in the DRC.

  6. 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....

  7. Strategic Leadership

    Directory of Open Access Journals (Sweden)

    Mohammad Jaradat

    2017-01-01

    Full Text Available Leadership as a concept has been very useful in the last decades, but when it comes to definingand especially to applying strategic leadership theories into the day-to-day life of organizations,things become much more complicated. It is imperative that managers select their basic theoreticalneed in order to assess one organizations leadership. The following article aims to prove that it isnecessary to choose more than one theoretical instrument before applying them into a specificplan, which combines more than one theoretical approach for evaluating and improving strategicleadership into an organization.

  8. Strategic Management

    CERN Document Server

    Jeffs, Chris

    2008-01-01

    The Sage Course Companion on Strategic Management is an accessible introduction to the subject that avoids lengthy debate in order to focus on the core concepts. It will help the reader to develop their understanding of the key theories, whilst enabling them to bring diverse topics together in line with course requirements. The Sage Course Companion also provides advice on getting the most from your course work; help with analysing case studies and tips on how to prepare for examinations. Designed to compliment existing strategy textbooks, the Companion provides: -Quick and easy access to the

  9. Science framework for conservation and restoration of the sagebrush biome: Linking the Department of the Interior’s Integrated Rangeland Fire Management Strategy to long-term strategic conservation actions, Part 1. Science basis and applications

    Science.gov (United States)

    Chambers, Jeanne C.; Beck, Jeffrey L.; Bradford, John B.; Bybee, Jared; Campbell, Steve; Carlson, John; Christiansen, Thomas J; Clause, Karen J.; Collins, Gail; Crist, Michele R.; Dinkins, Jonathan B.; Doherty, Kevin E.; Edwards, Fred; Espinosa, Shawn; Griffin, Kathleen A.; Griffin, Paul; Haas, Jessica R.; Hanser, Steven E.; Havlina, Douglas W.; Henke, Kenneth F.; Hennig, Jacob D.; Joyce, Linda A; Kilkenny, Francis F.; Kulpa, Sarah M; Kurth, Laurie L; Maestas, Jeremy D; Manning, Mary E.; Mayer, Kenneth E.; Mealor, Brian A.; McCarthy, Clinton; Pellant, Mike; Perea, Marco A.; Prentice, Karen L.; Pyke, David A.; Wiechman , Lief A.; Wuenschel, Amarina

    2017-01-01

    The Science Framework is intended to link the Department of the Interior’s Integrated Rangeland Fire Management Strategy with long-term strategic conservation actions in the sagebrush biome. The Science Framework provides a multiscale approach for prioritizing areas for management and determining effective management strategies within the sagebrush biome. The emphasis is on sagebrush (Artemisia spp.) ecosystems and Greater sage-grouse (Centrocercus urophasianus). The approach provided in the Science Framework links sagebrush ecosystem resilience to disturbance and resistance to nonnative, invasive plant species to species habitat information based on the distribution and abundance of focal species. A geospatial process is presented that overlays information on ecosystem resilience and resistance, species habitats, and predominant threats and that can be used at the mid-scale to prioritize areas for management. A resilience and resistance habitat matrix is provided that can help decisionmakers evaluate risks and determine appropriate management strategies. Prioritized areas and management strategies can be refined by managers and stakeholders at the local scale based on higher resolution data and local knowledge. Decision tools are discussed for determining appropriate management actions for areas that are prioritized for management. Geospatial data, maps, and models are provided through the U.S. Geological Survey (USGS) ScienceBase and Bureau of Land Management (BLM) Landscape Approach Data Portal. The Science Framework is intended to be adaptive and will be updated as additional data become available on other values and species at risk. It is anticipated that the Science Framework will be widely used to: (1) inform emerging strategies to conserve sagebrush ecosystems, sagebrush dependent species, and human uses of the sagebrush system, and (2) assist managers in prioritizing and planning on-the-ground restoration and mitigation actions across the sagebrush biome.

  10. Strategic plan

    International Nuclear Information System (INIS)

    1993-01-01

    In November 1989, the Office of Environmental Restoration and Waste Management (EM) was formed within the US Department of Energy (DOE). The EM Program was born of the recognition that a significant national effort was necessary to clean up over 45 years' worth of environmental pollution from DOE operations, including the design and manufacture of nuclear materials and weapons. Within EM, the Deputy Assistant Secretary for Environmental Restoration (EM-40) has been assigned responsibility for the assessment and cleanup of areas and facilities that are no longer a part of active DOE operations, but may be contaminated with varying levels and quantifies of hazardous, radioactive, and n-mixed waste. Decontamination and decommissioning (D ampersand D) activities are managed as an integral part of Envirorunental Restoration cleanup efforts. The Office of Environmental Restoration ensures that risks to the environment and to human health and safety are either eliminated or reduced to prescribed, acceptable levels. This Strategic Plan has been developed to articulate the vision of the Deputy Assistant Secretary for Environmental Restoration and to crystallize the specific objectives of the Environmental Restoration Program. The document summarizes the key planning assumptions that guide or constrain the strategic planning effort, outlines the Environmental Restoration Program's specific objectives, and identifies barriers that could limit the Program's success

  11. Strategizing on innovation systems

    DEFF Research Database (Denmark)

    Jofre, Sergio

    developments enabling proper policy actions. The concept of innovation systems assumes that flows of technology and information among people, companies and institutions are crucial to the innovative process. At national level, innovation and technical development are the result of a complex set of interactions......This paper explores the strategic context of the implementation of the European Institute of Technology (EIT) from the perspective of National Innovation Systems (NIS) and the Triple Helix of University-Government-Industry relationship. The analytical framework is given by a comparative study...... implemented several action plans and programmes aiming at improving its technological and non-technological innovation capability, its performance in the global context is yet week, particularly if compared to rival economies such as Japan and the US (EC, 2008a). A recent initiative to foster Europe...

  12. 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

  13. 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…

  14. Limited rationality and strategic interaction

    DEFF Research Database (Denmark)

    Fehr, Ernst; Tyran, Jean-Robert

    2008-01-01

    Much evidence suggests that people are heterogeneous with regard to their abilities to make rational, forward-looking decisions. This raises the question as to when the rational types are decisive for aggregate outcomes and when the boundedly rational types shape aggregate results. We examine...... this question in the context of a long-standing and important economic problem: the adjustment of nominal prices after an anticipated monetary shock. Our experiments suggest that two types of bounded rationality-money illusion and anchoring-are important behavioral forces behind nominal inertia. However......, depending on the strategic environment, bounded rationality has vastly different effects on aggregate price adjustment. If agents' actions are strategic substitutes, adjustment to the new equilibrium is extremely quick, whereas under strategic complementarity, adjustment is both very slow and associated...

  15. 77 FR 15142 - Updated Nuclear Regulatory Commission Fiscal Years 2008-2013 Strategic Plan

    Science.gov (United States)

    2012-03-14

    ... 2008-2013 Strategic Plan AGENCY: Nuclear Regulatory Commission. ACTION: Strategic plan. SUMMARY: The U...-1614, Volume 5, ``U.S. Nuclear Regulatory Commission, Fiscal Years [FY] 2008-2013 Strategic Plan,'' dated February 2012. The updated FY 2008-2013 strategic plan describes the agency's mission and...

  16. 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

  17. 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.

  18. Strategic Polarization.

    Science.gov (United States)

    Kalai, Adam; Kalai, Ehud

    2001-08-01

    In joint decision making, similarly minded people may take opposite positions. Consider the example of a marriage in which one spouse gives generously to charity while the other donates nothing. Such "polarization" may misrepresent what is, in actuality, a small discrepancy in preferences. It may be that the donating spouse would like to see 10% of their combined income go to charity each year, while the apparently frugal spouse would like to see 8% donated. A simple game-theoretic analysis suggests that the spouses will end up donating 10% and 0%, respectively. By generalizing this argument to a larger class of games, we provide strategic justification for polarization in many situations such as debates, shared living accommodations, and disciplining children. In some of these examples, an arbitrarily small disagreement in preferences leads to an arbitrarily large loss in utility for all participants. Such small disagreements may also destabilize what, from game-theoretic point of view, is a very stable equilibrium. Copyright 2001 Academic Press.

  19. 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.

  20. Primera Reservoir Ltd. strategic position analysis

    OpenAIRE

    Rios, Daniela Carolina Gonzalez Rios

    2015-01-01

    The purpose of this work is to understand the internal and external structure in which the company operates to provide an idea of the strategic actions needed to accomplish their organizational objectives. A strategic software was employed to build up phase one and phase two, phase one involved analysing internal and external factors that influence the company, comprehending their core competences, factors that influence the market and identification of strengths and weaknesses. Phase two con...

  1. Strategic Global Climate Command?

    Science.gov (United States)

    Long, J. C. S.

    2016-12-01

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

  2. Peaceful Rise: Using Chinese Strategic Culture to Shape Flexible Deterrent Options for a Taiwan Strait Conflict

    National Research Council Canada - National Science Library

    Striegel, Jennifer L

    2007-01-01

    .... forces to decisively prevail in the ensuing military action. Strategic culture is best understood as the impact of a unique historical, cultural, and national perspective in shaping a nation's strategic preferences on the use of force...

  3. 77 FR 49439 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

    Science.gov (United States)

    2012-08-16

    ... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of Meeting AGENCY: Department of Defense. ACTION: Notice... research and development projects requesting Strategic Environmental Research and Development Program funds...

  4. 76 FR 49753 - Strategic Environmental Research and Development Program Scientific Advisory Board Meeting

    Science.gov (United States)

    2011-08-11

    ... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program Scientific Advisory Board Meeting AGENCY: Department of Defense. ACTION: Notice. SUMMARY: This... projects requesting Strategic Environmental Research and Development Program (SERDP) funds in excess of $1M...

  5. 76 FR 45542 - Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board

    Science.gov (United States)

    2011-07-29

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

  6. 76 FR 81918 - Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board...

    Science.gov (United States)

    2011-12-29

    ... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board; Notice of Meeting AGENCY: Department of Defense. ACTION... research and development projects requesting Strategic Environmental Research and Development Program...

  7. 77 FR 26521 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

    Science.gov (United States)

    2012-05-04

    ... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of Meeting AGENCY: Department of Defense. ACTION: Notice... development projects requesting Strategic Environmental Research and Development Program (SERDP) funds in...

  8. 76 FR 46756 - Strategic Environmental Research and Development Program (SERDP), Scientific Advisory Board

    Science.gov (United States)

    2011-08-03

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

  9. 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...

  10. Strategic Research Action Plans 2016-2019

    Science.gov (United States)

    EPA's six research priorities: Air, Climate, Energy; Chemical Safety for Sustainability, Homeland Security, Human Health Risk Assessment, Sustainable and Healthy Communities, Safe and Sustainable Water Resources.

  11. Strategic Planning. Alliance Action Information Sheets

    Science.gov (United States)

    Technical Assistance ALLIANCE for Parent Centers, 2005

    2005-01-01

    Executive Directors of parent centers have very challenging careers. For example, they need to ensure that high quality services are developed and provided; funds are raised; bills are paid on time; staff are hired, trained and supported; boards are recruited and effective; community awareness is high; and reports are accurate and submitted on…

  12. STAGES OF A STRATEGIC MANAGEMENT MODEL

    Directory of Open Access Journals (Sweden)

    Mihaela – Lavinia CIOBANICA

    2014-06-01

    Full Text Available In the literature dedicated to strategic management there is no unitary vision of the authors regarding the sequence of actions that give content to the respective process and what their stages are. With all existing differences, the visions of different authors nevertheless observe the unitary logic of developing a series of actions. These actions begin with the competitive environment analysis in which the organization operates and with the establishment of its strategic mission and they end with the performance evaluation after the strategy has been applied and, if appropriate, with the reconsidering of this strategy and the making of the necessary corrections to it. Such a basic structure of the process is adopted in most organizations that practice the strategic management. But noticeable differences appear in the degree of the formalization of the process and in the involvement of different managerial levels in the designing and detailing of its components.

  13. Strategic learning in healthcare organizations.

    Science.gov (United States)

    O'Sullivan, M J

    1999-01-01

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

  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. 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.

  16. 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.

  17. 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

  18. 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.

  19. 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

  20. 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

  1. 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.

  2. The New Triad, Disarmament and Strategic Stability

    International Nuclear Information System (INIS)

    Gruselle, Bruno

    2008-01-01

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

  3. A case study of strategic planning IFB

    Directory of Open Access Journals (Sweden)

    Pedro Henrique Rodrigues de Camargo Dias

    2018-03-01

    Full Text Available The purpose of this article is to identify and characterize the initial stage of the IFB strategic planning, based on the perception of top management and planning team. The case study adopts a qualitative approach supported by bibliographic research techniques, to build a theoretical foundation, allied to the semistructure interview for later, application of the content analysis. As a result, we can identify that the institution opted to first define the strategic references, based on the construction of the mission, vision and values, and later, analysis of the organizational diagnosis, based on the Balanced Scorecard methodology. It was verified that the tool of strategic planning and its use are points that need to be better understood by the managers and technical planning team. The predominant characteristics of strategic planning are composed of a programmatic tool for projecting medium and long term goals and actions, of legal compliance, as it integrates and operationalizes the Institutional Development Plan (PDI.

  4. MARKETING POLICY FORMULATION IN MULTIPLE STRATEGIC CONTEXTS

    Directory of Open Access Journals (Sweden)

    LIVIU N EAMŢU

    2014-12-01

    Full Text Available Business Strategy, as part adaptation of company’s actions in a particular business area to specific demand and competition or conversely opening new market positions, is the main strategic move that ensures competitiveness in the market and ensuring appreciable profitability of the business. Marketing policies adopted by one firm are fundamental decisions concerning the product and its conditioning elements. Marketing decisions are manifold; the most important for a company is selection of those marketing elements that can support business strategy as defined at the level of a whole company's strategic units. This paper brings to the fore just correlations between marketing actions that are at the reach of the company and strategic business contexts in which it may lie. Thus, according to the four strategic situation of the market, will analyze key sets of strategic action in the field of marketing that companies can use in order to support the business strategy and not undermine the production and marketing efforts with the costs involved.

  5. A Vision for the Future: Site-Based Strategic Planning.

    Science.gov (United States)

    Herman, Jerry J.

    1989-01-01

    Presents a model to help principals with strategic planning. Success hinges on involving stakeholders, scanning for relevant data, identifying critical success factors, developing vision and mission statements, analyzing the site manager's supports and constraints, creating strategic goals and objectives, developing action plans, allocating…

  6. Strategic Alignment in Business Education: The Second Magic Bullet

    Science.gov (United States)

    Alcoba, Jesu

    2014-01-01

    There is a need for strategic thinking in higher education. Loyalty to a business school's values and need to differentiate lead one to reflect on the actions undertaken within the institution and how they align with the business school's aims. This article contributes to this issue through what is called strategic alignment, which is the…

  7. 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

  8. 75 FR 67149 - Request for Public Comment on the Draft 2010 National Nanotechnology Initiative Strategic Plan

    Science.gov (United States)

    2010-11-01

    ... Nanotechnology Initiative Strategic Plan AGENCY: White House Office of Science and Technology Policy. ACTION... Technology Policy and the Nanoscale Science, Engineering, and Technology [[Page 67150

  9. 2016 Federal Cybersecurity Research and Development Strategic Plan

    Data.gov (United States)

    Networking and Information Technology Research and Development, Executive Office of the President — As part of the Presidents Cybersecurity National Action Plan (CNAP), the Administration released the 2016 Federal Cybersecurity Research and Development Strategic...

  10. Strategic Entry Deterrence Modeling: Literature Review

    Directory of Open Access Journals (Sweden)

    D. A. Seliverstov

    2017-01-01

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

  11. Stimulating Strategically Aligned Behaviour among Employees

    NARCIS (Netherlands)

    C.B.M. van Riel (Cees); G.A.J.M. Berens (Guido); M. Dijkstra (Majorie)

    2008-01-01

    textabstractStrategically aligned behaviour (SAB), i.e., employee action that is consistent with the company’s strategy, is of vital importance to companies. This study provides insights into the way managers can promote such behaviour among employees by stimulating employee motivation and by

  12. Stimulating Strategically Aligned Behaviour Among Employees

    NARCIS (Netherlands)

    C.B.M. van Riel (Cees); G.A.J.M. Berens (Guido); M. Dijkstra (Majorie)

    2007-01-01

    textabstractIn recent years it has become increasingly important for companies to ensure strategically aligned behaviour, i.e., employee actions that are consistent with the company’s strategy. This study provides insights into the way companies can stimulate such behaviour through motivating and

  13. Fuzzy Predictions for Strategic Decision Making

    DEFF Research Database (Denmark)

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

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

  14. Planning-in-Action: An Innovative Approach to Human Development. The Hunger Project.

    Science.gov (United States)

    Community Development Journal, 1991

    1991-01-01

    The Hunger Project in India used a strategic planning-in-action approach that involved (1) reaching a common understanding; (2) creating a strategic intent; (3) choosing social indicators; (4) identifying strategic objectives; (5) empowering leadership; (6) identifying immediate action steps; and (7) sustaining the action. (SK)

  15. Carlsbad Area Office strategic plan

    International Nuclear Information System (INIS)

    1995-10-01

    This edition of the Carlsbad Area Office Strategic Plan captures the U.S. Department of Energy's new focus, and supercedes the edition issued previously in 1995. This revision reflects a revised strategy designed to demonstrate compliance with environmental regulations earlier than the previous course of action; and a focus on the selected combination of scientific investigations, engineered alternatives, and waste acceptance criteria for supporting the compliance applications. An overview of operations and historical aspects of the Waste Isolation Pilot Plant near Carlsbad, New Mexico is presented

  16. The action of France

    International Nuclear Information System (INIS)

    2003-01-01

    After a favorable period for the weapons mastership, the disarmament and the non-proliferation, the conditions of international safety and the strategical context revealed recently worrying developments. The France is decided to continue its action in favor of the disarmament and the non-proliferation in the continuity of its political engagements. (A.L.B.)

  17. 76 FR 61402 - Draft Nuclear Regulatory Commission Fiscal Year 2012-2016 Strategic Plan

    Science.gov (United States)

    2011-10-04

    ...-2016 Strategic Plan AGENCY: Nuclear Regulatory Commission. ACTION: Draft NUREG; request for comment... comment on draft NUREG-1614, Volume 5. ``U.S. Nuclear Regulatory Commission, FY 2012-2016 Strategic Plan,'' dated September 2011. The NRC's draft FY 2012-2016 strategic plan describes the agency's mission and...

  18. Towards a New Paradigm of Strategic Learning: The Role of Social Mediation, Self and Emotions

    Science.gov (United States)

    Monereo, Carles

    2007-01-01

    The paper aims to identify a solution to the dilemma that currently exists within the paradigm of strategic learning: the dilemma of whether a strategy should be seen as an action dependent on the specific knowledge of an educational actor--strategic knowledge--or whether it is dependent on a planned instructional context--strategic context. This…

  19. 76 FR 13353 - Department of Commerce FY 2011-2016 Strategic Plan

    Science.gov (United States)

    2011-03-11

    ... performance measures (i.e., GPRA measures) for tracking attainment. The Department's Strategic Plan is...-2016 Strategic Plan AGENCY: Department of Commerce. ACTION: Request for comment. SUMMARY: The Department of Commerce (Department) is updating its current FY 2007-2012 Strategic Plan. As part of this...

  20. 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.

  1. 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.

  2. 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...

  3. Services of strategic consulting: special features and types

    Directory of Open Access Journals (Sweden)

    Klenin Oleh Volodymyrovych

    2016-09-01

    Full Text Available 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 human capital of consulting company that was accepted to determine as professional actions of consultants. It was found out main problems that could prevent stable activity of industrial enterprises. It was proved necessity of researches concerning authentication factors of industrial enterprises innovative development and the role of consulting company in its decision making. It was made review of the most widespread classifications of consulting services. Was shown author`s view concerning forming more demanded services of strategic consulting by subject basis.

  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. 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.

  6. 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....

  7. 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.

  8. 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…

  9. 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.

  10. 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’....

  11. 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

  12. IPPF's strategic vision 2000.

    Science.gov (United States)

    Mahler, H

    1994-09-01

    The International Planned Parenthood Federation (IPPF) supports the objectives of the International Conference on Population and Development. The draft conference document displays the linkages between women's rights, poverty, population, and sustainable development. In the next two to three decades the global population will grow by a staggering 50% and that reality requires sustained socioeconomic growth. The 6 components of IPPF's Strategic Vision 2000 and the action agenda for meeting these challenges are as follows: 1) The small family is rapidly becoming the cultural norm everywhere, as more than 60% of all fertile women and men are using safe and effective contraceptive methods. 2) Sexual and reproductive health is becoming an integral part of the physical, mental, and social health culture and not just the absence of pregnancy, disease or injury. The members of IPPF have been developing programs concentrating on adolescent sexuality. IPPF is also concerned about HIV, AIDS and sexually transmitted diseases as they relate to the work undertaken by family planning associations. 3) The quality of care has been heightened by the right of informed choice, service sustainability, and the maintenance of the highest standards. 4) Vigorous programs are in place to eliminate unsafe abortion and to increase access to safe abortion. 5) Young people are systematically supported to give voice to the need for understanding their sexuality and services. There are currently more than 500 million young women and men between the ages of 15 and 19, and their numbers increase for a long time to come. 6) Women are fast moving towards full participation in all aspects of local and global development demanding reproductive rights. IPPF and its associations, through Vision 2000, are committed to the objective of sexual and reproductive health at the national and international levels.

  13. 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

  14. 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)

  15. 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.

  16. FY16 Strategic Themes White Paper.

    Energy Technology Data Exchange (ETDEWEB)

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

    2017-03-01

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

  17. 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.

  18. Strategic Issues for Training.

    Science.gov (United States)

    Pollitt, David, Ed.

    1999-01-01

    Contains precis of 18 articles on strategic management issues, including management development, on-the-job training, corporate scholarship, educational technology, coaching, investing in intellectual capital, and knowledge management. (SK)

  19. Full closure strategic analysis.

    Science.gov (United States)

    2014-07-01

    The full closure strategic analysis was conducted to create a decision process whereby full roadway : closures for construction and maintenance activities can be evaluated and approved or denied by CDOT : Traffic personnel. The study reviewed current...

  20. 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.

  1. 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...

  2. Strategic ecosystems of Colombia

    International Nuclear Information System (INIS)

    Marquez Calle German

    2002-01-01

    The author relates the ecosystems in Colombia, he makes a relationship between ecosystems and population, utility of the ecosystems, transformation of the ecosystems and poverty and he shows a methodology of identification of strategic ecosystems

  3. Strategic Defense Initiative Overview

    National Research Council Canada - National Science Library

    1990-01-01

    ... to Third World and other nations. I will then discuss the scope of the SDI effort, the evolving strategic defense system architectures and theater defense, our compliancy with the ABM Treaty, technology spinoffs resulting from SDI...

  4. 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.

  5. Leading Strategic Leader Teams

    National Research Council Canada - National Science Library

    Burleson, Willard M

    2008-01-01

    .... Although only 1 to 2 percent of the Army's senior leaders will attain a command position of strategic leadership, they are assisted by others, not only by teams specifically designed and structured...

  6. Installation Strategic Planning Guidebook

    Science.gov (United States)

    2012-05-01

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

  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. 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...

  9. Processes of Strategic Renewal,

    OpenAIRE

    Harald Aadne, John; Mahnke, Volker

    2010-01-01

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

  10. 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.

  11. 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.

  12. Fuzzy Quantitive Strategic Planning Matrix dalam Perencanaan Strategi Perguruan Tinggi

    Directory of Open Access Journals (Sweden)

    Fera Tri Wulandari

    2016-01-01

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

  13. 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

  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. 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.

  16. Affective reading and strategic hermeneutics

    Directory of Open Access Journals (Sweden)

    Riccardo Frangi

    2017-10-01

    Full Text Available This paper deals mainly with three issues: how people interact with linguistically codified messages in everyday life? How this affects people’s behaviour? And how does this thing relates to practicing philosophy? These three issues are faced with the help two concepts: “affective reading” regards the first two of them, while “strategic hermeneutics” regards the last one. This paper thus starts with the analysis of the meaning of affective reading and tries to show how this way of reading is practiced on everyday basis to organize our actions. Then the focus turns to philosophical applications of the affective reading to show how much it affects our discipline. Strategic hermeneutics takes here its place on the stage. Indeed, this concept is the application of affective reading as a philosophical tool and method. Hence, it’s shown how to use this kind of tool with a theoretical analysis and an example given. At the end of the paper I’ve tried to display how this philosophical method affects the foundation and development of the philosopher’s ego under the prospective of Lacan’s theory of Oedipus’ complex.

  17. Strategic information transmission and stochastic orders

    OpenAIRE

    Szalay, Dezsö

    2012-01-01

    I develop new results on uniqueness and comparative statics of equilibria in the Crawford and Sobel (1982) strategic information transmission game. For a class of utility functions, I demonstrate that logconcavity of the density implies uniqueness of equilibria inducing a given number of Receiver actions. I provide comparative statics results with respect to the distribution of types for distributions that are comparable in the likelihood ratio order, implying, e.g., that advice from a better...

  18. Strategic Communication Through Design: A Narrative Approach

    Science.gov (United States)

    2009-12-01

    detainees at Abu Grahib and their actions were not indicative of approved United States policy. This incident of abuse, documented by the perpetrators...strategic effects after gaining international exposure due to new media. Abu Gharib is an example of how events at a tactical level can be used by...of Abu Musab al-Zarqawi on June 8, 2006. This characterization was soon to be proved false. Cell phone video footage showed the grim details of the

  19. 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…

  20. 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

  1. Information encryption in the expert management of strategic uncertainty

    OpenAIRE

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

    2016-01-01

    Strategic agents in incomplete-information environments have a conflicted relationship with uncertainty: it can keep them unpredictable to their opponents, but it must also be overcome to predict the actions of those opponents. We use a multivariate generalization of information theory to characterize the information processing behavior of strategic reasoning experts. We compare expert and novice poker players --- "sharks" and "fish" --- over 1.75 million hands of online two-player No-Limit T...

  2. Balanced Scorecard and Hoshin Kanri: Managing Strategic Priorities

    OpenAIRE

    Witcher, Barry J.; Chau, Vinh Sum

    2007-01-01

    The scorecard and hoshin kanri are integrative cross-functional approaches used for managing strategic priorities across the functional hierarchy of the firm. They provide firms with an overall capability for sustaining strategic management over time. The scorecard’s strength lies in its ability to clarify long-term statements of corporate purpose. Hoshin kanri, on the other hand, is strong as a management system for the deployment and execution of purpose as short-term actions. In fact, the ...

  3. The role and importance of the strategic planning in bank marketing

    Directory of Open Access Journals (Sweden)

    Gheorghe PISTOL

    2010-06-01

    Full Text Available The paper aims to highlight the strategic planning role and place in bank marketing, define the concepts of strategic planning and marketing planning and the tactical planning, marketing plan and marketing program. In this context, the author emphasize the strategic marketing planning process and its implementation stages (defining the specific mission, environmental analysis, formulation of objectives, strategies, action plans and programs, implementation, testing, overhaul and performance evaluation. Also, are reviewed organizational and decision levels specific for the strategic planning, higher organizational level, strategic unit level and operational level and the criteria considered in formulating objectives: acceptability, flexibility, motivating character, clarity, feasibility and compatibility.

  4. 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.

  5. Thinking strategically about capitation.

    Science.gov (United States)

    Boland, P

    1997-05-01

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

  6. Tourism and Strategic Planning

    DEFF Research Database (Denmark)

    Pasgaard, Jens Christian

    2012-01-01

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

  7. 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.

  8. 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....

  9. 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....

  10. 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...

  11. Complex Strategic Choices

    DEFF Research Database (Denmark)

    Leleur, Steen

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

  12. CNES Strategic Plan 2001-2005

    Science.gov (United States)

    Janichewski, S.; Ben Aı̈m, H.

    2004-04-01

    CNES's latest strategic plan defines the French space agency's strategic focus and charts its course for the 2001-2005 timeframe. Based on a vision of how the space sector will evolve over the period up to 2010, the Strategic Plan sets out the agency's ambition for 2005: " CNES—space technology serving society". This ambition is structured around four challenges: Focusing actions on society's needs in three areas where space technology can make a major difference—environment, science and the information society and mobility. Building the foundation for success by ensuring competitive access to space and boosting basic research and technological innovation. Strengthening national and European synergies to ensure complementarity between: the ESA European framework, which is well adapted for major projects and the development of a European Space Strategy (ESS); and the national framework to support activities of national responsibility such as defence, science and technology development, and to improve competitiveness through direct international cooperation with other space agencies. Forging effective partnerships with its research and industry partners in Europe and France to enhance performance by: developing a service culture; building partnerships; concentrating on core competencies where it can most add value; improving skills and responsiveness in line with its strategic position; ensuring transparent and rigorous management of public funds. This Strategic Plan will be implemented in the 2001-2005 timeframe at all management levels. Implementation will be eased by the fact that the plan has been drawn up through a specific process designed to make internal management aware of the analysis underlying it. This will ensure that all stakeholders understand and appropriate the plan's orientations and thus play an active role in CNES' development. This process involved five successive steps: shared assessment of the space sector's evolution, providing a common

  13. 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.

  14. 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

  15. 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.

  16. 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...

  17. 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

  18. Scenario-based strategizing

    DEFF Research Database (Denmark)

    Lehr, Thomas; Lorenz, Ullrich; Willert, Markus

    2017-01-01

    -based efficacy and robustness. To facilitate the colla- borative strategizing in teams, we propose a matrix with robustness and efficacy as the two axes, which we call the Parmenides Matrix. We assess the impact of the novel approach by applying it in two cases, at a govern- mental agency (German Environmental...

  19. Strategic decision making

    NARCIS (Netherlands)

    Stokman, Frans N.; Assen, Marcel A.L.M. van; Knoop, Jelle van der; Oosten, Reinier C.H. van

    2000-01-01

    This paper introduces a methodology for strategic intervention in collective decision making.The methodology is based on (1) a decomposition of the problem into a few main controversial issues, (2) systematic interviews of subject area specialists to obtain a specification of the decision

  20. Strategic Marketing for Agribusiness.

    Science.gov (United States)

    Welch, Mary A., Ed.

    1993-01-01

    The steps for strategic market planning are discussed including: (1) assessing the situation with market conditions, customers, competitors, and your firm; and (2) crafting a strategy to prioritize target markets, develop a core strategy, and create a marketing mix. Examples of agribusiness successes are presented. The booklet concludes with a…

  1. Strategic planning for marketers.

    Science.gov (United States)

    Wilson, I

    1978-12-01

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

  2. Strategic port development

    DEFF Research Database (Denmark)

    Olesen, Peter Bjerg; Dukovska-Popovska, Iskra; Steger-Jensen, Kenn

    2012-01-01

    This paper proposes a framework for strategic development of a port’s collaboration with its hinterland. The framework is based on literature relevant to port development and undertakes market perspective by considering import/export data relevant for the region of interest. The series of steps...

  3. Naming as Strategic Communication

    DEFF Research Database (Denmark)

    Schmeltz, Line; Kjeldsen, Anna Karina

    2016-01-01

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

  4. Strategic self-management

    DEFF Research Database (Denmark)

    Mørch, Sven; Pultz, Sabina; Strøbæk, Pernille Solveig

    2017-01-01

    perspective. Based on our data analysis, this study contributes theoretically by further-developing the concept of ‘strategic self-management’ in an educational context. We conclude that this concept is suitable for encapsulating how young people make sense of, and deal with, their educational biographies...

  5. Capabilities for Strategic Adaptation

    DEFF Research Database (Denmark)

    Distel, Andreas Philipp

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

  6. ACNW - 1998 strategic plan

    International Nuclear Information System (INIS)

    1998-01-01

    This plan provides strategic direction to The Advisory Committee on Nuclear Waste (ACNW) in 1998 and beyond for focusing on issues most important to the NRC in carrying out its mission of protecting public health and safety, promoting the common defense and security, and protecting the environment

  7. Strategic Targeted Advertising

    NARCIS (Netherlands)

    A. Galeotti; J.L. Moraga-Gonzalez (José Luis)

    2003-01-01

    textabstractWe present a strategic game of pricing and targeted-advertising. Firms can simultaneously target price advertisements to different groups of customers, or to the entire market. Pure strategy equilibria do not exist and thus market segmentation cannot occur surely. Equilibria exhibit

  8. What is strategic management?

    Science.gov (United States)

    Jasper, Melanie; Crossan, Frank

    2012-10-01

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

  9. Scenario-based strategizing

    DEFF Research Database (Denmark)

    Lehr, Thomas; Lorenz, Ullrich; Willert, Markus

    2017-01-01

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

  10. Measuring strategic success.

    Science.gov (United States)

    Gish, Ryan

    2002-08-01

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

  11. AECB strategic plan 1999

    International Nuclear Information System (INIS)

    1999-03-01

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

  12. Essays on Strategic Communication

    NARCIS (Netherlands)

    Z. Sharif (Zara)

    2016-01-01

    markdownabstractThree essays on strategic communication are discussed in this dissertation. These essays consider different settings in which a decision maker has to rely on another agent for information. In each essay, we analyze how much information the sender is able to credibly communicate to

  13. Strategic Planning in U.S. Municipalities

    Directory of Open Access Journals (Sweden)

    James VAN RAVENSWAY

    2015-12-01

    Full Text Available Strategic planning started in the U.S. as a corporate planning endeavor. By the 1960’s, it had become a major corporate management tool in the Fortune 500. At fi rst, it was seen as a way of interweaving policies, values and purposes with management, resources and market information in a way that held the organization together. By the 1950’s, the concept was simplifi ed somewhat to focus on SWOT as a way of keeping the corporation afl oat in a more turbulent world. The public sector has been under pressure for a long time to become more effi cient, effective and responsive. Many have felt that the adoption of business practices would help to accomplish that. One tool borrowed from business has been strategic planning. At the local government level, strategic planning became popular starting in the 1980’s, and the community’s planning offi ce was called on to lead the endeavor. The planning offi ce was often the advocate of the process. Urban planning offi ces had been doing long-range plans for decades, but with accelerating urban change a more rapid action-oriented response was desired. The paper describes this history and process in the East Lansing, Michigan, U.S., where comprehensive community plans are the result of a multi-year visioning process and call for action- oriented, strategies for targeted parts of the community.

  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 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.

  16. 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:

  17. 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…

  18. 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…

  19. 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…

  20. 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…

  1. 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

  2. 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.

  3. 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.

  4. Swords of armageddon: A decision of the strategic mystique

    Energy Technology Data Exchange (ETDEWEB)

    Myers, G.E.

    1987-01-01

    To most Americans, our military and civilian political leaders included, the concept of strategic bombardment brings to mind a myopic vision of nuclear horror; and the long-range delivery systems most commonly associated with strategic warfare--the bombers and intercontinental ballistic missiles--are not supported either by a review of the history of modern warfare or by current statements of air power doctrine, but they persist as a legacy of the destructiveness of the World War II strategic air campaigns and the enduring Soviet-American nuclear confrontation. This paper attempts to dispell these notions and advance a concept of flexibility in strategic force application and US strategic policy formulation. It suggests that individual strategic actions have relevance in large and small, nuclear or nonnuclear wars and that our bombers and even our intercontinental missiles can and should be considered as viable force options in a variety of scenarios. The discussion concludes that strategic attack has historically been and will continue to be an active military mission that can be accomplished in numerous ways by a wide variety of weapons and delivery systems despite a continuing mystique of nuclear holocaust.

  5. Strategic reasoning and bargaining in catastrophic climate change games

    Science.gov (United States)

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

    2016-03-01

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

  6. 75 FR 5288 - Strategic Environmental Research and Development Program, Scientific Advisory Board

    Science.gov (United States)

    2010-02-02

    ... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program, Scientific Advisory Board AGENCY: Department of Defense (DOD). ACTION: Notice. SUMMARY: This... requesting Strategic Environmental Research and Development Program funds in excess of $1M. This meeting is...

  7. 75 FR 55778 - Strategic Environmental Research and Development Program, Scientific Advisory Board

    Science.gov (United States)

    2010-09-14

    ... DEPARTMENT OF DEFENSE Office of the Secretary Strategic Environmental Research and Development Program, Scientific Advisory Board AGENCY: Department of Defense. ACTION: Notice. SUMMARY: This notice is... requesting Strategic Environmental Research and Development Program funds in excess of $1M. This meeting is...

  8. A Strategic Plan for Introducing, Implementing, Managing, and Monitoring an Urban Extension Platform

    Science.gov (United States)

    Warner, Laura A.; Vavrina, Charlie S.; Campbell, Mary L.; Elliott, Monica L.; Northrop, Robert J.; Place, Nick T.

    2017-01-01

    Florida's Strategic Plan for Extension in Metropolitan Regions reflects an adaptive management approach to the state's urban Extension mission within the context of establishing essential elements, performance indicators, key outcomes, and suggested alternatives for action. Extension leadership has adopted the strategic plan, and implementation…

  9. 77 FR 37283 - General Provisions; Operating and Strategic Business Planning; Effective Date

    Science.gov (United States)

    2012-06-21

    ... directors of each Farm Credit System institution to adopt an operational and strategic business plan to... FARM CREDIT ADMINISTRATION 12 CFR Part 618 RIN 3052-AC66 General Provisions; Operating and Strategic Business Planning; Effective Date AGENCY: Farm Credit Administration. ACTION: Notice of effective...

  10. Innovation and strategic competitiveness

    Directory of Open Access Journals (Sweden)

    Jović Mile B.

    2003-01-01

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

  11. Strategic innovation portfolio management

    Directory of Open Access Journals (Sweden)

    Stanković Ljiljana

    2015-01-01

    Full Text Available In knowledge-based economy, strategic innovation portfolio management becomes more and more important and critical factor of enterprise's success. Value creation for all the participants in value chain is more successful if it is based on efficient resource allocation and improvement of innovation performances. Numerous researches have shown that companies with best position on the market found their competitiveness on efficient development and exploitation of innovations. In decision making process, enterprise's management is constantly faced with challenge to allocate resources and capabilities as efficiently as possible, in both short and long term. In this paper authors present preliminary results of realized empirical research related to strategic innovation portfolio management in ten chosen enterprises in Serbia. The structure of the paper includes the following parts: theoretical background, explanation of research purpose and methodology, discussion of the results and concluding remarks, including limitations and directions for further research.

  12. 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.

  13. The Strategic Design Perspective

    DEFF Research Database (Denmark)

    Rasmussen, Jørgen

    2006-01-01

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

  14. Interoperability Strategic Vision

    Energy Technology Data Exchange (ETDEWEB)

    Widergren, Steven E.; Knight, Mark R.; Melton, Ronald B.; Narang, David; Martin, Maurice; Nordman, Bruce; Khandekar, Aditya; Hardy, Keith S.

    2018-02-28

    The Interoperability Strategic Vision whitepaper aims to promote a common understanding of the meaning and characteristics of interoperability and to provide a strategy to advance the state of interoperability as applied to integration challenges facing grid modernization. This includes addressing the quality of integrating devices and systems and the discipline to improve the process of successfully integrating these components as business models and information technology improve over time. The strategic vision for interoperability described in this document applies throughout the electric energy generation, delivery, and end-use supply chain. Its scope includes interactive technologies and business processes from bulk energy levels to lower voltage level equipment and the millions of appliances that are becoming equipped with processing power and communication interfaces. A transformational aspect of a vision for interoperability in the future electric system is the coordinated operation of intelligent devices and systems at the edges of grid infrastructure. This challenge offers an example for addressing interoperability concerns throughout the electric system.

  15. Electricity conflicts. Self-conception and strategic action of the electricity industry between politics, industry, the environment and the public (1970-1989); Stromkonflikte. Selbstverstaendnis und strategisches Handeln der Stromwirtschaft zwischen Politik, Industrie, Umwelt und Oeffentlichkeit (1970-1989)

    Energy Technology Data Exchange (ETDEWEB)

    Erhardt, Hendrik

    2017-07-01

    The energy industry has undergone a fundamental transformation process over the past 50 years. The author examines in this study the beginnings and challenges of this process since the 1970s on the basis of previously unevaluated corporate and association sources. For the areas of energy demand, industry and the environment and the public, the author analyzes the behavior of the electricity industry, which since the 1970s has been moving between persistence and change pressure. What leeway did the companies have in these three areas? How did the energy suppliers' actions shape the German energy system? And how did their actions change their image in public? These questions the changes in the energy industry have so far neither been scientifically adequately investigated nor adequately reflected by the actors themselves. The results of the work thus make an important contribution to the analysis of the beginnings the energy transition. [German] Die Energiewirtschaft hat in den vergangenen knapp 50 Jahren einen fundamentalen Transformationsprozess durchlaufen. Hendrik Ehrhardt untersucht in dieser Studie die Anfaenge und Herausforderungen dieses Prozesses seit den 1970er Jahren anhand bisher nicht ausgewerteter Unternehmens- und Verbandsquellen. Fuer die Bereiche Energiebedarf, Industrie sowie Umwelt und Oeffentlichkeit analysiert er das Handeln der Stromwirtschaft, das sich seit den 1970er Jahren zwischen Beharrungsvermoegen und Veraenderungsdruck bewegte. Welche Entscheidungsspielraeume hatten die Unternehmen in diesen drei Bereichen? Wie formte das Handeln der Energieversorger das deutsche Energiesystem? Und wie veraenderte deren Handeln ihr Bild in der Oeffentlichkeit? Diese Fragen nach dem Wandel in der Energiewirtschaft wurden bisher weder wissenschaftlich hinreichend untersucht, noch von den Akteuren selbst ausreichend reflektiert. Die Ergebnisse der Arbeit leisten damit einen wichtigen Beitrag zur Analyse der Anfaenge der Energiewende.

  16. Strategic decision making

    OpenAIRE

    Stokman, Frans N.; Assen, Marcel A.L.M. van; Knoop, Jelle van der; Oosten, Reinier C.H. van

    2000-01-01

    This paper introduces a methodology for strategic intervention in collective decision making.The methodology is based on (1) a decomposition of the problem into a few main controversial issues, (2) systematic interviews of subject area specialists to obtain a specification of the decision setting,consisting of a list of stakeholders with their capabilities, positions, and salience on each of the issues; (3) computer simulation. The computer simulation models incorporate only the main processe...

  17. Strategic Targeted Advertising

    OpenAIRE

    Andrea Galeotti; Jose Luis Moraga

    2003-01-01

    textabstractWe present a strategic game of pricing and targeted-advertising. Firms can simultaneously target price advertisements to different groups of customers, or to the entire market. Pure strategy equilibria do not exist and thus market segmentation cannot occur surely. Equilibria exhibit random advertising --to induce an unequal distribution of information in the market-- and random pricing --to obtain profits from badly informed buyers--. We characterize a positive profits equilibrium...

  18. Strategic Marketing in Tourism

    OpenAIRE

    Silvia Muhcina; Brailoiu Liviu

    2012-01-01

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

  19. Strategic Corporate Social Responsibility

    OpenAIRE

    Planer-Friedrich, Lisa; Sahm, Marco

    2017-01-01

    We examine the strategic use of Corporate Social Responsibility (CSR) in imperfectly competitive markets. The level of CSR determines the weight a firm puts on consumer surplus in its objective function before it decides upon supply. First, we consider symmetric Cournot competition and show that the endogenous level of CSR is positive for any given number of firms. However, positive CSR levels imply smaller equilibrium profits. Second, we find that an incumbent monopolist can use CSR as an en...

  20. The strategic research positioning:

    DEFF Research Database (Denmark)

    Viala, Eva Silberschmidt

    to provide new insights into ‘immigrant’ parents’ perspective on home/school partnership in Denmark. The majority of the immigrant parents came from non-Western countries, and they had already been ‘labelled’ difficult in terms of home/school partnership. This calls for what I call ‘strategic research...... positioning’, meaning critical reflections about the relationship and power balance between the researcher and the researched. The paper focus' on challenges and dilemmas linked to this position....

  1. Making Risk Management Strategic

    DEFF Research Database (Denmark)

    Sax, Johanna; Andersen, Torben Juul

    2018-01-01

    Enterprise risk management (ERM) is an established management practice and is increasing in prominence as more firms spend substantial resources implementing ERM frameworks, partially induced by regulatory requirements. Yet, there is a lack of knowledge as to whether such frameworks add value and...... outcomes. The study develops a new multidimensional measure of adherence to ERM practices where earlier studies typically have relied on dichotomous proxies. We discuss the implications of these findings for ERM practice and strategic management in general....

  2. Russian Oil and Natural Gas: Strategic Culture and Security Implications of European Dependence

    National Research Council Canada - National Science Library

    Phillips, William M

    2007-01-01

    .... The first section looks into the past actions and strategic culture of Russia to determine if there exists a threat that Russia will deny energy resources to European countries for political or economic gain...

  3. Task Group on a Strategic Relationship Model Between the Department of Defense and the Industrial Base

    National Research Council Canada - National Science Library

    2008-01-01

    ...) to evaluate and make recommendations to the Department of Defense (DoD) regarding actions that could improve the strategic relationship between the Department and its manufacturer and service suppliers...

  4. 75 FR 52357 - Request for Comment: National Center for Complementary and Alternative Medicine Draft Strategic Plan

    Science.gov (United States)

    2010-08-25

    ...: National Center for Complementary and Alternative Medicine Draft Strategic Plan ACTION: Notice. SUMMARY: The National Center for Complementary and Alternative Medicine (NCCAM) is developing its third... for Complementary and Alternative Medicine (NCCAM) was established in 1998 with the mission of...

  5. Strategic Plan for Sustainable Energy Management and Environmental Stewardship for Los Angeles Unified School District

    Energy Technology Data Exchange (ETDEWEB)

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

    2007-11-01

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

  6. 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…

  7. Teaching Strategic Thinking on Oligopoly: Classroom Activity and Theoretic Analysis

    Science.gov (United States)

    Han, Yongseung; Ryan, Michael

    2017-01-01

    This paper examines the use of a simple classroom activity, in which students are asked to take action representing either collusion or competition for extra credit to teach strategic thinking required in an oligopolistic market. We suggest that the classroom activity is first initiated prior to the teaching of oligopoly and then the instructor…

  8. Carlsbad Area Office strategic plan, March 1995. Revision 1

    International Nuclear Information System (INIS)

    1995-03-01

    This edition of the Carlsbad Area Office Strategic Plan captures the US Department of Energy's (DOE's) new focus, and supersedes the edition issued previously (DOE, 1993a). This revision reflects: a revised strategy designed to demonstrate compliance with environmental regulations earlier than the previous course of action; and a focus on establishment of standardized transuranic waste characterization and acceptance criteria for disposal facilities

  9. 78 FR 5481 - Quagga Mussel Strategic Planning Meeting

    Science.gov (United States)

    2013-01-25

    ... DEPARTMENT OF THE INTERIOR Fish and Wildlife Service [FWS-HQ-FHC-2013-N008; 94140-1341-0000-N5] Quagga Mussel Strategic Planning Meeting AGENCY: Fish and Wildlife Service, Interior. ACTION: Notice of meeting. SUMMARY: This notice announces a meeting to gather information for planning an FY13 strategy to...

  10. Assessing the European Union’s Strategic Capacity

    DEFF Research Database (Denmark)

    Johansen, Anne Ingemann

    2017-01-01

    on the part of political decision-makers to give weight to symbolic, as opposed to strategic, action. As a result, the operation has contributed little to the formal objective of disrupting and dismantling human smuggling networks in the Central Mediterranean. In some areas, it has even had an adverse effect...

  11. American Samoa Energy Action Plan

    Energy Technology Data Exchange (ETDEWEB)

    Haase, Scott [National Renewable Energy Lab. (NREL), Golden, CO (United States); Esterly, Sean [National Renewable Energy Lab. (NREL), Golden, CO (United States); Herdrich, David [National Renewable Energy Lab. (NREL), Golden, CO (United States); Bodell, Tim [National Renewable Energy Lab. (NREL), Golden, CO (United States); Visser, Charles [National Renewable Energy Lab. (NREL), Golden, CO (United States)

    2013-08-01

    Describes the five near-term strategies selected by the American Samoa Renewable Energy Committee (ASREC) during action planning workshops conducted in May 2013, and outlines the actions being taken to implement those strategies. Each option is tied to a priority identified in the earlier draft American Samoa Strategic Energy Plan as being an essential component of reducing American Samoa'spetroleum energy consumption. The actions described for each strategy provide a roadmap to facilitate the implementation of each strategy. This document is intended to evolve along with the advancement of the projects, and will be updated to reflect progress.

  12. CONCEPTUAL CLARIFICATION OF PLANNING AND STRATEGIC THINKING IN HUMAN RESOURCE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Matei ȘTEFAN

    2013-10-01

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

  13. Strategic research roadmap on ICT-enabled energy efficiency in buildings

    Energy Technology Data Exchange (ETDEWEB)

    Kazi, A.S., Email: sami.kazi@vtt.fi

    2012-06-15

    The REEB Project (The European strategic research Roadmap to ICT-enabled Energy- Efficiency in Buildings and construction projects) was a Coordination Action project funded under the European Commission's Seventh Framework Programme. Its main purpose was to provide a strategic research roadmap on information and communications technology (ICT) support for energy efficiency in the built environment and a collection of implementation actions supporting the realisation of the roadmap. (orig.)

  14. Developing a strategic marketing plan for hospitals.

    Science.gov (United States)

    Dychtwald, K; Zitter, M

    1988-09-01

    The initial stages of developing a strategic marketing plan for hospitals are explored in this excerpt from the book, The Role of the Hospital in an Aging Society: A Blueprint for Action. The elderly have unique perceptual, cognitive, social, and psychological needs and preferences, and a marketing strategy for eldercare services must reflect these factors, as well as the financial role of third-party payers and the decision-making influence of families and physicians. Among the elements the hospital must address when developing a marketing strategy are market selection and segmentation, targeting markets with specific services, pricing, and positioning the hospital for a maximum share of the eldercare market.

  15. 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.

  16. Strategic Entry Deterrence Modeling: Literature Review

    OpenAIRE

    D. A. Seliverstov

    2017-01-01

    The prime focus in this article is on key findings concerning theoretical aspects of strategic behavior by incumbents to deter market entry of new firms. The author summarizes main lines of scientific research in the topic which give an insight into the patterns of the incumbent’s impact on the behavior of the entrants, the entry deterrence instruments and the consequences of these actions. Today the free entry markets are considered to be a rare phenomenon. The market entry of new firms is a...

  17. The Strategic Communication Plan: Effective Communication for Strategic Leaders

    National Research Council Canada - National Science Library

    Reeder, Melanie

    1998-01-01

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

  18. A Path to Collaborative Strategic Learning

    Energy Technology Data Exchange (ETDEWEB)

    Nancy M. Carlson

    2003-10-01

    Collaborative learning is critical for the future of any organization and must align with the strategic organizational processes that result in products valued by others. To discover these processes, proposal preparation is explored using topic-oriented ethnography, grounded theory, and an innovative addition to qualitative interviewing, called metainquiry. Using interview data from editors, graphic artists, text processors, scientists, engineers, and technical managers, substantive theory emerges. The research discovers the five essential processes of owning, visioning, reviewing, producing, and contributing needed for organizational strategic learning to occur. The dimensions of these processes are made explicit and can be used to gauge the health of any organization. The substantive theory also provides insight into the ability of collaborative learning to evolve, flourish, and adapt to the strategic advantage of the organization. Lastly, actionable goals with ten essential elements emerge that link owning, visioning, reviewing, producing, and contributing as a path for all organizations to follow to promote collaborative learning communities and enhance their competitive advantage.

  19. 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...

  20. 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.

  1. Strategic Human Resources Management

    Directory of Open Access Journals (Sweden)

    Marta Muqaj

    2016-07-01

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

  2. Investigating the strategic antecedents of agility in humanitarian logistics.

    Science.gov (United States)

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

    2017-10-01

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

  3. 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.

  4. Strategic thinking for radiology

    OpenAIRE

    Schilling, Ronald B.

    1998-01-01

    We have now analyzed the use and benefits of four Strategic Thinking Tools for Radiology: the Vision Statement, the High Five, the Two-by-Two, and Real-Win-Worth. Additional tools will be provided during the tutorial. The tools provided above should be considered as examples. They all contain the 10 benefits outlined earlier to varying degrees. It is extremely important that the tools be used in a manner consistent with the Vision Statement of the organization. The specific situation, the eff...

  5. Strategic Aspects of Bundling

    International Nuclear Information System (INIS)

    Podesta, Marion

    2008-01-01

    The increase of bundle supply has become widespread in several sectors (for instance in telecommunications and energy fields). This paper review relates strategic aspects of bundling. The main purpose of this paper is to analyze profitability of bundling strategies according to the degree of competition and the characteristics of goods. Moreover, bundling can be used as price discrimination tool, screening device or entry barriers. In monopoly case bundling strategy is efficient to sort consumers in different categories in order to capture a maximum of surplus. However, when competition increases, the profitability on bundling strategies depends on correlation of consumers' reservations values. (author)

  6. Strategic CSR in Afghanistan

    DEFF Research Database (Denmark)

    Azizi, Sameer

    . Based on an analysis of five CSR projects, it can be assessed that Roshan enhances its competitive advantage through CSR in internal, external, and wider-society levels. It is analyzed that Roshan influences its competitive context both from inside-out and out-side in dimensions, and that the CSR......’, but is based on a ‘license to operate’ motivation, where businesses have free room for maneuvering CSR towards their strategic priorities and business goals. Whether this creates a ‘shared value’ for both business and in particularly for the society is however still questionable....

  7. Encouraging environmentally strategic technologies

    International Nuclear Information System (INIS)

    Heaton, G.R.

    1994-01-01

    Having moved beyond its initial absorption with controlling new technology, environmental policy today must focus more strongly on promoting the development and adoption of new technologies. World Resource Institute's (WRI) ongoing study of 'environmentally strategic technology' is addressed to this fundamental policy issue. The study proposes criteria for identifying such technology, offers a specific list, suggests the kinds of public policy changes necessary to encourage their development and finally presents a comparison of critical technology lists (from the White House, the European Community, Japan and the US Department of Defense). (TEC)

  8. Strategic Urban Governance

    DEFF Research Database (Denmark)

    Pagh, Jesper

    2014-01-01

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

  9. Achieving competitive advantage through strategic human resource management.

    Science.gov (United States)

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

    1990-01-01

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

  10. Strategic planning as used by chief executive officers.

    Science.gov (United States)

    Boissoneau, R; Belton, P; Schwahn, B

    1992-01-01

    In summary, the interviews obtained from this study suggest that CEO's in a variety of industries are attempting to "fit" their strategic planning process to their perceived environmental conditions. Indeed, management thinkers believe the biggest challenge in strategic planning will be turning CEO's into true strategic thinkers. The most successful companies, ultimately, will make strategic planning a high priority and involve all levels of management in the process. Planning becomes the unifying force that directs company actions. Hospital CEO's are obviously becoming more aware of this point as they strive to include all relevant parties (boards, physicians, etc.) in the process. Further, they seem to view planning in the classical sense, that is, as a dynamic, ever-evolving cyclical process more so than their general industry and academic contemporaries. Those hospitals that do develop strategic planning and strategic management have a definite advantage over competitors. Priorities are set and objectives are validated. This, in turn, improves productivity and creates the necessary framework for controlled growth. In addition, planning promotes teamwork and heightens motivation, bringing managers and employees together not only to meet but to exceed company goals.

  11. Strategic Planning and Values in Secondary School

    Directory of Open Access Journals (Sweden)

    Damjana Gruden

    2012-06-01

    Full Text Available RQ: Which factors have a decisive influence on a school’s strategic development?Purpose: The purpose of this research is the improvement of school development and the goal of this research study was to prepare a draft for strategic planning.Method: Qualitative method is used in the first phase of the research study. An annual interview was conducted with secondary technical and vocational school teaching staff. In the second phase of this research study, a survey with one question was distributed to the teaching staff. The question on the survey referred to teachersvalues that stemmed from the interviews. The directed question was on the values that that should be emphasized in assisting the school to prepare a strategic development plan.Results: The results of this research study showed that strategic development of the school is based on values and activities that provide for quality education,professional and practical knowledge, strengthen and develop interpersonal relations and provide good connections between schools, craftsmen, and the economy.Organization: By defining the school’s priorities, it will become easier for the staff to prepare the school’s development strategy and action plans for individual tasks.Society: Awareness and developing values through activities at school provides support to adolescents and young adults in developing their life style. Values lead the behavior of individuals and consequently,are very important for society.Originality: Through the research study the school obtained thebasic values that will be used in drafting a development plan. This will be the first such document for the school. Up until now planning has been performed only in terms of short-term planning within the annual work plan.Limitations: The survey was conducted among the staff of one vocational and technical secondary school. Further research would be required to include parents and students and to start introducing evaluation and

  12. 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.

  13. 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

  14. The Advanced Test Reactor Strategic Evaluation Program

    International Nuclear Information System (INIS)

    Buescher, B.J.

    1990-01-01

    A systematic evaluation of safety, environmental, and operational issues has been initiated at the Advanced Test Reactor (ATR). This program, the Strategic Evaluation Program (STEP), provides an integrated review of safety and operational issues against the standards applied to licensed commercial facilities. In the review of safety issues, 18 deviations were identified which required prompt attention. Resolution of these items has been accelerated in the program. An integrated living schedule is being developed to address the remaining findings. A risk evaluation is being performed on the proposed corrective actions and these actions will then be formally ranked in order of priority based on considerations of safety and operational significance. Once the final ranking is completed, an integrated schedule will be developed, which will include considerations of availability of funding and operating schedule. 3 refs., 2 figs

  15. Developing the strategic plan for pollution prevention in defense programs

    International Nuclear Information System (INIS)

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

    1992-01-01

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

  16. Diversity Programme 2012-2014 Strategic Objectives - Progress Report

    CERN Document Server

    Guinot, Genevieve

    2015-01-01

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

  17. Strategic Planning for Higher Education.

    Science.gov (United States)

    Kotler, Philip; Murphy, Patrick E.

    1981-01-01

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

  18. Macrofoundation for Strategic Technology Management

    DEFF Research Database (Denmark)

    Pedersen, Jørgen Lindgaard

    1995-01-01

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

  19. Strategic Interactions in Franchise Relationships

    NARCIS (Netherlands)

    Croonen, Evelien Petronella Maria

    2006-01-01

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

  20. 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...

  1. Strategic delegation improves cartel stability

    NARCIS (Netherlands)

    Han, M.A.

    2010-01-01

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

  2. 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…

  3. The Ethics of Strategic Ambiguity.

    Science.gov (United States)

    Paul, Jim; Strbiak, Christy A.

    1997-01-01

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

  4. Strategic Planning Is an Oxymoron

    Science.gov (United States)

    Bassett, Patrick F.

    2012-01-01

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

  5. Strategic Planning and Online Learning

    Science.gov (United States)

    McLaughlin-Graham, Karen; Berge, Zane L.

    2005-01-01

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

  6. Strategic Aspects of Cost Management

    Directory of Open Access Journals (Sweden)

    Angelika I. Petrova

    2013-01-01

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

  7. 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...

  8. 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.

  9. 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.

  10. Strategic thinking for radiology.

    Science.gov (United States)

    Schilling, R B

    1997-08-01

    We have now analyzed the use and benefits of four Strategic Thinking Tools for Radiology: the Vision Statement, the High Five, the Two-by-Two, and Real-Win-Worth. Additional tools will be provided during the tutorial. The tools provided above should be considered as examples. They all contain the 10 benefits outlined earlier to varying degrees. It is extremely important that the tools be used in a manner consistent with the Vision Statement of the organization. The specific situation, the effectiveness of the team, and the experience developed with the tools over time will determine the true benefits of the process. It has also been shown that with active use of the types of tools provided above, teams have learned to modify the tools for increased effectiveness and have created additional tools for specific purposes. Once individuals in the organization become committed to improving communication and to using tools/frameworks for solving problems as a team, effectiveness becomes boundless.

  11. Trust in Strategic Alliances

    DEFF Research Database (Denmark)

    Nielsen, Bo

    2011-01-01

    This article examines the dynamic and multi-dimensional nature of trust in strategic alliances. Adopting a co-evolutionary approach, I developed a framework to show how trust, conceptualised in different forms, plays distinct roles at various evolutionary stages of the alliance relationship....... Emphasising the multi-dimensional and dynamic role of trust, the framework illustrates how initial levels of a particular type of trust may co-evolve with the alliance and influence subsequent phases of the relationship – either on its own or in combination with other types or dimensions of trust....... The theoretical distinction between trust as antecedent, moderator and outcome during the evolution of the alliance relationship leads to research questions that may guide future empirical research....

  12. Strategic research on materials

    International Nuclear Information System (INIS)

    Williams, J.

    1987-01-01

    Strategic research is defined as that which is necessary to support not only an understanding of the phenomenon on which a new technology is based, but also the raft of other technologies needed to exploit the new phenomenon. The theme is illustrated by reference to the development of ceramics of importance to the nuclear industry and in particularly with relation to the AGR. Starting from natural uranium, the underlying and wide ranging research effort devoted to the technology of isotopic enrichment, the investigation of the uranium-oxygen binary system, fabrication of uranium dioxide fuel, interactions between the fuel and stainless steel cans, between the cans and CO 2 coolant and between the coolant and graphite moderator, is outlined. The role of ceramics in stable radioactive waste containment is also briefly mentioned. (author)

  13. Strategic Options Development and Analysis

    Science.gov (United States)

    Ackermann, Fran; Eden, Colin

    Strategic Options Development and Analysis (SODA) enables a group or individual to construct a graphical representation of a problematic situation, and thus explore options and their ramifications with respect to a complex system of goals or objectives. In addition the method aims to help groups arrive at a negotiated agreement about how to act to resolve the situation. It is based upon the use of causal mapping - a formally constructed means-ends network - as representation form. Because the picture has been constructed using the natural language of the problem owners it becomes a model of the situation that is ‘owned' by those who define the problem. The use of formalities for the construction of the model makes it amenable to a range of analyses as well as encouraging reflection and a deeper understanding. These analyses can be used in a ‘rough and ready' manner by visual inspection or through the use of specialist causal mapping software (Decision Explorer). Each of the analyses helps a group or individual discover important features of the problem situation, and these features facilitate agreeing agood solution. The SODA process is aimed at helping a group learn about the situation they face before they reach agreements. Most significantly the exploration through the causal map leads to a higher probability of more creative solutions and promotes solutions that are more likely to be implemented because the problem construction process is wider and more likely to include richer social dimensions about the blockages to action and organizational change. The basic theories that inform SODA derive from cognitive psychology and social negotiation, where the model acts as a continuously changing representation of the problematic situation - changing as the views of a person or group shift through learning and exploration. This chapter, jointly written by two leading practitioner academics and the original developers of SODA, Colin Eden and Fran Ackermann

  14. "Knowing Is Not Enough; We Must Apply": Reflections on a Failed Action Learning Application

    Science.gov (United States)

    Reese, Simon

    2015-01-01

    This paper reflects upon a sub-optimal action learning application with a strategic business re-design project. The objective of the project was to improve the long-term business performance of a subsidiary business and build the strategic plan. Action learning was introduced to aid the group in expanding their view of the real problems…

  15. Five Steps for Structuring Data-Informed Conversations and Action in Education. REL 2013-001

    Science.gov (United States)

    Kekahio, Wendy; Baker, Myriam

    2013-01-01

    Using data strategically to guide decisions and actions can have a positive effect on education practices and processes. This facilitation guide shows education data teams how to move beyond simply reporting data to applying data to direct strategic action. Using guiding questions, suggested activities, and activity forms, this guide provides…

  16. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    POP Zenovia Cristiana

    2013-07-01

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

  17. Strategic change within organisations

    International Nuclear Information System (INIS)

    Stumpf, W.E.

    1991-01-01

    The experiences of the Atomic Energy Corporation of South Africa, as they relate to the specific turnaround strategy that was ventured upon in 1990, are presented. This comprehensive corporate plan was initiated to bring about a more effective positioning of the Atomic Energy Corporation of South Africa in a new emerging South Africa. The corporate plan consists of three phases, namely, setting a reverse trend in terms of actions, expenditure and priorities; motivating people in the new direction and achieving purposeful action, and unleashing competence. 2 tabs

  18. 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...

  19. 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...

  20. 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...

  1. 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...

  2. 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.

  3. Evaluating Courses of Actions at the Strategic Planning Level

    Science.gov (United States)

    2013-03-01

    Normann and Ramirez 1993). • American business historian, Alfred D. Chandler in 1962, defines strategy as “the determination of the basic long...goals” ( Chandler 1962). The planning makes us prepare a better future. It helps to formulate methods or means to achieve a desired objective or goal in...Jossey-Bass, 1995. Chandler , A.D. Strategy and Structure. Cambridge, MA: MIT Press, 1962. Evered, Roger. "So What is Strategy?" Long Range Planning 16

  4. Winning the Peace: The Strategic Implications of Military Civic Action

    Science.gov (United States)

    1990-09-30

    elections, followed by concurrent congressional and municipal elections. An alternative approach would have been to start at the municipal level and...other municipal buildings. ’ __ _43 Engineering capabilities must focus on the ability to provide HN access to rural areas and develop the socio-economic...mission of defense. Few are familiar with the seminal writings of Eduardo Mercado Jarrin on strategy, such as Seguridad, Politica, Estrategia (Lima

  5. Community Strategic Visioning as a Method to Define and Address Poverty: An Analysis from Select Rural Montana Communities

    Science.gov (United States)

    Lachapelle, Paul; Austin, Eric; Clark, Daniel

    2010-01-01

    Community strategic visioning is a citizen-based planning process in which diverse sectors of a community collectively determine a future state and coordinate a plan of action. Twenty-one communities in rural Montana participated in a multi-phase poverty reduction program that culminated in a community strategic vision process. Research on this…

  6. 1997 U.S. Department of Energy Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    None,

    1997-09-01

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

  7. Strategic materials: Technologies to reduce US import vulnerability

    Science.gov (United States)

    1985-05-01

    Three nations, South Africa, Zaire, and the U.S.S.R., account for over half of the world's production of chromium, cobalt, manganese, and platinum group metals. These metals are essential in the production of high-temperature alloys, steel and stainless steel, industrial and automotive catalysts, electronics, and other applications that are critical to the U.S. economy and the national defense. With minor exceptions, there is no domestic mine production of any of the four metals. Government actions to assure secure supplies of metals critical to the United States have been limited largely to reliance on the national defense stockpile to ensure the availability of materials required for national defense in time of war, leaving it to the free market to provide a diversity of suppliers for the industrial economy. An overall strategy to reduce U.S. reliance on uncertain sources of supply of strategic materials should be based on a combination of three technical approaches: increase the diversity of the world supply of strategic metals through the development of promising deposits; decrease demand for strategic metals through the implementation of improved manufacturing processes and recycling of strategic materials from scrap and waste; and identify and test substitute materials for current applications and develop new materials with reduced strategic material content for future applications.

  8. The mechanism of building competitiveness through strategic partnering

    Directory of Open Access Journals (Sweden)

    Adamik Anna

    2016-05-01

    Full Text Available The paper assumes that strategic partnering, as one of the more mature forms of inter-organisational cooperation, is also an effective method of support for strategic activities of enterprises. In the light of the above, the use of strategic partnering in processes aimed at enhancing their competitiveness was proposed. The aim of the analyses is to identify and systematise the key actions in the mechanism of building competitiveness through strategic partnering of enterprises. For its implementation, a review of literature in the field of theory of organisation, theory of cooperation and partnering as well as theory of competitiveness was carried out. Empirical research to verify the initial theoretical assumptions was also conducted. Quantitative research (surveys and qualitative research (extended case studies was carried out. The study was based on the research procedure modelled on forecasting methods of searching for solutions to organisational problems, i.e. on creative (lateral thinking. As a result, the algorithm of building competitiveness through mature strategic partnering was formulated and recommendations were made as to the possibility of its practical use.

  9. Strategic directions of personnel potential forming of a building complex

    Directory of Open Access Journals (Sweden)

    Simonova Marina

    2016-01-01

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

  10. Strategic Management: An Evaluation of the Use of Three Learning Methods.

    Science.gov (United States)

    Jennings, David

    2002-01-01

    A study of 46 management students compared three methods for learning strategic management: cases, simulation, and action learning through consulting projects. Simulation was superior to action learning on all outcomes and equal or superior to cases on two. Simulation gave students a central role in management and greater control of the learning…

  11. 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...

  12. Center for Strategic Leadership. Issue Paper, August 2003, Volume 06-03. The National Infrastructure Simulation and Analysis Center (NISAC): A New Contributor to Strategic Leader Education and Formulation of Critical Infrastructure Policies and Decisions

    National Research Council Canada - National Science Library

    Wimbish, William

    2003-01-01

    ...) community in educating future strategic leaders about the realities of the Nation's infrastructure system and in researching the effects that new government security policies and actions would have on the nation's critical assets and public and private sector services.

  13. Strategic Vision: A Selected Bibliography

    National Research Council Canada - National Science Library

    Moyer, Jeannette

    2008-01-01

    Strategic Vision is an enduring theme at the U.S. Army War College. Compiled in support of this theme, this selected bibliography reflects books, documents, periodical articles, and a number of web sites...

  14. Strategic Airlift: Our Achilles' Heel

    National Research Council Canada - National Science Library

    Burns, John

    2001-01-01

    ...) deliberate planning and service programmatic processes. The acknowledged shortage of strategic airlift remains the "Achilles' heel" of our nation's power projection capability and is a classic example of a strategy to resource mismatch...

  15. Strategic Military Leaders - Leading Tomorrow

    National Research Council Canada - National Science Library

    Kit, Ng W

    2008-01-01

    .... Four key leadership competencies stand out. We need strategic leaders who are good at doing the right things and doing things right leaders who have the mental agility to choose the correct goals to achieve, the social intelligence to inspire...

  16. Strategic Vision. A Selected Bibliography

    National Research Council Canada - National Science Library

    Gibish, Jane

    2004-01-01

    Strategic Vision is an enduring theme at the U.S. Army War College. Compiled in support of this theme, the following bibliography reflects books, documents, and periodical articles available in our Library...

  17. Strategic Vision: A Selected Bibliography

    National Research Council Canada - National Science Library

    Gibish, Jane

    2001-01-01

    Strategic Vision is an enduring theme at the U.S. Army War College. Compiled in support of this theme, the following bibliography reflects books, documents, and periodical articles in the Army War College Library...

  18. Critical Thinking - A Strategic Competency

    National Research Council Canada - National Science Library

    Gwilliam, Jeffrey

    2002-01-01

    ... accepted, adopted or used by students. This research project explores the reasons for this outcome and provides recommendations and techniques to enhance acceptance of critical thinking as a tool for strategic leaders...

  19. Africa Center for Strategic Studies

    National Research Council Canada - National Science Library

    2000-01-01

    The Africa Center for Strategic Studies supports democratic governance in Africa by offering senior African civilian and military leaders a rigorous academic and practical program in civil-military...

  20. Education and Strategic Research Collaborations

    Science.gov (United States)

    Los Alamos National Laboratory National Security Education Center Image Search Site submit LaboratoryNational Security Education Center Menu Program Offices Energy Security Council New Mexico Consortium Geophysics, Planetary Physics, Signatures Events Collaborations for education and strategic research, student

  1. Strategic Implications of Global Health

    National Research Council Canada - National Science Library

    Monaghan, Karen

    2008-01-01

    "Strategic Implications of Global Health" responds to a request from the Undersecretary of State for Democratization and Global Affairs for an intelligence assessment on the connections between health and U.S. national interests...

  2. Dominant investors and strategic transparency

    NARCIS (Netherlands)

    Perotti, E.C.; von Thadden, E.-L.

    1998-01-01

    This paper studies product market competition under a strategic transparency decision. Dominant investors can influence information collection in the financial market, and thereby corporate transparency, by affecting market liquidity or the cost of information collection. More transparency on a

  3. Dominant investors and strategic transparency

    NARCIS (Netherlands)

    Perotti, E.C.; von Thadden, E.-L.

    1999-01-01

    This paper studies product market competition under a strategic transparency decision. Dominant investors can influence information collection in the financial market, and thereby corporate transparency, by affecting market liquidity or the cost of information collection. More transparency on a

  4. 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...

  5. Strategic Planning for Cardiac Services

    National Research Council Canada - National Science Library

    Gauthier, Gail D

    2008-01-01

    .... This study consists of a strategic analysis of current operations at both facilities that affect the number of cardiothoracic cases performed at both institutions, and analyzing each factor under a process review.

  6. Defeating Terrorism: Strategic Issue Analyses

    National Research Council Canada - National Science Library

    Martin, John

    2002-01-01

    .... This collection of essays represents the initial contributions made by the Institute. They were designed to provide senior Army leadership with context, information, and policy options as they made strategic decisions in the earliest days of the war...

  7. 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.

  8. Personal strategic planning

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2011-01-01

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

  9. Strategic Leadership of Corporate Sustainability

    DEFF Research Database (Denmark)

    Strand, Robert

    2014-01-01

    Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team (TMT) positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as 'Chief Sustainability......? What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why...

  10. Always Strategic: Jointly Essential Landpower

    Science.gov (United States)

    2015-02-01

    local deployment of ground forces typi- cally requires a quality of local social and cultural en- gagement that can be strategically vital for American...substantially in COIN mode is inherently hazardous; in good part, the peril reposes in the in- exorable and potentially strategically weakening ef- fect of the...along in earnest pursuit of particularly favored narratives, but social science for crowd psychology does not carry high and con- vincing promise

  11. Institutional Profiles: Some Strategic Tools

    Directory of Open Access Journals (Sweden)

    Frans van Vught

    2014-04-01

    Full Text Available In this paper we argue that both internal and external pressures and conditions urge contemporary higher education institutions to carefully think through their institutional profiles positions in domestic and global higher education contexts. We subsequently analyse strategic positioning from the strategic management literature and offer four tools — mapping, multi-dimensional ranking, benchmarking and degree profiling — to assist higher education institutions in their profiling and positioning strategies.

  12. Strengthening Strategic Stability with Russia

    Science.gov (United States)

    2017-01-01

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

  13. 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....

  14. 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.

  15. 75 FR 15686 - NOAA'S Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015

    Science.gov (United States)

    2010-03-30

    ...-01] NOAA'S Office of Ocean Exploration and Research (OER) Strategic Plan FY 2011-FY 2015 AGENCY... and Atmospheric Administration (NOAA), Commerce. ACTION: Notice of availability and request for public comment. [[Page 15687

  16. 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.

  17. Enduring Strategic Rivalries

    Science.gov (United States)

    2014-08-01

    Humanist slogan that first became popular in the fifteenth century, Bella gerant alii; tu, felix Austria, nube—Others make war; you, happy Habsburgs, marry...and perceptions of Winston Churchill for the British to hang on in the face of the existential threat that the Third Reich represented. This essay...to Western actions instead of the existential problem caused by a wave of internal rebellions, whose causes were internal, overlaid by Chinese

  18. 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...

  19. Waste Isolation Pilot Plant Strategic Plan

    International Nuclear Information System (INIS)

    1993-03-01

    The purpose of the Waste Isolation Pilot Plant (WIPP) Strategic Plan is to provide decision makers, project participants, and the public with a high-level overview of the objectives, issues, and strategiesthat impact a decision on the suitability of WIPP as a permanent, safe disposal facility for transuranic (TRU) waste that has resulted from defense activities. This document is a component of an integrated planning process and is a key management tool that is coordinated and consistent with the Secretary's Disposal Decision Plan and the Environmental Restoration and Waste Management (EM) Five-Year Plan. This documentsupports other US Department of Energy (DOE) planning efforts, including the TRU Waste Program. The WIPP Strategic Plan addresses the WIPP Program Test Phase, Disposal Decision, Disposal Phase, and Decommissioning Phase (decontamination and decommissioning). It describes the actions and activities that the DOE will conduct to ensure that WIPP will comply with applicable, relevant, and appropriate requirements of the US Environmental Protection Agency (EPA), State of New Mexico, and other applicable federal and state regulations. It also includes the key assumptions under which the strategy was developed. A comprehensive discussion of the multitude of activities involved in the WIPP Program cannot be adequately presented in this document. The specific details of these activities are presented in other, more detailed WIPP planningdocuments

  20. 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.

  1. Effective climate action: why biodiversity matters | IDRC ...

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

    2018-05-22

    May 22, 2018 ... Home · Resources · Perspectives ... This resource-dependency describes the relationship between ... involves holistic and integrated resource management strategies that ... This has been recognized in the Strategic Plan for Biodiversity ... as setting the global framework for priority actions on biodiversity.

  2. Strategic maintenance plan for Cernavoda steam generators

    International Nuclear Information System (INIS)

    Cicerone, T.; Dhar, D.; VandenBerg, J.P.

    2002-01-01

    Steam generators are among the most important pieces of equipment in a nuclear power plant. They are required full time during the plant operation and obviously no redundancy exists. Past experience has shown that those utilities which implemented comprehensive steam generator inspection and maintenance programs and strict water chemistry controls, have had good steam generator performance that supports good overall plant performance. The purpose of this paper is to discuss a strategic Life Management and Operational-monitoring program for the Cernavoda steam generators. The program is first of all to develop a base of expertise for the management of the steam generator condition; and that is to be supported by a program of actions to be accomplished over time to assess their condition, to take measures to avoid degradation and to provide for inspections, cleaning and modifications as necessary. (author)

  3. The advanced test reactor strategic evaluation program

    International Nuclear Information System (INIS)

    Buescher, B.J.

    1989-01-01

    Since the Chernobly accident, the safety of test reactors and irradiation facilities has been critically evaluated from the public's point of view. A systematic evaluation of all safety, environmental, and operational issues must be made in an integrated manner to prioritize actions to maximize benefits while minimizing costs. Such a proactive program has been initiated at the Advanced Test Reactor (ATR). This program, called the Strategic Evaluation Program (STEP), is being conducted for the ATR to provide integrated safety and operational reviews of the reactor against the standards applied to licensed commercial power reactors. This has taken into consideration the lessons learned by the US Nuclear Regulatory Commission (NRC) in its Systematic Evaluation Program (SEP) and the follow-on effort known as the Integrated Safety Assessment Program (ISAP). The SEP was initiated by the NRC to review the designs of older operating nuclear power plants to confirm and document their safety. The ATR STEP objectives are discussed

  4. 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...

  5. Strategic plan for the National Mapping Divison of the U.S. Geological Survey

    Science.gov (United States)

    ,

    1997-01-01

    The National Mapping Division (NMD) has developed this comprehensive strategic plan to chart its course over the next decade. To meet the challenge of the future, the NMD is changing its program emphasis, methods of responding to customer need and business practices. The NMD Strategic Plan identifies the new direction for the Division through a series of goals and actions for managers to use in formulating plans, establishing program emphasis, and determining resource needs and allocations into the next century.

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

    Directory of Open Access Journals (Sweden)

    Endah Widati

    2012-04-01

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

  7. 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.

  8. Developing and executing a strategic plan.

    Science.gov (United States)

    Morley, Glenn

    2010-02-01

    Because of the historic economic crisis, the past 18 months--2008 and the first half of 2009--have been challenging for many plastic surgery practices. Prior to the economic crisis in 2008, many practices enjoyed success with little synchronization between financial and productivity results, practice goals, and strategic planning. Now, suddenly, there is a great deal of interest in the alignment of budgets and financial reporting, marketing return on investment (ROI), staff accountability, and overhead management. The process of developing a business plan can serve to bring clarity and objectivity to the assessment of practice goals and market dynamics. The business planning process also provides assurance of more efficient use of the practice's human and capital resources. Ultimately, the process will bring order, discipline, and focus to practice stakeholders, thus increasing the likelihood of meeting or exceeding practice goals. The process: (1) defining the mission of the practice; (2) completing a competitive analysis for your market; (3) completing an assessment of your current environment; (4) completing an assessment of the financial health of your practice; (5) preparation of a SWOT (strengths, weakness, opportunity, threat) analysis; and (6) a translation of your mission statement into specific long-term goals and short-term performance objectives. The outcome of completing these tasks should be an actionable plan that will serve as a guide or road map for the practice. A well-articulated plan will solidify staff confidence, continue the advancement of a strong business foundation, and provide clear navigation through this new economic landscape in a way that preserves your ability to provide the care you have devoted yourselves to deliver. Today's needs, and yesterday's lessons, dictate that a well-documented strategic action plan be undertaken. Thieme Medical Publishers.

  9. 2009 Clusters, Nanocrystals & Nanostructures GRC

    Energy Technology Data Exchange (ETDEWEB)

    Wang, Lai-Sheng [Washington State Univ., Pullman, WA (United States)

    2009-07-19

    For over thirty years, this Gordon Conference has been the premiere meeting for the field of cluster science, which studies the phenomena that arise when matter becomes small. During its history, participants have witnessed the discovery and development of many novel materials, including C60, carbon nanotubes, semiconductor and metal nanocrystals, and nanowires. In addition to addressing fundamental scientific questions related to these materials, the meeting has always included a discussion of their potential applications. Consequently, this conference has played a critical role in the birth and growth of nanoscience and engineering. The goal of the 2009 Gordon Conference is to continue the forward-looking tradition of this meeting and discuss the most recent advances in the field of clusters, nanocrystals, and nanostructures. As in past meetings, this will include new topics that broaden the field. In particular, a special emphasis will be placed on nanomaterials related to the efficient use, generation, or conversion of energy. For example, we anticipate presentations related to batteries, catalysts, photovoltaics, and thermoelectrics. In addition, we expect to address the controversy surrounding carrier multiplication with a session in which recent results addressing this phenomenon will be discussed and debated. The atmosphere of the conference, which emphasizes the presentation of unpublished results and lengthy discussion periods, ensures that attendees will enjoy a valuable and stimulating experience. Because only a limited number of participants are allowed to attend this conference, and oversubscription is anticipated, we encourage all interested researchers from academia, industry, and government institutions to apply as early as possible. An invitation is not required. We also encourage all attendees to submit their latest results for presentation at the poster sessions. We anticipate that several posters will be selected for 'hot topic' oral presentations. Because of the important role that students and postdocs play in the future of this field, we also anticipate to select several posters from young investigators for oral presentations.

  10. 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

  11. Guam Energy Action Plan

    Energy Technology Data Exchange (ETDEWEB)

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

    2013-07-01

    Describes the four near-term strategies selected by the Guam Energy Task Force during action planning workshops conducted in March 2013, and outlines the steps being taken to implement those strategies. Each strategy addresses one of the energy sectors identified in the earlier Guam strategic energy plan as being an essential component of diversifying Guam's fuel sources and reducing fossil energy consumption 20% by 2020. The four energy strategies selected are: (1) expanding public outreach on energy efficiency and conservation, (2) establishing a demand-side management revolving loan program, (3) exploring waste-to-energy options, and (4) influencing the transportation sector via anti-idling legislation, vehicle registration fees, and electric vehicles.

  12. [Strategic thinking: a possibility of systematization of nursing supervision].

    Science.gov (United States)

    Servo, M L

    2001-07-01

    This is a study of strategic thinking as a possibility for systematization of nursing supervision. It is a perspective of collective reflection, aiming an effective intervention of nursing, without losing sight of the characteristics inherent to structures and dynamics of social relationships. It shows the need of a technical-political action of nursing staff, associating actions with ideas and acts of the wish to know, looking for construct/reconstruct practices and alternatives of change. A space of democracy that searches the change of social relationships seeking for mutual understanding, although only to verify disagreement in the end.

  13. 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...

  14. Negotiating action

    Science.gov (United States)

    2017-12-01

    After years of working towards a climate accord, the Paris Agreement of 2015 marked the shift from negotiating to reach consensus on climate action to implementation of such action. The challenge now is to ensure transparency in the processes and identify the details of what is required.

  15. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1994-03-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (October - December 1993) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  16. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1992-11-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (July - September 1992) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  17. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1990-05-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (January--March 1990) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. Also included are a number of enforcement actions that had been previously resolved but not published in this NUREG. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  18. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1989-06-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (January--March 1989) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. Also included are a number of enforcement actions that had been previously resolved but not published in this NUREG. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  19. An Uncertain QFD Approach for the Strategic Management of Logistics Services

    Directory of Open Access Journals (Sweden)

    Shengpeng Yang

    2016-01-01

    Full Text Available Due to customers’ growing concern about logistics performances related to products, logistics service increasingly contributes to the core competence of an enterprise or product, which calls an appropriate tool to develop effective strategic actions to improve logistics performances and gain customer satisfaction. Therefore, an uncertain quality function deployment (QFD approach for selecting the most effective strategic actions in terms of efficiency to meet the customer requirements is developed in this paper, which integrates uncertainty theory into the traditional QFD methodology in order to rationally deal with imprecise information inherently involved in the QFD process. The framework and systematic procedures of the approach are presented in the context of logistics services. Specifically, the calculations for the prioritization of strategic actions are discussed in detail, in which uncertain variables are used to capture the linguistic judgements given by customers and experts. Applications of the proposed approach are presented as well for illustration.

  20. The Test of Strategic Culture

    DEFF Research Database (Denmark)

    Dalgaard-Nielsen, Anja

    2005-01-01

    explains the apparently contradictory aspects of Germany’s stance on Iraq by identifying two competing strands within Germany’s strategic culture. It concludes that the German refusal signals neither a reversion to a pacifist stance nor that Germany is in a process of shedding the bonds and alliances......Germany was the first country to issue a categorical refusal to support the US-led war in Iraq. Some have interpreted this as the result of a clash between the strategic cultures of Germany and the USA, others as a sign that a more nationalistic and assertive Germany is emerging. This article...... that have so far framed the reunified Germany’s military policy. Iraq simply showed that Germany, like most other countries, has conditions that have to be met – in Germany’s case, conditions flowing from the coexistence of two competing schools of thought within Germany’s strategic culture....

  1. Strategic planning in healthcare organizations.

    Science.gov (United States)

    Rodríguez Perera, Francisco de Paula; Peiró, Manel

    2012-08-01

    Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity, and the differentiation of the service provided. A cardiology department, a hemodynamic unit, or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium, and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future. Copyright © 2012 Sociedad Española de Cardiología. Published by Elsevier Espana. All rights reserved.

  2. Decoupling the use and meaning of strategic plans in public healthcare.

    Science.gov (United States)

    Lega, Federico; Longo, Francesco; Rotolo, Andrea

    2013-01-04

    stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities.

  3. Decoupling the use and meaning of strategic plans in public healthcare

    Science.gov (United States)

    2013-01-01

    similar topics to different stakeholders, although they use different language to answer to the different expectations of each stakeholder. Therefore, strategic planning and plans seem to be driven by neo-institutional approaches, as they are means to build consensus and negotiate ground for strategic actions, rather than means to identify strategic choices and priorities. PMID:23289527

  4. IS and Business Leaders' Strategizing

    DEFF Research Database (Denmark)

    Hansen, Anne Mette

    adopted an alternative view in which IS strategy represents a shared understanding of the role of IS within the organization. The assumption in these studies is that IS and business leaders constantly negotiate their understandings of the role of IS and strategic objectives as a basis for investment...... to the IS strategy literature by providing a detailed and rich description of IS and business leaders’ learning during IS strategizing. Second, it informs organizational learning theory by providing fundamental new insights to the 4I framework, extending our knowledge of its core constructs and revealing a potential...

  5. The Nature of Strategic Communication

    DEFF Research Database (Denmark)

    Christensen, Lars Thøger; Svensson, Emma

    2017-01-01

    In this article, we address and challenge Nothhaft’s (2016) recent attempt to revive the field of strategic communication through an application of approaches and principles from the studies of the human mind. Instead of an indiscriminate import of a natural science perspective, we argue...... that the shortcomings of the field are dealt with more adequately by recognizing and embracing the immense complexity at play in all dimensions of strategic communication. The challenge is to understand the multiple goals and dimensions of the field, to acknowledge the principle of recursivity in all communicative...

  6. Strategic behaviour under regulatory benchmarking

    Energy Technology Data Exchange (ETDEWEB)

    Jamasb, T. [Cambridge Univ. (United Kingdom). Dept. of Applied Economics; Nillesen, P. [NUON NV (Netherlands); Pollitt, M. [Cambridge Univ. (United Kingdom). Judge Inst. of Management

    2004-09-01

    In order to improve the efficiency of electricity distribution networks, some regulators have adopted incentive regulation schemes that rely on performance benchmarking. Although regulation benchmarking can influence the ''regulation game,'' the subject has received limited attention. This paper discusses how strategic behaviour can result in inefficient behaviour by firms. We then use the Data Envelopment Analysis (DEA) method with US utility data to examine implications of illustrative cases of strategic behaviour reported by regulators. The results show that gaming can have significant effects on the measured performance and profitability of firms. (author)

  7. Strategic campaigns and redistributive politics

    DEFF Research Database (Denmark)

    Schultz, Christian

    2007-01-01

    The article investigates strategic, informative campaigning by two parties when politics concern redistribution. Voters are uncertain about whether parties favour special groups. Parties will target campaigns on groups where most votes are gained by informing about policies. In equilibrium......, campaigning will be most intensive in groups where the uncertainty is largest and where voters are most mobile, most likely to vote, most receptive to campaigns and relatively uninformed initially. These groups will become more informed about policy. Parties will therefore gain more votes by treating...... these groups well so these groups will gain from strategic campaigning. Welfare effects are assessed...

  8. The strategic labor allocation proces : a model of strategic HRM

    NARCIS (Netherlands)

    Bax, Erik H.

    2002-01-01

    In this article the Strategic Labor Allocation Process model (SLAP) is described. The model relates HR-strategies to structure, culture and task technology to HR-policies like recruitment, appraisal and rewarding, to business strategy and to socio-cultural, economic, institutional and technological

  9. Conditional Cooperation : Disentangling Strategic from Non-Strategic Motivations

    NARCIS (Netherlands)

    Reuben, E.; Suetens, S.

    2008-01-01

    We use a novel experimental design to examine the role of reputational concerns in explaining conditional cooperation in social dilemmas. By using the strategy method in a repeated sequential prisoners’ dilemma in which the probabilistic end is known, we can distinguish between strategically and

  10. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    Science.gov (United States)

    Baaki, John; Moseley, James L.

    2011-01-01

    This article shares experiences that participants had playing the game of STRATEGO and how the activity may be linked to strategic planning and thinking. Among the human performance technology implications of playing this game are that gamers agreed on a framework for rules, took stock on where they wanted to go in the future, and generated a risk…

  11. A strategic approach for existing buildings to withstand climate change

    DEFF Research Database (Denmark)

    Rasmussen, Torben Valdbjørn

    2012-01-01

    Buildings play a vital economic and social role in society and are vulnerable to climate change. This paper suggests a strategic approach for existing buildings to withstand climate change. It emphasises the most likely climate impacts, including the change in mean year values as well as the exte...... based on the results of a vulnerability analysis. In addition, this paper describes some issues that must be addressed in case a strategic approach is not developed, as the building sector is continuously investing in measures to adapt to climate change.......Buildings play a vital economic and social role in society and are vulnerable to climate change. This paper suggests a strategic approach for existing buildings to withstand climate change. It emphasises the most likely climate impacts, including the change in mean year values as well as the extent......, the uncertainty of the scenarios leaves major challenges that will grow far more serious, if not addressed and taken into account in building design and into a strategy for the adaptation of existing buildings. An outline of the actions needed for developing a broad strategic approach to the adaptation to climate...

  12. Governance in Strategic Environmental Assessment: Lessons from the Portuguese practice

    International Nuclear Information System (INIS)

    Monteiro, Margarida B.; Partidário, Maria Rosário

    2017-01-01

    The analysis of governance in Strategic Environmental Assessment (SEA) can help understand why, whether and how strategic decision-making happens. Understanding the governance context is strategic to improve the role and capacity of SEA to stimulate, and legitimate decisions that integrate environmental issues and are sustainability driven. The objective of this paper is to discuss why governance is important in SEA. In the SEA literature governance is mostly addressed in silos (i.e. public participation or decisions transparency or accountability) rather than in an integrated way. In addition few authors adopt a strategic view to address the governance context within which SEA is used. In this paper we address the heuristics of governance in SEA based on theoretical and empirical evidence, suggesting how SEA may incorporate the governance dimension. First a review of the SEA literature in relation to governance sets the context to the analysis on how governance is approached in practice, based on 60 Portuguese SEA cases. This is followed by the presentation of an empirical SEA case conducted in Portugal to illustrate what, in our understanding, can be an example of good practice in considering governance in SEA. Final discussion reflects on the role of governance in SEA in promoting engagement, enabling collaborative action, learning processes and dialogues, concluding on the relevance of governance in creating development contexts that can deal with change.

  13. Implementation Of Strategic Management: The Challenges And ...

    African Journals Online (AJOL)

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

  14. Preemption in U.S. Strategic Culture

    National Research Council Canada - National Science Library

    Marca, Daniela

    2004-01-01

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

  15. General Kenney as a Strategic Leader

    National Research Council Canada - National Science Library

    Manuel, Kent

    1996-01-01

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

  16. Senior Strategic Outreach and Engagement Officer | IDRC ...

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

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

  17. 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...

  18. Implementing Knowledge Management as a Strategic Initiative

    National Research Council Canada - National Science Library

    DiGiacomo, Joseph

    2003-01-01

    ... are: leadership, organization, technology and leaning. Knowledge management was one of five strategic initiatives in the overall strategic plan, which was developed using Kaplan and Norton's Balanced Scorecard methodology...

  19. The War in Afghanistan: A Strategic Analysis

    National Research Council Canada - National Science Library

    Herring, G

    2003-01-01

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

  20. Strategic Leadership in the Transformation Age

    National Research Council Canada - National Science Library

    Kidd, William

    2002-01-01

    ... retained. This paper describes how The Army is addressing the ATLDP identified disconnects in five strategic baseline skills and offers six more skill sets developed by the Strategic Leader Task Force...

  1. The Danish experience of strategic environment assesment

    DEFF Research Database (Denmark)

    Kørnøv, Lone

    2004-01-01

    The article recounts a number of examples of the Danish experience with Strategic Environmental Assessment (SEA).......The article recounts a number of examples of the Danish experience with Strategic Environmental Assessment (SEA)....

  2. A framework for guiding sustainability assessment and on-farm strategic decision making

    Energy Technology Data Exchange (ETDEWEB)

    Coteur, Ine, E-mail: ine.coteur@ilvo.vlaanderen.be [Institute for Agricultural and Fisheries Research (ILVO)-Social sciences Unit, Burg. Van Gansberghelaan 115, box 2, 9820 Merelbeke (Belgium); Marchand, Fleur [Institute for Agricultural and Fisheries Research (ILVO)-Social sciences Unit, Burg. Van Gansberghelaan 115, box 2, 9820 Merelbeke (Belgium); University of Antwerp, Ecosystem Management Research Group and IMDO, Universiteitsplein 1, 2610 Wilrijk (Belgium); Debruyne, Lies; Dalemans, Floris [Institute for Agricultural and Fisheries Research (ILVO)-Social sciences Unit, Burg. Van Gansberghelaan 115, box 2, 9820 Merelbeke (Belgium); Lauwers, Ludwig [Institute for Agricultural and Fisheries Research (ILVO)-Social sciences Unit, Burg. Van Gansberghelaan 115, box 2, 9820 Merelbeke (Belgium); University of Ghent, Department of Agricultural Economics, Coupure Links 53, 9000 Ghent (Belgium)

    2016-09-15

    Responding to future challenges and societal needs, various actions are taken in agriculture to evolve towards more sustainable farming practices. These actions imply strategic choices and suppose adequate sustainability assessments to identify, measure, evaluate and communicate sustainable development. However, literature is scarce on the link between strategic decision making and sustainability assessment. As questions emerge on how, what and when to measure, the objective of this paper is to construct a framework for guiding sustainability assessment and on-farm strategic decision making. Qualitative research on own experiences from the past and a recent project revealed four categories of actual needs farmers, advisors and experts have regarding sustainability assessment: context, flexibility, focus on farm and farmer and communication. These stakeholders' needs are then incorporated into a two-dimensional framework that marries the intrinsic complexity of sustainability assessment tools and the time frame of strategic decision making. The framework allows a farm-specific and flexible approach leading to harmonized actions towards sustainable farming. As this framework is mainly a procedural instrument to guide the use of sustainability assessment tools within strategic decision making, it fits to incorporate, even guide, future research on sustainability assessment tools themselves and on their adoption on farms. - Highlights: • How to link sustainability assessment and on-farm strategic decision making is unclear. • Two-dimensional framework incorporating stakeholders' needs regarding sustainability assessment • Linking complexity of sustainability assessment tools and the time frame of strategic decision making • Farm-specific and flexible approach to harmonize action towards sustainable farming.

  3. A framework for guiding sustainability assessment and on-farm strategic decision making

    International Nuclear Information System (INIS)

    Coteur, Ine; Marchand, Fleur; Debruyne, Lies; Dalemans, Floris; Lauwers, Ludwig

    2016-01-01

    Responding to future challenges and societal needs, various actions are taken in agriculture to evolve towards more sustainable farming practices. These actions imply strategic choices and suppose adequate sustainability assessments to identify, measure, evaluate and communicate sustainable development. However, literature is scarce on the link between strategic decision making and sustainability assessment. As questions emerge on how, what and when to measure, the objective of this paper is to construct a framework for guiding sustainability assessment and on-farm strategic decision making. Qualitative research on own experiences from the past and a recent project revealed four categories of actual needs farmers, advisors and experts have regarding sustainability assessment: context, flexibility, focus on farm and farmer and communication. These stakeholders' needs are then incorporated into a two-dimensional framework that marries the intrinsic complexity of sustainability assessment tools and the time frame of strategic decision making. The framework allows a farm-specific and flexible approach leading to harmonized actions towards sustainable farming. As this framework is mainly a procedural instrument to guide the use of sustainability assessment tools within strategic decision making, it fits to incorporate, even guide, future research on sustainability assessment tools themselves and on their adoption on farms. - Highlights: • How to link sustainability assessment and on-farm strategic decision making is unclear. • Two-dimensional framework incorporating stakeholders' needs regarding sustainability assessment • Linking complexity of sustainability assessment tools and the time frame of strategic decision making • Farm-specific and flexible approach to harmonize action towards sustainable farming

  4. FY 2001 Hanford Waste Management Strategic Plan

    International Nuclear Information System (INIS)

    COLLINS, M.S.

    2001-01-01

    We are pleased to present the 2001 Hanford Waste Management Program Strategic Plan. This plan supports the newly developed U. S. Department of Energy Site outcomes strategy. The 2001 Plan reflects current and projected needs for Waste Management Program services in support of Hanford Site cleanup, and updates the objectives and actions using new waste stream oriented logic for the strategic goals: (1) waste treatment/processing, storage, and disposal; (2) interfaces; and (3) program excellence. Overall direction for the Program is provided by the Waste Management Division, Office of the Assistant Manager for Environmental Restoration and Waste Management, U. S. Department of Energy, Richland Operations Office. Fluor Hanford, Inc. is the operating contractor for the program. This Plan documents proactive strategies for planning and budgeting, with a major focus on helping meet regulatory commitments in a timely and efficient manner and concurrently assisting us in completing programs cheaper, better and quicker. Newly developed waste stream oriented logic was incorporated to clarify Site outcomes. External drivers, technology inputs, treatment/processing, storage and disposal strategies, and stream specific strategies are included for the six major waste types addressed in this Plan (low-level waste, mixed low-level waste, contact-handled transuranic waste, remote-handled transuranic waste, liquid waste, and cesium/strontium capsules). The key elements of the strategy are identification and quantification of the needs for waste management services, assessment of capabilities, and development of cost-effective actions to meet the needs and to continuously improve performance. Accomplishment of specific actions as set forth in the Plan depends on continued availability of the required resources and funding. The primary objectives of Plan are: (1) enhance the Waste Management Program to improve flexibility, become more holistic especially by implementing new

  5. 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...

  6. 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...

  7. 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, ...

  8. 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 ...

  9. 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...

  10. Strategic Groups and Banks’ Performance

    Directory of Open Access Journals (Sweden)

    Gregorz Halaj

    2009-06-01

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

  11. Learning in strategic technology alliances

    NARCIS (Netherlands)

    Schoenmakers, W.W.M.E.; Duysters, G.M.

    2006-01-01

    In this paper we examine the influence of strategic technology alliances on organisational learning. From an empirical perspective we examine the pre- and post-alliance knowledge bases of allying firms. We find that the pre-alliance knowledge base overlap of the allying firms has an inverted

  12. Consultancy on Strategic Information Planning.

    Science.gov (United States)

    Pejova, Zdravka, Ed.; Horton, Forest W., Ed.

    At the workshop, better management through strategic planning of information and consultancy was discussed as one way in which developing and Eastern European countries could tackle the complex information problems they are facing during the transition to a market economy. The sixteen papers in this volume are grouped into three basic categories:…

  13. Strategic Planning: Shaping Future Success

    Science.gov (United States)

    2016-09-01

    fielding, the PM may also be planning for future increments , sustainment and other long-term ef- forts. Strategic planning can help the PM position these...introduced the Planning, Programming, and Budgeting System (PPBS) to the DoD. Prior to that, the DoD’s budget - ing focused on areas such as overhead

  14. Strategic Management in Hybrid Organizations

    NARCIS (Netherlands)

    Joldersma, F.; Winter, V.

    2002-01-01

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

  15. Integrating financial and strategic planning.

    Science.gov (United States)

    Pivnicny, V C

    1989-09-01

    As hospitals face mounting profitability and liquidity concerns, the need to integrate strategic and financial planning also will continue to grow. This article describes a process for integrating these planning functions and the ideal organizational framework to facilitate the process. Obstacles to the integration of these planning processes also are discussed.

  16. Faculty Perceptions of Strategic Visioning.

    Science.gov (United States)

    Marcus, Laurence R.; Smith, Richard

    This report presents an examination of the use of a participative model in the strategic planning process at a publicly-supported, comprehensive institution in the middle Atlantic region of the United States. Specific attention is given to the process of developing the vision statement, an undertaking of approximately 15 months preceding Board of…

  17. Strategic interactions in environmental economics

    NARCIS (Netherlands)

    Heijnen, Pim

    2007-01-01

    This thesis deals with the strategic interactions important to environmental economics. That includes a wide range of topics: environmental groups influencing or informing consumers, the reaction to taxation by car and fuel producers, the spread of an innovative tax and binary public good games.

  18. 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)

  19. Strategic Asset Seeking by EMNEs

    DEFF Research Database (Denmark)

    Petersen, Bent; Seifert, Jr., Rene E.

    2014-01-01

    Purpose: The chapter provides an economic explanation and perspectivation of strategic asset seeking of multinational enterprises from emerging economies (EMNEs) as a prominent feature of today’s global economy. Approach: The authors apply and extend the “springboard perspective.” This perspective...

  20. BARRIERS OF STRATEGIC ALLIANCES ORGANIZATION

    Directory of Open Access Journals (Sweden)

    Vladislav M. Sannikov

    2014-01-01

    Full Text Available General barriers of organization of different types of strategic alliances have beenconsidered in the article. There are several recommendations for overcoming themin cases of international alliances, and in case of work in one state. The article also identified goals and tasks of single coordination center of alliance to overcome organization barriers.

  1. 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

  2. A "Quick & Dirty" Strategic Audit

    Science.gov (United States)

    Brawley, Dorothy E.

    2016-01-01

    In teaching Strategic Management, it is imperative that students first learn how to audit the firm before they begin analysis, planning and implementation. Unfortunately this is a step often overlooked. Without a complete and up to date audit, any analysis conducted would have questionable validity and reliability. This report focuses on an…

  3. Selfishness Level of Strategic Games

    NARCIS (Netherlands)

    Apt, K.R.; Schäfer, G.

    2014-01-01

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

  4. Strategic Deterrence for the Future

    Science.gov (United States)

    2015-08-01

    progress in the strategic field has been considerable. Washington should carefully examine going below New START levels of warheads and launchers ...chief of staff of plans, policies, and requirements, US Pacific Fleet; congressional appropriations liaison officer for the Office of the Secretary

  5. Crafting successful strategic technology alliances

    NARCIS (Netherlands)

    Duysters, G.M.; Kok, G.; Vaandrager, M.

    1999-01-01

    Despite the trend towards an increasing use of strategic technology alliances, mortality rates of cooperative agreements have always been extremely high. In this paper we argue that rapid economic and technological developments have overthrown traditional thinking about alliances and that firms

  6. IT Strategic and Operational Controls

    CERN Document Server

    Kyriazoglou, J

    2010-01-01

    This book provides a comprehensive guide to implementing an integrated and flexible set of IT controls in a systematic way. It can help organisations to formulate a complete culture for all areas which must be supervised and controlled; allowing them to simultaneously ensure a secure, high standard whilst striving to obtain the strategic and operational goals of the company.

  7. Safeguards Technology Strategic Planning Pentachart

    International Nuclear Information System (INIS)

    Carroll, C. J.

    2017-01-01

    Builds on earlier strategic planning workshops conducted for SGIT, SGTS, and SGCP. Many of recommendations from these workshops have been successfully implemented at the IAEA. Provide a context for evaluating new approaches for anticipated safeguards challenges of the future. Approach used by government and military to plan for an uncertain future. Uses consensus decision-making.

  8. Strategic School Planning in Jordan

    Science.gov (United States)

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi

    2012-01-01

    The study aimed to measuring the applying degree of the strategic school planning stages at the Governmental high schools from the educational supervisors and principals perspective in the directorates related to Amman city, the study society was formed of the educational supervisors and principals working at Educational directorates related to…

  9. Social theories for strategic communication

    NARCIS (Netherlands)

    Ihlen, Ø.; Verhoeven, P.; Holtzhausen, D.; Zerfass, A.

    2015-01-01

    Social theory provides strategic communication with a basic understanding of the societal role of the practice, and its ethical and political consequences. This chapter draws out some key conclusions based on a wide reading of social theory approaches. First of all, building on social theory means

  10. Using Intellectual Property Rights Strategically

    DEFF Research Database (Denmark)

    Reitzig, Markus

    2003-01-01

    With the share of intellectual property among corporate value constantly rising,management's understanding of the strategic use of patents, trademarks, andcopyrights becomes ever more crucial. The vast majority of articles on patent ortrademark strategies, however, is written by and for lawyers d...... observations in the deployment of patents andtrademarks and inspires them to think more creatively about IPRs than they didbefore....

  11. Strategic Issues in University Management

    NARCIS (Netherlands)

    Roosendaal, Hans E.

    2005-01-01

    In this paper we will discuss developments in the field of scientific information with the aim to determine and analyse some of the pertinent strategic issues related to higher education (HE) as seen from the stakeholder perspective of the university and its management.

  12. A strategic PACS maturity approach

    NARCIS (Netherlands)

    van de Wetering, R.

    2011-01-01

    Finding the key determinants of Picture Archivingand Communication Systems (PACS)performance in hospitals has been a conundrumfor decades. This research provides a method toassess the strategic alignment of PACS in hospitalsin order to find these key determinants. PACS touches upon every single part

  13. Japanese strategic thought toward asia

    CERN Document Server

    Rozman, Gilbert; Ferguson, Joseph

    2007-01-01

    Japanese leaders and often the media too have substituted symbols for strategy in dealing with Asia. This comprehensive review of four periods over twenty years exposes the strategic gap in viewing individually and collectively China, Taiwan, the Korean peninsula, Russia, Central Asia, and regionalism.

  14. Strategic Approaches with Resistant Families.

    Science.gov (United States)

    Breit, Miranda; And Others

    1983-01-01

    Describes the operation of a 10-session brief therapy unit for families who have failed in more traditional treatment modalities. Case material is presented to exemplify five different treatment strategies: symptom prescription, reframing, illusion of alternatives, role play, and strategic alliances. Advantages and limitations are discussed.…

  15. Entrepreneurial Spirit in Strategic Planning.

    Science.gov (United States)

    Riggs, Donald E.

    1987-01-01

    Presents a model which merges the concepts of entrepreneurship with those of strategic planning to create a library management system. Each step of the process, including needs assessment and policy formation, strategy choice and implementation, and evaluation, is described in detail. (CLB)

  16. Negotiation for Strategic Video Games

    OpenAIRE

    Afiouni, Einar Nour; Øvrelid, Leif Julian

    2013-01-01

    This project aims to examine the possibilities of using game theoretic concepts and multi-agent systems in modern video games with real time demands. We have implemented a multi-issue negotiation system for the strategic video game Civilization IV, evaluating different negotiation techniques with a focus on the use of opponent modeling to improve negotiation results.

  17. Strategic Audit and Marketing Plan

    Science.gov (United States)

    Wright, Lianna S.

    2013-01-01

    The purpose of this audit was to revise the marketing plan for ADSum Professional Development School and give the owner a long-term vision of the school to operate competitively in the crowded field of for-profit schools. It is fairly simple to create a strategic plan but harder to implement and execute. Execution requires weeks and months of…

  18. Napoleon’s Strategic Failures

    Science.gov (United States)

    2011-03-15

    of Napoleon‟s strategic naval failures was his obsession with invading Ireland as a way to get at England. There had been numerous occasions where...policies impacting the internal economies of Europe was the significant rise in prices for such items as coffee , saffron, spices and sugar. These

  19. 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

  20. 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.

  1. 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.

  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. The action of France; L'action de la France

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2003-07-01

    After a favorable period for the weapons mastership, the disarmament and the non-proliferation, the conditions of international safety and the strategical context revealed recently worrying developments. The France is decided to continue its action in favor of the disarmament and the non-proliferation in the continuity of its political engagements. (A.L.B.)

  4. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1993-09-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (April--June 1993) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  5. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1991-05-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (January--March 1991) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  6. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1991-02-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (October--December 1990) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  7. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1990-03-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (October--December 1989) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  8. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1990-11-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (July--September 1990) and includes copies of letters, notices, and orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  9. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1992-08-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (April--June 1992) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  10. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1990-09-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (April--June 1990) and includes copies of letters, notices, and orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  11. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1993-06-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (January--March 1993) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  12. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1992-05-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (January--March 1992) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  13. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1993-12-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (July--September 1993) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  14. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1993-03-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (October--December 1992) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  15. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1991-07-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (April-June 1991) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  16. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1991-11-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (July--September 1991) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  17. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1992-03-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (October--December 1991) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  18. Enforcement actions: Significant actions resolved

    International Nuclear Information System (INIS)

    1989-12-01

    This compilation summarizes significant enforcement actions that have been resolved during one quarterly period (July--September 1989) and includes copies of letters, Notices, and Orders sent by the Nuclear Regulatory Commission to licensees with respect to these enforcement actions. It is anticipated that the information in this publication will be widely disseminated to managers and employees engaged in activities licensed by the NRC, so that actions can be taken to improve safety by avoiding future violations similar to those described in this publication

  19. 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...

  20. 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