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.

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.

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...

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

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.

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.

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.

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

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.

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

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.

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...

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.

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.

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…

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.

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...

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.

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.

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.

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...

[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.

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.

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...

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.

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.

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.

'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.

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...

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...

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...

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.

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.

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.

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.

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.

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.

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...

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.

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...

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...

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

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.

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...

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.

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.

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.

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…

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

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.

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....

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.

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.

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.

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

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.

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...

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.

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

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.;

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.

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.

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

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...

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....

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.

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)

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.

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...

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

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...

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)

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...

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.

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.)

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.

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…

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

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.

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.

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...

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.

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.

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.

Strategic Audit and Ownership Strategy

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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.

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

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.

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

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.

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...

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...

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…

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

CONFLICTS IN THE STRATEGIC BUSINESS NETWORK OPERATING IN THE FOREIGN MARKET

Directory of Open Access Journals (Sweden)

Aleksandra Hauke-Lopes

2017-09-01

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

Services of strategic consulting: special features and types

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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.

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.

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

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.

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

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.

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...

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.

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

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

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...

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...

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...

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.

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

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...

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...

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...

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…

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 ...

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...

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.

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

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...

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

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...

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...

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...

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…

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.

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…

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.

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.

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

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...

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

Directory of Open Access Journals (Sweden)

Nelmar Vaccari

2008-03-01

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

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…

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

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

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.

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.

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...

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...

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...

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

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…

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…

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.

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.

Using a concept map as a tool for strategic planning: The Healthy Brain Initiative.

Science.gov (United States)

Anderson, Lynda A; Day, Kristine L; Vandenberg, Anna E

2011-09-01

Concept mapping is a tool to assist in strategic planning that allows planners to work through a sequence of phases to produce a conceptual framework. Although several studies describe how concept mapping is applied to various public health problems, the flexibility of the methods used in each phase of the process is often overlooked. If practitioners were more aware of the flexibility, more public health endeavors could benefit from using concept mapping as a tool for strategic planning. The objective of this article is to describe how the 6 concept-mapping phases originally outlined by William Trochim guided our strategic planning process and how we adjusted the specific methods in the first 2 phases to meet the specialized needs and requirements to create The Healthy Brain Initiative: A National Public Health Road Map to Maintaining Cognitive Health. In the first stage (phases 1 and 2 of concept mapping), we formed a steering committee, convened 4 work groups over a period of 3 months, and generated an initial set of 42 action items grounded in science. In the second stage (phases 3 and 4), we engaged stakeholders in sorting and rating the action items and constructed a series of concept maps. In the third and final stage (phases 5 and 6), we examined and refined the action items and generated a final concept map consisting of 44 action items. We then selected the top 10 action items, and in 2007, we published The Healthy Brain Initiative: A National Public Health Road Map to Maintaining Cognitive Health, which represents the strategic plan for The Healthy Brain Initiative.

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.

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.

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.

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.)

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.

"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…

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.

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

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…

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...

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."

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.

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

Science.gov (United States)

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

2015-10-01

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

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....

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...

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.

Dissociable neural representations of reinforcement and belief prediction errors underlie strategic learning.

Science.gov (United States)

Zhu, Lusha; Mathewson, Kyle E; Hsu, Ming

2012-01-31

Decision-making in the presence of other competitive intelligent agents is fundamental for social and economic behavior. Such decisions require agents to behave strategically, where in addition to learning about the rewards and punishments available in the environment, they also need to anticipate and respond to actions of others competing for the same rewards. However, whereas we know much about strategic learning at both theoretical and behavioral levels, we know relatively little about the underlying neural mechanisms. Here, we show using a multi-strategy competitive learning paradigm that strategic choices can be characterized by extending the reinforcement learning (RL) framework to incorporate agents' beliefs about the actions of their opponents. Furthermore, using this characterization to generate putative internal values, we used model-based functional magnetic resonance imaging to investigate neural computations underlying strategic learning. We found that the distinct notions of prediction errors derived from our computational model are processed in a partially overlapping but distinct set of brain regions. Specifically, we found that the RL prediction error was correlated with activity in the ventral striatum. In contrast, activity in the ventral striatum, as well as the rostral anterior cingulate (rACC), was correlated with a previously uncharacterized belief-based prediction error. Furthermore, activity in rACC reflected individual differences in degree of engagement in belief learning. These results suggest a model of strategic behavior where learning arises from interaction of dissociable reinforcement and belief-based inputs.

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.

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.

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...

CORPORATE STRATEGY: RELATIONSHIP BETWEEN THE IDP, IEP AND PLANNING STRATEGIC IN IFB

Directory of Open Access Journals (Sweden)

Pedro Henrique Rodrigues de Camargo Dias

2017-08-01

Full Text Available This study aims to identify and characterize the relationship of the Institutional Development Plan - IDP -, Institutional Educational Project - IEP, - and the strategic planning, specifically in the context of organizational effectiveness.  IDP, IEP and Strategic Planning at the Federal Institution of Brasilia (Instituto Federal de Brasilia IFB interrelate and interact due to its strategic nature and focus on organizational results. The qualitative study of applied nature and exploratory personality, is instrumentalized by documentary techniques  and semi-structured interviews and content analysis. The results showed that the efficient integration of IDP, IEP and Strategic Planning, and also communicate the mission, objectives and institutional goals, corroborate the construction of a reference institution with the quality of education, stating its social function, guiding the action of servers and managers.

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...

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

Directory of Open Access Journals (Sweden)

Talita Rosolen

2016-09-01

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

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...

Changing Planning by Changing Practice: How Water Managers Innovate Through Action

NARCIS (Netherlands)

Wessel, van M.; Buuren, van R.; Woerkum, van C.

2011-01-01

In this study, we show how water managers who were not in strategic decision-making positions strategized in order to innovate water management practice. They undertook actions in order to infuse water management with a pragmatic logic that in their view would be better able to handle complexity.

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…

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.

Strategic predictors of performance in a divided attention task

Science.gov (United States)

Faragó, Kinga Bettina; Lőrincz, András

2018-01-01

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

Strategic predictors of performance in a divided attention task.

Directory of Open Access Journals (Sweden)

Róbert Adrian Rill

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

Strategic predictors of performance in a divided attention task.

Science.gov (United States)

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

2018-01-01

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

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.

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

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

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.

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.)

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

Operational controlling - a tool of translating strategy into action

Directory of Open Access Journals (Sweden)

2011-03-01

Full Text Available . Enterprises have a lot of problems with realization their strategic aims in the fast changing and competitive business arena from many years. Effective execution of strategic plan needs its translating into action, task results and indicators of everyday activities. The success on the market is attainable by communicating strategic and operating goals on the each level of organizational structure and their connecting with budget of units or employee motivation. The scorecards balancing in finance, customer, process and development perspectives is very useful for pointing - what do we control with? or - what do we have to achieve? But doesn't answer to question about ways of enterprise managing. Main aim of the article is proving that operational controlling system is a essential tool for translating strategy into action. The Balanced Scorecard methodology should to take into consideration system and process connection of enterprise with procurement, co-operation or distribution supply chain also.

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.

Neurocognitive dysfunction in strategic and non-strategic gamblers.

Science.gov (United States)

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

2012-08-07

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

Strategic 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.

A new approach for translating strategic healthcare objectives into operational indicators

DEFF Research Database (Denmark)

Traberg, Andreas; Jacobsen, Peter

2009-01-01

The purpose of this paper is to propose a new performance measurement approach which enables healthcare managers to design a performance management system tailored for their individual settings. The model is based on the strategic goal of the individual health care facility. It has been developed...... level, a detailed and well-defined performance measurement structure is connected to the overall strategic plan The increasing complexity in modern healthcare requires new improved performance management systems for healthcare institutions (Landrum & Baker 2004). The process of translating strategic......). To be able to coordinate and manage these different requirements, a performance management system, encompassing performance indicators from all the three stakeholder groups is needed. Our approach was derived using the action research methodology (Coughlan & Coghlan 2002). The work is based on a two year...

Urban sustainability through strategic planning: A case of metropolitan planning in Khulna city, Bangladesh

Directory of Open Access Journals (Sweden)

Md. Ashiq Ur Rahman

2016-06-01

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

Strategic 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...

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

Science.gov (United States)

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

2014-09-01

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

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

Science.gov (United States)

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

2014-09-01

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

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...

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.

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

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.

Developing the strategic plan for pollution prevention in defense programs

International Nuclear Information System (INIS)

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

1992-01-01

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

Strategic 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.

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…

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

How useful are the strategic tools we teach in business schools?

NARCIS (Netherlands)

Wright, R.; Paroutis, S.; Blettner, D.P.

2013-01-01

Strategic tools are indispensible for business and competitive analysis. Yet we know very little about managers' internal logic as they put these tools into practical use. We situate our study in a business school context using action learning prior to the manifestation of practice to complement our

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...

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

[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.

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

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...

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

Strategic Agency and System Diversity: Conceptualizing Institutional Positioning in Higher Education

Science.gov (United States)

Fumasoli, Tatiana; Huisman, Jeroen

2013-01-01

This paper argues that the impact of individual higher education institutions' strategies on system diversity should be explored. By looking at how universities respond strategically to governmental policies as well as to the actions of other (competing) institutions, our understanding of determinants of diversity can be enriched. A conceptual…

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.

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…

Strategizing Communication

DEFF Research Database (Denmark)

Gulbrandsen, Ib Tunby; Just, Sine Nørholm

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

Strategic financial analysis: the CFO's role in strategic planning.

Science.gov (United States)

Litos, D M

1985-03-01

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

Strategic analysis for safeguards systems: a feasibility study. Volume 1. Main report

International Nuclear Information System (INIS)

Seaver, D.A.; Cohen, M.S.; Immerman, W.H.; Crane, F.L.; Goldman, A.J.

1984-12-01

Strategic analysis (game theory) is a formal method for modeling adversary situations that, when solved, yields an optimal strategy that maximizes the expected payoff to the player. As such, it appears to be potentially applicable in the nuclear material accounting context in which there is potential for an adversary attempting to divert special nuclear material. The NRC has previously supported research to develop preliminary strategic analysis models which has been considered to be only partially successful. This study reviewed previous efforts and other game theory research and assessed the feasibility of: (1) applying strategic analysis in a regulatory framework; (2) making strategic analysis understandable by licensees; and (3) assuring that strategic analysis can effectively be enforced. This report includes a discussion of the role of strategic analysis in material control and accounting, and of the mechanisms by which the NRC could implement strategic analysis. A set of feasibility criteria are described including both technical feasibility and organizational/implementation feasibility. Alternative strategic analysis model options are evaluated with respect to these criteria, as is the current material accounting practice. The assessment determined that the development of a payoff function that adequately represented the NRC's (and therefore the public's) values with respect to the consequences of diversion and the actions taken to prevent it is the most serious impediment to implementation. Given the limited role of material accounting in safeguards and the uncertainty regarding the development of a payoff function, the NRC should not proceed with full-scale implementation of strategic analysis. It does, however, have sufficient potential to warrant further development, with first priority going to the development of an appropriate payoff function

[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.

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

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.

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

Science.gov (United States)

Van Pelt, G C

1990-01-01

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

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

Directory of Open Access Journals (Sweden)

POP Zenovia Cristiana

2013-07-01

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

Strategic 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

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.

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.

The strategic management of data quality in healthcare.

Science.gov (United States)

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

2008-12-01

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

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;

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…

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...

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.

Strategic cost management as the main component of strategic management accounting

OpenAIRE

Ходзицька, Валентина Василівна

2013-01-01

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

Strategic Management in Hospitals: Tensions between the Managerial and Institutional Lens

Directory of Open Access Journals (Sweden)

Lucilaine Maria Pascuci

2017-07-01

Full Text Available The relationship between organizations and their environments has been object of study by scholars of the theory of organizations and in discussions concerning organizational strategy. When these perspectives come together, two sets of different but overlapping forces in the strategy formation process are highlighted. The purpose of this study is to analyze how strategic management contributed to reducing tensions derived from managerial and institutional logics in philanthropic hospitals. It is a comparative case study, with a multi-method approach. The data were examined using narrative and document analysis techniques. The analysis indicated that integrating organizational-managerialist and institutional perspectives raises continuous tensions within organizations with a direct impact on managerial decisions, strategic actions and performance. The strategic management approach should be sensitive enough to recognize and reduce these tensions and find ways to integrate them more effectively. This effort requires a combination of strong leadership skills and appropriate managerial tools. Flexibility, adaptability, creativity and informal interactions should be the basis of any strategic initiatives. Daring and innovation of the hospitals - more than acquiescence - are essential to their social and financial sustainability.

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

Science.gov (United States)

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

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

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

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...

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

OpenAIRE

Chia, Grace Hui Yen

2009-01-01

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

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

Strategic Analysis the System of Long-term Management of Enterprise

Directory of Open Access Journals (Sweden)

I. T.

2017-02-01

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

Bioenergy Research and Strategic Planning: The Need for both Proactive and Reactive research

Science.gov (United States)

Public policy typically refers to governmental actions such as laws, regulatory measures, and funding decisions for a specified issue. As scientists, we should strive to provide unbiased, research information on which strategic planning and long-term goals can be based. However, research can contrib...

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.

Air quality: ADEME's strategic orientations - Period 2015-2020

International Nuclear Information System (INIS)

2015-06-01

This publication presents orientations which are to be implemented by the ADEME at the national and regional level between 2015 and 2020 regarding outdoor and indoor air quality. These strategic orientations aim at developing knowledge and necessary tools for the implementation of efficient actions of preservation and improvement of air quality, at contributing to the implementation of innovative actions for the preservation and improvement of air quality in territories and at diffusing good practices, and at better taking air quality into account in all the actions undertaken by the Agency. After an overview of the present status of air quality, and of related planning and regulations, this report elaborates these orientations for the different sectors: transport and mobility, building and land planning, agriculture and forest, and industry. The last part addresses the operation implementation in territories, the system for outdoor air quality monitoring, the evolution of actions undertaken by the ADEME, and the implementation of R and D actions

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

Strategic implementation and accountability: the case of the long-term care alliance.

Science.gov (United States)

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

2010-01-01

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

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.

Strategic consequences of emotional misrepresentation in negotiation: The blowback effect.

Science.gov (United States)

Campagna, Rachel L; Mislin, Alexandra A; Kong, Dejun Tony; Bottom, William P

2016-05-01

Recent research indicates that expressing anger elicits concession making from negotiating counterparts. When emotions are conveyed either by a computer program or by a confederate, results appear to affirm a long-standing notion that feigning anger is an effective bargaining tactic. We hypothesize this tactic actually jeopardizes postnegotiation deal implementation and subsequent exchange. Four studies directly test both tactical and strategic consequences of emotional misrepresentation. False representations of anger generated little tactical benefit but produced considerable and persistent strategic disadvantage. This disadvantage is because of an effect we call "blowback." A negotiator's misrepresented anger creates an action-reaction cycle that results in genuine anger and diminishes trust in both the negotiator and counterpart. Our findings highlight the importance of considering the strategic implications of emotional misrepresentation for negotiators interested in claiming value. We discuss the benefits of researching reciprocal interdependence between 2 or more negotiating parties and of modeling value creation beyond deal construction to include implementation of terms. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

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.

[Planning by service organisation priorities. The process of preparing strategic service-organisation plans].

Science.gov (United States)

Sampietro-Colom, Laura; Costa, Dolors; Busqué, Anna; Lacasa, Carme

2008-12-01

Strategic planning designs the general setting and the strategic principles of a healthcare system, as well as the general guidelines that govern the development of a health system. Strategic service-organisation plans deal with translating healthcare policies into service policies and respond, principally, to the need for services; these give rise to problems that require a solution. They are developed in line with advances in scientific knowledge, the implementation and current characteristics of the healthcare services and the evolution in the competences of professional teams. There are five stages for their development: identification of health/service requirements; prioritisation of needs in health/services; definition of and agreement on service organisation models (care model and service portfolio); the preparation of and agreement on territorial action plans; introduction and evaluation. A conceptual framework is presented along with practical applications carried out in Catalonia.

Strategic Forecasting

DEFF Research Database (Denmark)

Duus, Henrik Johannsen

2016-01-01

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

Strategic market segmentation

Directory of Open Access Journals (Sweden)

Maričić Branko R.

2015-01-01

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

Strategic serendipity

DEFF Research Database (Denmark)

Knudsen, Gry Høngsmark; Lemmergaard, Jeanette

2014-01-01

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

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.

Strategic Innovation Capacity: A Mixed Method Study on Deliberate Strategic Learning Mechanisms

OpenAIRE

Berghman, Liselore

2006-01-01

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

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

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.

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

Strategic management thinking and practice in the public sector: A strategic planning for all seasons?

OpenAIRE

Johnsen, Åge

2014-01-01

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

Strategic Innovation Capacity: A Mixed Method Study on Deliberate Strategic Learning Mechanisms

NARCIS (Netherlands)

L.A. Berghman (Liselore)

2006-01-01

textabstractSeveral management scholars have come to propound strategic innovation as an effective means to create new and substantially superior customer value, and to combat firms’ inclination towards strategic convergence. Research on strategic innovation is however still in its infancy, tends to

Evolving neural networks for strategic decision-making problems.

Science.gov (United States)

Kohl, Nate; Miikkulainen, Risto

2009-04-01

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

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.

Strategic Belief Management

DEFF Research Database (Denmark)

Foss, Nicolai Juul

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

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

Directory of Open Access Journals (Sweden)

Minhajul Islam Ukil

2017-05-01

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

Strategic 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.

77 FR 51785 - Strategic Environmental Research and Development Program, Scientific Advisory Board; Notice of...

Science.gov (United States)

2012-08-27

... 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... Act (Pub. L. 92-463). The topic of the meeting on October 23-25, 2012 is to review new start research...

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.

Strategic planning as a focus for continuous improvement. A case study

Science.gov (United States)

Oneill, John W.; Gordon-Winkler, Lyn

1992-01-01

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Strategic planning as a focus for continuous improvement. A case study

Science.gov (United States)

Oneill, John W.; Gordon-Winkler, Lyn

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

FROM ACTION LEARNING TOTHETEACHING ORGANIZATION: An Experiential Approach

Directory of Open Access Journals (Sweden)

Teddy Pawitra

2003-05-01

Full Text Available This paper expounds action learning for effective change leadership development using the learning-teaching helix as a paradigm for individual’s introspection. Which consists of five phases—Awareness phase (as certain your strengths and weaknesses. Alignment phase (identify your core competence. Action phase (synthesize your work, business and management skills, Adoption phase (becoming a leader and Assurance phase (excel as an educator cum coach. In addition, to succeed, the individual has to plan, strategize, prioritize and integrate. As a holistic manager the individual needs to think, feel and do to evolve from continuous action learning to the cycle of teaching for continuous innovation in organizational performance capabilities.

Strategic Risk Assessment: A Decision Tool for Complex Decisions

Energy Technology Data Exchange (ETDEWEB)

Pollard, Simon; Duarte-Davidson, Raquel; Yearsley, Roger [Environment Agency, London (United Kingdom). National Centre for Risk Analysis and Options Appraisal; Kemp, Ray; Crawford, Mark [Galson Sciences Limited, Oakham (United Kingdom)

2001-07-01

Reporting on the state of the environment often requires policy makers and regulators to prioritise a range of diverse environmental issues for the purpose of directing future action on environmental protection and improvement. Information on environmental issues to inform this type of analysis can be disparate, it may be too voluminous or even absent. Data on a range of issues are rarely presented in a common format that allows easy comparison. Nevertheless, strategic judgements are required on the significance of impacts from various environmental pressures and on the inherent uncertainties. Prioritising issues forces a discussion among stakeholders of the relative significance of 'environmental harm' from pressures acting on various receptors in the environment. Discussions of this sort rapidly evolve into a discourse on risks and values. In an attempt to help systematise these discussions and provide practical tools for the analysis of environmental risks at a strategic level, the Environment Agency of England and Wales has initiated developmental research on strategic risk assessment. The tools developed under this research use the concept of 'environmental harm' as a common currency, viewed from technical, social and economic perspectives, to analyse impacts from a range of environmental pressures. Critical to an informed debate is an understanding and analysis both of the various characteristics of harm (spatial and temporal extent, reversibility, latency, etc.) and of the social response to the actual or potential environmental harm. Recent developments in this approach allow a presentation of the analysis in a structured fashion so as to better inform risk management decisions. Here, we present recent developments in the strategic risk assessment research tool, as tested by case studies from state of the environment reporting and the analysis of a regional environmental plan. We discuss its relative advantages and limitations and its

Strategic Risk Assessment: A Decision Tool for Complex Decisions

International Nuclear Information System (INIS)

Pollard, Simon; Duarte-Davidson, Raquel; Yearsley, Roger

2001-01-01

Reporting on the state of the environment often requires policy makers and regulators to prioritise a range of diverse environmental issues for the purpose of directing future action on environmental protection and improvement. Information on environmental issues to inform this type of analysis can be disparate, it may be too voluminous or even absent. Data on a range of issues are rarely presented in a common format that allows easy comparison. Nevertheless, strategic judgements are required on the significance of impacts from various environmental pressures and on the inherent uncertainties. Prioritising issues forces a discussion among stakeholders of the relative significance of 'environmental harm' from pressures acting on various receptors in the environment. Discussions of this sort rapidly evolve into a discourse on risks and values. In an attempt to help systematise these discussions and provide practical tools for the analysis of environmental risks at a strategic level, the Environment Agency of England and Wales has initiated developmental research on strategic risk assessment. The tools developed under this research use the concept of 'environmental harm' as a common currency, viewed from technical, social and economic perspectives, to analyse impacts from a range of environmental pressures. Critical to an informed debate is an understanding and analysis both of the various characteristics of harm (spatial and temporal extent, reversibility, latency, etc.) and of the social response to the actual or potential environmental harm. Recent developments in this approach allow a presentation of the analysis in a structured fashion so as to better inform risk management decisions. Here, we present recent developments in the strategic risk assessment research tool, as tested by case studies from state of the environment reporting and the analysis of a regional environmental plan. We discuss its relative advantages and limitations and its wider potential role

Building bridges for innovation in ageing: Synergies between Action Groups of the EIP on AHA

NARCIS (Netherlands)

Bousquet, J.; Bewick, M.; Cano, A.; Keijser, Wouter Alexander

2017-01-01

The Strategic Implementation Plan of the European Innovation Partnership on Active and Healthy Ageing (EIP on AHA) proposed six Action Groups. After almost three years of activity, many achievements have been obtained through commitments or collaborative work of the Action Groups. However, they have

Building Bridges for Innovation in Ageing: Synergies between Action Groups of the EIP on AHA

NARCIS (Netherlands)

Bousquet, J.; Bewick, M.; Cano, A.; Eklund, P.; Fico, G.; Goswami, N.; Guldemond, N. A.; Henderson, D.; Hinkema, M. J.; Liotta, G.; Mair, A.; Molloy, W.; Monaco, A.; Monsonis-Paya, I.; Nizinska, A.; Papadopoulos, H.; Pavlickova, A.; Pecorelli, S.; Prados-Torres, A.; Roller-Wirnsberger, R. E.; Somekh, D.; Vera-Muñoz, C.; Visser, F.; Farrell, J.; Malva, J.; Andersen Ranberg, K.; Camuzat, T.; Carriazo, A. M.; Crooks, G.; Gutter, Z.; Iaccarino, G.; Manuel de Keenoy, E.; Moda, G.; Rodriguez-Mañas, L.; Vontetsianos, T.; Abreu, C.; Alonso, J.; Alonso-Bouzon, C.; Ankri, J.; Arredondo, M. T.; Avolio, F.; Bedbrook, A.; Białoszewski, A. Z.; Blain, H.; Bourret, R.; Cabrera-Umpierrez, M. F.; Catala, A.; O'Caoimh, R.; Cesari, M.; Chavannes, N. H.; Correia-da-Sousa, J.; Dedeu, T.; Ferrando, M.; Ferri, M.; Fokkens, W. J.; Garcia-Lizana, F.; Guérin, O.; Hellings, P. W.; Haahtela, T.; Illario, M.; Inzerilli, M. C.; Lodrup Carlsen, K. C.; Kardas, P.; Keil, T.; Maggio, M.; Mendez-Zorrilla, A.; Menditto, E.; Mercier, J.; Michel, J. P.; Murray, R.; Nogues, M.; O'Byrne-Maguire, I.; Pappa, D.; Parent, A. S.; Pastorino, M.; Robalo-Cordeiro, C.; Samolinski, B.; Siciliano, P.; Teixeira, A. M.; Tsartara, S. I.; Valiulis, A.; Vandenplas, O.; Vasankari, T.; Vellas, B.; Vollenbroek-Hutten, M.; Wickman, M.; Yorgancioglu, A.; Zuberbier, T.; Barbagallo, M.; Canonica, G. W.; Klimek, L.; Maggi, S.; Aberer, W.; Akdis, C.; Adcock, I. M.; Agache, I.; Albera, C.; Alonso-Trujillo, F.; Angel Guarcia, M.; Annesi-Maesano, I.; Apostolo, J.; Arshad, S. H.; Attalin, V.; Avignon, A.; Bachert, C.; Baroni, I.; Bel, E.; Benson, M.; Bescos, C.; Blasi, F.; Barbara, C.; Bergmann, K. C.; Bernard, P. L.; Bonini, S.; Bousquet, P. J.; Branchini, B.; Brightling, C. E.; Bruguière, V.; Bunu, C.; Bush, A.; Caimmi, D. P.; Calderon, M. A.; Canovas, G.; Cardona, V.; Carlsen, K. H.; Cesario, A.; Chkhartishvili, E.; Chiron, R.; Chivato, T.; Chung, K. F.; d'Angelantonio, M.; de Carlo, G.; Cholley, D.; Chorin, F.; Combe, B.; Compas, B.; Costa, D. J.; Costa, E.; Coste, O.; Coupet, A.-L.; Crepaldi, G.; Custovic, A.; Dahl, R.; Dahlen, S. E.; Demoly, P.; Devillier, P.; Didier, A.; Dinh-Xuan, A. T.; Djukanovic, R.; Dokic, D.; du Toit, G.; Dubakiene, R.; Dupeyron, A.; Emuzyte, R.; Fiocchi, A.; Wagner, A.; Fletcher, M.; Fonseca, J.; Fougère, B.; Gamkrelidze, A.; Garces, G.; Garcia-Aymeric, J.; Garcia-Zapirain, B.; Gemicioğlu, B.; Gouder, C.; Hellquist-Dahl, B.; Hermosilla-Gimeno, I.; Héve, D.; Holland, C.; Humbert, M.; Hyland, M.; Johnston, S. L.; Just, J.; Jutel, M.; Kaidashev, I. P.; Khaitov, M.; Kalayci, O.; Kalyoncu, A. F.; Keijser, W.; Kerstjens, H.; Knezović, J.; Kowalski, M.; Koppelman, G. H.; Kotska, T.; Kovac, M.; Kull, I.; Kuna, P.; Kvedariene, V.; Lepore, V.; MacNee, W.; Magnan, A.; Majer, I.; Manning, P.; Marcucci, M.; Marti, T.; Masoli, M.; Melen, E.; Miculinic, N.; Mihaltan, F.; Milenkovic, B.; Millot-Keurinck, J.; Mlinarić, H.; Momas, I.; Montefort, S.; Morais-Almeida, M.; Moreno-Casbas, T.; Mösges, R.; Mullol, J.; Nadif, R.; Nalin, M.; Navarro-Pardo, E.; Nekam, K.; Ninot, G.; Paccard, D.; Pais, S.; Palummeri, E.; Panzner, P.; Papadopoulos, N. K.; Papanikolaou, C.; Passalacqua, G.; Pastor, E.; Perrot, M.; Plavec, D.; Popov, T. A.; Postma, D. S.; Price, D.; Raffort, N.; Reuzeau, J. C.; Robine, J. M.; Rodenas, F.; Robusto, F.; Roche, N.; Romano, A.; Romano, V.; Rosado-Pinto, J.; Roubille, F.; Ruiz, F.; Ryan, D.; Salcedo, T.; Schmid-Grendelmeier, P.; Schulz, H.; Schunemann, H. J.; Serrano, E.; Sheikh, A.; Shields, M.; Siafakas, N.; Scichilone, N.; Skrindo, I.; Smit, H. A.; Sourdet, S.; Sousa-Costa, E.; Spranger, O.; Sooronbaev, T.; Sruk, V.; Sterk, P. J.; Todo-Bom, A.; Touchon, J.; Tramontano, D.; Triggiani, M.; Valero, A. L.; Valovirta, E.; van Ganse, E.; van Hage, M.; van den Berge, M.; Ventura, M. T.; Vergara, I.; Vezzani, G.; Vidal, D.; Viegi, G.; Wagemann, M.; Whalley, B.; Wilson, N.; Yiallouros, P. K.; Žagar, M.; Zaidi, A.; Zidarn, M.; Hoogerwerf, E. J.; Usero, J.; Zuffada, R.; Senn, A.; de Oliveira-Alves, B.

2017-01-01

The Strategic Implementation Plan of the European Innovation Partnership on Active and Healthy Ageing (EIP on AHA) proposed six Action Groups. After almost three years of activity, many achievements have been obtained through commitments or collaborative work of the Action Groups. However, they have

Building Bridges for Innovation in Ageing : Synergies between Action Groups of the EIP on AHA

NARCIS (Netherlands)

Bousquet, J; Bewick, M; Cano, A; Eklund, P; Fico, G; Goswami, N; Guldemond, N A; Henderson, D; Hinkema, M J; Liotta, G; Mair, A; Molloy, W; Monaco, A; Monsonis-Paya, I; Nizinska, A; Papadopoulos, H; Pavlickova, A; Pecorelli, S; Prados-Torres, A; Roller-Wirnsberger, R E; Somekh, D; Vera-Muñoz, C; Visser, F; Farrell, J; Malva, J; Andersen Ranberg, K; Camuzat, T; Carriazo, A M; Crooks, G; Gutter, Z; Iaccarino, G; Manuel de Keenoy, E; Moda, G; Rodriguez-Mañas, L; Vontetsianos, T; Abreu, C; Alonso, J; Alonso-Bouzon, C; Ankri, J; Arredondo, M T; Avolio, F; Bedbrook, A; Białoszewski, A Z; Blain, H; Bourret, R; Cabrera-Umpierrez, M F; Catala, A; O'Caoimh, R; Cesari, M; Chavannes, N H; Correia-da-Sousa, J; Dedeu, T; Ferrando, M; Ferri, M; Fokkens, W J; Garcia-Lizana, F; Guérin, O; Hellings, P W; Haahtela, T; Illario, M; Inzerilli, M C; Lodrup Carlsen, K C; Kardas, P; Keil, T; Maggio, M; Mendez-Zorrilla, A; Menditto, E; Mercier, J; Michel, J P; Murray, R; Nogues, M; O'Byrne-Maguire, I; Pappa, D; Parent, A S; Pastorino, M; Robalo-Cordeiro, C; Samolinski, B; Siciliano, P; Teixeira, A M; Tsartara, S I; Valiulis, A; Vandenplas, O; Vasankari, T; Vellas, B; Vollenbroek-Hutten, M; Wickman, M; Yorgancioglu, A; Zuberbier, T; Barbagallo, M; Canonica, G W; Klimek, L; Maggi, S; Aberer, W; Akdis, C; Adcock, I M; Agache, I; Albera, C; Alonso-Trujillo, F; Angel Guarcia, M; Annesi-Maesano, I; Apostolo, J; Arshad, S H; Attalin, V; Avignon, A; Bachert, C; Baroni, I; Bel, E; Benson, M; Bescos, C; Blasi, F; Barbara, C; Bergmann, K C; Bernard, P L; Bonini, S; Bousquet, P J; Branchini, B; Brightling, C E; Bruguière, V; Bunu, C; Bush, A; Caimmi, D P; Calderon, M A; Canovas, G; Cardona, V; Carlsen, K H; Cesario, A; Chkhartishvili, E; Chiron, R; Chivato, T; Chung, K F; d'Angelantonio, M; De Carlo, G; Cholley, D; Chorin, F; Combe, B; Compas, B; Costa, D J; Costa, E; Coste, O; Coupet, A-L; Crepaldi, G; Custovic, A; Dahl, R; Dahlen, S E; Demoly, P; Devillier, P; Didier, A; Dinh-Xuan, A T; Djukanovic, R; Dokic, D; Du Toit, G; Dubakiene, R; Dupeyron, A; Emuzyte, R; Fiocchi, A; Wagner, A; Fletcher, M; Fonseca, J; Fougère, B; Gamkrelidze, A; Garces, G; Garcia-Aymeric, J; Garcia-Zapirain, B; Gemicioğlu, B; Gouder, C; Hellquist-Dahl, B; Hermosilla-Gimeno, I; Héve, D; Holland, C; Humbert, M; Hyland, M; Johnston, S L; Just, J; Jutel, M; Kaidashev, I P; Khaitov, M; Kalayci, O; Kalyoncu, A F; Keijser, W; Kerstjens, H; Knezović, J; Kowalski, M; Koppelman, G H; Kotska, T; Kovac, M; Kull, I; Kuna, P; Kvedariene, V; Lepore, V; MacNee, W; Maggio, M; Magnan, A; Majer, I; Manning, P; Marcucci, M; Marti, T; Masoli, M; Melen, E; Miculinic, N; Mihaltan, F; Milenkovic, B; Millot-Keurinck, J; Mlinarić, H; Momas, I; Montefort, S; Morais-Almeida, M; Moreno-Casbas, T; Mösges, R; Mullol, J; Nadif, R; Nalin, M; Navarro-Pardo, E; Nekam, K; Ninot, G; Paccard, D; Pais, S; Palummeri, E; Panzner, P; Papadopoulos, N K; Papanikolaou, C; Passalacqua, G; Pastor, E; Perrot, M; Plavec, D; Popov, T A; Postma, D S; Price, D; Raffort, N; Reuzeau, J C; Robine, J M; Rodenas, F; Robusto, F; Roche, N; Romano, A; Romano, V; Rosado-Pinto, J; Roubille, F; Ruiz, F; Ryan, D; Salcedo, T; Schmid-Grendelmeier, P; Schulz, H; Schunemann, H J; Serrano, E; Sheikh, A; Shields, M; Siafakas, N; Scichilone, N; Siciliano, P; Skrindo, I; Smit, H A; Sourdet, S; Sousa-Costa, E; Spranger, O; Sooronbaev, T; Sruk, V; Sterk, P J; Todo-Bom, A; Touchon, J; Tramontano, D; Triggiani, M; Tsartara, S I; Valero, A L; Valovirta, E; van Ganse, E; van Hage, M; van den Berge, M; Vandenplas, O; Ventura, M T; Vergara, I; Vezzani, G; Vidal, D; Viegi, G; Wagemann, M; Whalley, B; Wickman, M; Wilson, N; Yiallouros, P K; Žagar, M; Zaidi, A; Zidarn, M; Hoogerwerf, E J; Usero, J; Zuffada, R; Senn, A; de Oliveira-Alves, B

2017-01-01

The Strategic Implementation Plan of the European Innovation Partnership on Active and Healthy Ageing (EIP on AHA) proposed six Action Groups. After almost three years of activity, many achievements have been obtained through commitments or collaborative work of the Action Groups. However, they have

Building Bridges for Innovation in Ageing : Synergies between Action Groups of the EIP on AHA

NARCIS (Netherlands)

Bousquet, J.; Bewick, M.; Cano, A.; Eklund, P.; Fico, G.; Goswami, N.; Guldemond, N. A.; Henderson, D.; Hinkema, M. J.; Liotta, G.; Mair, A.; Molloy, W.; Monaco, A.; Monsonis-Paya, I.; Nizinska, A.; Papadopoulos, H.; Pavlickova, A.; Pecorelli, S.; Prados-Torres, A.; Roller-Wirnsberger, R. E.; Somekh, D.; Vera-Munoz, C.; Visser, F.; Farrell, J.; Malva, J.; Ranberg, K. Andersen; Camuzat, T.; Carriazo, A. M.; Crooks, G.; Gutter, Z.; Iaccarino, G.; Manuel De Keenoy, E.; Moda, G.; Rodriguez-Manas, L.; Vontetsianos, T.; Abreu, C.; Alonso, J.; Alonso-Bouzon, C.; Ankri, J.; Arredondo, M. T.; Avolio, F.; Bedbrook, A.; Bialoszewski, A. Z.; Blain, H.; Bourret, R.; Cabrera-Umpierrez, M. F.; Catala, A.; O'Caoimh, R.; Cesari, M.; Chavannes, N. H.; Correia-Da-Sousa, J.; Dedeu, T.; Ferrando, M.; Ferri, M.; Fokkens, W. J.; Garcia-Lizana, F.; Guerin, O.; Hellings, P. W.; Haahtela, T.; Illario, M.; Inzerilli, M. C.; Carlsen, K. C. Lodrup; Kardas, P.; Keil, T.; Maggio, M.; Mendez-Zorrilla, A.; Menditto, E.; Mercier, J.; Michel, J. P.; Murray, R.; Nogues, M.; O'Byrne-Maguire, I.; Pappa, D.; Parent, A. S.; Pastorino, M.; Robalo-Cordeiro, C.; Samolinski, B.; Siciliano, P.; Teixeira, A. M.; Tsartara, S. I.; Valiulis, A.; Vandenplas, O.; Vasankari, T.; Vellas, B.; Vollenbroek-Hutten, M.; Wickman, M.; Yorgancioglu, A.; Zuberbier, T.; Barbagallo, M.; Canonica, G. W.; Klimek, L.; Maggi, S.; Aberer, W.; Akdis, C.; Adcock, I. M.; Agache, I.; Albera, C.; Alonso-Trujillo, F.; Angel Guarcia, M.; Annesi-Maesano, I.; Apostolo, J.; Arshad, S. H.; Attalin, V.; Avignon, A.; Bachert, C.; Baroni, I.; Bel, E.; Benson, M.; Bescos, C.; Blasi, F.; Barbara, C.; Bergmann, K. C.; Bernard, P. L.; Bonini, S.; Bousquet, P. J.; Branchini, B.; Brightling, C. E.; Bruguiere, V.; Bunu, C.; Bush, A.; Caimmi, D. P.; Calderon, M. A.; Canovas, G.; Cardona, V.; Carlsen, K. H.; Cesario, A.; Chkhartishvili, E.; Chiron, R.; Chivato, T.; Chung, K. F.; D'Angelantonio, M.; De Carlo, G.; Cholley, D.; Chorin, F.; Combe, B.; Compas, B.; Costa, D. J.; Costa, E.; Coste, O.; Coupet, A. -L.; Crepaldi, G.; Custovic, A.; Dahl, R.; Dahlen, S. E.; Demoly, P.; Devillier, P.; Didier, A.; Dinh-Xuan, A. T.; Djukanovic, R.; Dokic, D.; Du Toit, G.; Dubakiene, R.; Dupeyron, A.; Emuzyte, R.; Fiocchi, A.; Wagner, A.; Fletcher, M.; Fonseca, J.; Fougere, B.; Gamkrelidze, A.; Garces, G.; Garcia-Aymeric, J.; Garcia-Zapirain, B.; Gemicioglu, B.; Gouder, C.; Hellquist-Dahl, B.; Hermosilla-Gimeno, I.; Heve, D.; Holland, C.; Humbert, M.; Hyland, M.; Johnston, S. L.; Just, J.; Jutel, M.; Kaidashev, I. P.; Khaitov, M.; Kalayci, O.; Kalyoncu, A. F.; Keijser, W.; Kerstjens, H.; Knezovic, J.; Kowalski, M.; Koppelman, G. H.; Kotska, T.; Kovac, M.; Kull, I.; Kuna, P.; Kvedariene, V.; Lepore, V.; Macnee, W.; Maggio, M.; Magnan, A.; Majer, I.; Manning, P.; Marcucci, M.; Marti, T.; Masoli, M.; Melen, E.; Miculinic, N.; Mihaltan, F.; Milenkovic, B.; Millot-Keurinck, J.; Mlinaric, H.; Momas, I.; Montefort, S.; Morais-Almeida, M.; Moreno-Casbas, T.; Moesges, R.; Mullol, J.; Nadif, R.; Nalin, M.; Navarro-Pardo, E.; Nekam, K.; Ninot, G.; Paccard, D.; Pais, S.; Palummeri, E.; Panzner, P.; Papadopoulos, N. K.; Papanikolaou, C.; Passalacqua, G.; Pastor, E.; Perrot, M.; Plavec, D.; Popov, T. A.; Postma, D. S.; Price, D.; Raffort, N.; Reuzeau, J. C.; Robine, J. M.; Rodenas, F.; Robusto, F.; Roche, N.; Romano, A.; Romano, V.; Rosado-Pinto, J.; Roubille, F.; Ruiz, F.; Ryan, D.; Salcedo, T.; Schmid-Grendelmeier, P.; Schulz, H.; Schunemann, H. J.; Serrano, E.; Sheikh, A.; Shields, M.; Siafakas, N.; Scichilone, N.; Siciliano, P.; Skrindo, I.; Smit, H. A.; Sourdet, S.; Sousa-Costa, E.; Spranger, O.; Sooronbaev, T.; Sruk, V.; Sterk, P. J.; Todo-Bom, A.; Touchon, J.; Tramontano, D.; Triggiani, M.; Tsartara, S. I.; Valero, A. L.; Valovirta, E.; Van Ganse, E.; Van Hage, M.; Van den Berge, M.; Vandenplas, O.; Ventura, M. T.; Vergara, I.; Vezzani, G.; Vidal, D.; Viegi, G.; Wagemann, M.; Whalley, B.; Wickman, M.; Wilson, N.; Yiallouros, P. K.; Zagar, M.; Zaidi, A.; Zidarn, M.; Hoogerwerf, E. J.; Usero, J.; Zuffada, R.; Senn, A.; De Oliveira-Alves, B.

The Strategic Implementation Plan of the European Innovation Partnership on Active and Healthy Ageing (EIP on AHA) proposed six Action Groups. After almost three years of activity, many achievements have been obtained through commitments or collaborative work of the Action Groups. However, they have

Community of Practice: A Path to Strategic Learning

Energy Technology Data Exchange (ETDEWEB)

Nancy M. Carlson

2003-04-01

strategic advantage of the laboratory. The substantive theory explores the dimensions of owning, visioning, reviewing, producing, and contributing and their interrelationship to community learning dynamics. Through dialogue, creative tension, and imagination, the proposal community of practice focuses on actionable goals linked by proactively participating in practice, creating possibilities, evaluating and enhancing potential, producing a valued product, and confirming strategic value. Lastly, a formal theory emerges linking competency-capacity-capability, cohesion, interdependence, and caring as essential attributes of strategic learning communities.

Processing of intended and unintended strategic issues and integration into the strategic agenda.

Science.gov (United States)

Ridder, Hans-Gerd; Schrader, Jan Simon

2017-11-01

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

When will collective action be effective? Violent and non-violent protests differentially influence perceptions of legitimacy and efficacy among sympathizers.

Science.gov (United States)

Thomas, Emma F; Louis, Winnifred R

2014-02-01

Collective action will be effective in achieving broader social change goals to the extent that it influences public opinion yet the degree to which collective action "works" in changing opinion is rarely studied. Experiment 1 (n = 158) showed that, consistent with a logic of strategic non-violence, non-violent collective action more effectively conveys a sense of the illegitimacy of the issue and the efficacy of the group, thereby promoting support for future non-violent actions. Experiment 2 (n = 139) explored the moderating role of allegations of corruption. A social context of corruption effectively undermined the efficacy and legitimacy of non-violent collective action, relative to support for violence, thereby promoting (indirectly) support for future extreme action. The implications of this research, for the logic of strategic non-violence and mobilizing supportive public opinion, are discussed.

DOE-owned spent nuclear fuel strategic plan. Revision 1

International Nuclear Information System (INIS)

1996-09-01

The Department of Energy (DOE) is responsible for safely and efficiently managing DOE-owned spent nuclear fuel (SNF) and SNF returned to the US from foreign research reactors (FRR). The fuel will be treated where necessary, packaged suitable for repository disposal where practicable, and placed in interim dry storage. These actions will remove remaining vulnerabilities, make as much spent fuel as possible ready for ultimate disposition, and substantially reduce the cost of continued storage. The goal is to complete these actions in 10 years. This SNF Strategic Plan updates the mission, vision, objectives, and strategies for the management of DOE-owned SNF articulated by the SNF Strategic Plan issued in December 1994. The plan describes the remaining issues facing the EM SNF Program, lays out strategies for addressing these issues, and identifies success criteria by which program progress is measured. The objectives and strategies in this plan are consistent with the following Em principles described by the Assistance Secretary in his June 1996 initiative to establish a 10-year time horizon for achieving most program objectives: eliminate and manage the most serious risks; reduce mortgage and support costs to free up funds for further risk reduction; protect worker health and safety; reduce generation of wastes; create a collaborative relationship between DOE and its regulators and stakeholders; focus technology development on cost and risk reduction; and strengthen management and financial control

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’....

76 FR 20335 - Meeting of the Strategic Environmental Research and Development Program, Scientific Advisory Board

Science.gov (United States)

2011-04-12

... DEPARTMENT OF DEFENSE Office of the Secretary Meeting of the Strategic Environmental Research and Development Program, Scientific Advisory Board AGENCY: Department of Defense. ACTION: Notice. SUMMARY: This...-463). The topic of the meeting on June 16, 2011 is to review continuing research and development...

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...

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.

Strategic Alliance Poker: Demonstrating the Importance of Complementary Resources and Trust in Strategic Alliance Management

Science.gov (United States)

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

2012-01-01

Strategic Alliance Poker (SAP) provides instructors with an opportunity to integrate the resource based view with their discussion of strategic alliances in undergraduate Strategic Management courses. Specifically, SAP provides Strategic Management instructors with an experiential exercise that can be used to illustrate the value creation…

STRATEGIC ENVIRONMENTAL ASSESSMENT FOR SUSTAINABLE DEVELOPMENT IN URBANIZATION PROCESS IN CHINA

Institute of Scientific and Technical Information of China (English)

CHE Xiu-zhen; SHANG Jin-cheng

2004-01-01

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

Energy related Strategic Environmental Assessment applied by Multilateral Development Agencies — An analysis based on good practice criteria

Energy Technology Data Exchange (ETDEWEB)

Tshibangu, Ghislain Mwamba, E-mail: minduim@sc.usp.br [University of Sao Paulo (Brazil); Av. Trabalhador Sancarlense, 400, Sao Carlos, SP 13566-590 (Brazil); Montaño, Marcelo, E-mail: ghistshibangu@hotmail.com [Department of Hydraulics and Sanitation, Sao Carlos School of Engineering, University of Sao Paulo (Brazil); Av. Trabalhador Sancarlense, 400, Sao Carlos, SP 13566-590 (Brazil)

2016-11-15

Multilateral Development Agencies (MDAs) have been emerging as responsible for the widespread of Strategic Environmental Assessment (SEA) application in low and middle income countries. However, the effectiveness of SEA, as practiced by MDAs, has received limited attention in literature so far. This paper aims to analyse the use of SEA by MDAs in the context of loan agreements established between these countries. Based on documentation gathered in public databases, six energy related cases were reviewed in relation to the moment that SEA started, the strategic dimensions of proposed actions, compliance with key aspects of SEA, and also to the quality of SEA reports. Results indicate a number of aspects that should be improved in order to increase SEA effectiveness: SEA is starting after relevant decisions, is applied to actions without clear definition of strategic dimensions and lacks a systematic assessment of alternatives. Regarding the quality of SEA reports, the outcomes reveal a poor quality in baseline description, development and assessment of alternatives and public participation. - Highlights: • MDAs are fostering the use of SEA in developing countries. • SEA is applied late by MDAs and needs to enhance its strategic dimensions. • ToRs and SEA reports needs to better comply with key aspects of SEA • We've found no evidences that SEA applied by MDAs is contributing to better decisions.

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.

78 FR 57845 - Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program Environmental...

Science.gov (United States)

2013-09-20

... Logistics Agency, DoD. ACTION: Notice of Availability (NOA) for Strategic Network Optimization (SNO) Program Environmental Assessment. SUMMARY: The Defense Logistics Agency (DLA) announces the availability of an...-0705 during normal business hours Monday through Friday, from 8:00 a.m. to 4:30 p.m. (EST) or by email...

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

Science.gov (United States)

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

2015-02-26

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

Complex Strategic Choices Applying Systemic Planning for Strategic Decision Making

CERN Document Server

Leleur, Steen

2012-01-01

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

Strategic 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.

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.

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.

A Project Strategic Index proposal for portfolio selection in electrical company based on the Analytic Network Process

Energy Technology Data Exchange (ETDEWEB)

Smith-Perera, Aida [Universidad Metropolitana de Caracas, Departamento de Gestion Tecnologica, Caracas 1071, Edo Miranda (Venezuela); Garcia-Melon, Monica; Poveda-Bautista, Rocio; Pastor-Ferrando, Juan-Pascual [Universidad Politecnica de Valencia, Departamento de Proyectos de Ingenieria, Camino de vera s/n 46022 Valencia (Spain)

2010-08-15

In this paper a new approach to prioritize project portfolio in an efficient and reliable way is presented. It is based on strategic objectives of the company and multicriteria decision methods. The paper introduces a rigorous method with acceptable complexity which seeks to assist managers of a big Electrical Company of Venezuela to distribute the annual budget among the possible improvement actions to be conducted on the electrical network of Caracas. A total of 15 network improvement actions grouped into three clusters according to the strategic objectives of the company have been analyzed using the Project Strategic Index (PSI) proposed. The approach combines the use of the Analytic Network Process (ANP) method with the information obtained from the experts during the decision-making process. The ANP method allows the aggregation of the experts' judgments on each of the indicators used into one Project Strategic Index. In addition, ANP is based on utility ratio functions which are the most appropriate for the analysis of uncertain data, like experts' estimations. Finally, unlike the other multicriteria techniques, ANP allows the decision problem to be modelled using the relationships among dependent criteria. The participating experts coincided in the appreciation that the method proposed in this paper is useful and an improvement from traditional budget distribution techniques. They find the results obtained coherent, the process seems sufficiently rigorous and precise, and the use of resources is significantly less than in other methods. (author)

A Project Strategic Index proposal for portfolio selection in electrical company based on the Analytic Network Process

International Nuclear Information System (INIS)

Smith-Perera, Aida; Garcia-Melon, Monica; Poveda-Bautista, Rocio; Pastor-Ferrando, Juan-Pascual

2010-01-01

In this paper a new approach to prioritize project portfolio in an efficient and reliable way is presented. It is based on strategic objectives of the company and multicriteria decision methods. The paper introduces a rigorous method with acceptable complexity which seeks to assist managers of a big Electrical Company of Venezuela to distribute the annual budget among the possible improvement actions to be conducted on the electrical network of Caracas. A total of 15 network improvement actions grouped into three clusters according to the strategic objectives of the company have been analyzed using the Project Strategic Index (PSI) proposed. The approach combines the use of the Analytic Network Process (ANP) method with the information obtained from the experts during the decision-making process. The ANP method allows the aggregation of the experts' judgments on each of the indicators used into one Project Strategic Index. In addition, ANP is based on utility ratio functions which are the most appropriate for the analysis of uncertain data, like experts' estimations. Finally, unlike the other multicriteria techniques, ANP allows the decision problem to be modelled using the relationships among dependent criteria. The participating experts coincided in the appreciation that the method proposed in this paper is useful and an improvement from traditional budget distribution techniques. They find the results obtained coherent, the process seems sufficiently rigorous and precise, and the use of resources is significantly less than in other methods. (author)

Strategic Aspirations

DEFF Research Database (Denmark)

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

2016-01-01

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

Strategic Uncertainty in Markets for Nonrenewable Resources: A Level-k Approach

Directory of Open Access Journals (Sweden)

Ingmar Vierhaus

2017-01-01

Full Text Available Existing models of nonrenewable resources assume that sophisticated agents compete with other sophisticated agents. This study instead uses a level-k approach to examine cases where the focal agent is uncertain about the strategy of his opponent or predicts that the opponent will act in a nonsophisticated manner. Level-0 players are randomized uniformly across all possible actions, and level-k players best respond to the action of player k-1. We study a dynamic nonrenewable resource game with a large number of actions. We are able to solve for the level-1 strategy by reducing the averaging problem to an optimization problem against a single action. We show that lower levels of strategic reasoning are close to the Walras and collusive benchmark, whereas higher level strategies converge to the Nash-Hotelling equilibrium. These results are then fitted to experimental data, suggesting that the level of sophistication of participants increased over the course of the experiment.

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…

The neoliberalisation of strategic spatial planning

DEFF Research Database (Denmark)

Olesen, Kristian

2014-01-01

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

Strategic Communication Institutionalized

DEFF Research Database (Denmark)

Kjeldsen, Anna Karina

2013-01-01

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

Strategic Trajectories in the Offshoring and Offshore Outsourcing Process

DEFF Research Database (Denmark)

Slepniov, Dmitrij; Sørensen, Brian Vejrum

2006-01-01

then proceed with three illustrative case studies and discussion, proposing that the decision to outsource has implications over and beyond the intended strategies. The paper approaches these issues from a strategy-as-practice perspective, and particularly addresses its concern for how micro-level activities...... shape organisational outcomes. It illustrates how standardised and/or non-core operations may gradually change their strategic scope through the actions of local decision makers, producing a self-reinforcing decision cycle. We conclude that the process, and particularly the agency exercised by middle...

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

On strategic spatial planning

Directory of Open Access Journals (Sweden)

Tošić Branka

2014-01-01

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

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

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Rolando Juan Soliz Estrada

2007-09-01

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

The strategic entrepreneurial thinking imperative

OpenAIRE

S. Dhliwayo; J. J. Van Vuuren

2007-01-01

Purpose: The aim of this paper is to demonstrate that strategic entrepreneurial thinking is a unitary concept which should be viewed as a standalone construct. Design/Methodology/Approach: The concept strategic entrepreneurial thinking is modelled from an analysis of strategic thinking and entrepreneurial thinking from available literature. The strategic entrepreneurial mindset imperative is then emphasised and confirmed. Findings: This paper's finding is that there is no diff...

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

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Ines Suarez-Perales

2017-10-01

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

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.

Using the laws and the regularities of public administration in the state strategic planning

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O. L. Yevmieshkina

2016-03-01

Full Text Available The article researches the use of laws of public administration in the state strategic planning; defined a methodological basis of state strategic planning. State strategic planning as a function of public administration exists in accordance with its laws and regularities. Author established the use of public administration laws as: unity socio-economic system, required diversity, system integrity, unity techniques and basic functions of social management at all levels of public administration: central, sectorial, regional. At the public administration level this laws as a rule us in working and realization of state strategy, state, region and sectorial program, which directed to improve of political, economic and social process. State strategic planning as a function of public administration exists in accordance with its laws. The law in our research is considered as objective, substantive, necessary, sustainable relationship between events. The most essential feature of law is reflecting the objective state of affairs, objective relations between things, items and phenomenon’s. The other difficult sign of law is necessity as relation, which inevitably revealed in the development process of different things. Law category with regularity category is relation. Regularity is wider category then the law. The state strategic planning is an integrated, systematic process due to the action and use laws and regularities of public administration. That improves the efficiency of public administration.

A Handbook for Strategic Planning

Science.gov (United States)

1994-01-01

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

Strategic Talk in Film.

Science.gov (United States)

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

2017-01-01

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

77 FR 24992 - OSHA Strategic Partnership Program for Worker Safety and Health (OSPP); Extension of the Office...

Science.gov (United States)

2012-04-26

... DEPARTMENT OF LABOR Occupational Safety and Health Administration [Docket No. OSHA-2011-0861] OSHA... and Health Administration (OSHA), Labor. ACTION: Request for public comments. SUMMARY: OSHA solicits... specified in the OSHAs Strategic Partnership Program for Worker Safety and Health (OSPP). DATES: Comments...

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

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.

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.

Antecedents to strategic flexibility : Management cognition, firm resources and strategic options

NARCIS (Netherlands)

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

2012-01-01

Purpose - Current conceptualisations of strategic flexibility and its antecedents are theory-driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility.

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

Science.gov (United States)

Done, Liz; Murphy, Mike; Watt, Mia

2016-01-01

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

A tool for enhancing strategic health planning: a modeled use of the International Classification of Functioning, Disability and Health.

Science.gov (United States)

Sinclair, Lisa Bundara; Fox, Michael H; Betts, Donald R

2013-01-01

This article describes use of the International Classification of Functioning, Disability and Health (ICF) as a tool for strategic planning. The ICF is the international classification system for factors that influence health, including Body Structures, Body Functions, Activities and Participation and Environmental Factors. An overview of strategic planning and the ICF are provided. Selected ICF concepts and nomenclature are used to demonstrate its utility in helping develop a classic planning framework, objectives, measures and actions. Some issues and resolutions for applying the ICF are described. Applying the ICF for strategic health planning is an innovative approach that fosters the inclusion of social ecological health determinants and broad populations. If employed from the onset of planning, the ICF can help public health organizations systematically conceptualize, organize and communicate a strategic health plan. Published 2012. This article is a US Government work and is in the public domain in the USA.

The strategic security officer.

Science.gov (United States)

Hodges, Charles

2014-01-01

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

ABSTRACTS Preliminary Study of Strategic Inner Cores

Institute of Scientific and Technical Information of China (English)

2012-01-01

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

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.

Early detection of sporadic pancreatic cancer: strategic map for innovation--a white paper.

Science.gov (United States)

Kenner, Barbara J; Chari, Suresh T; Cleeter, Deborah F; Go, Vay Liang W

2015-07-01

Innovation leading to significant advances in research and subsequent translation to clinical practice is urgently necessary in early detection of sporadic pancreatic cancer. Addressing this need, the Early Detection of Sporadic Pancreatic Cancer Summit Conference was conducted by Kenner Family Research Fund in conjunction with the 2014 American Pancreatic Association and Japan Pancreas Society Meeting. International interdisciplinary scientific representatives engaged in strategic facilitated conversations based on distinct areas of inquiry: Case for Early Detection: Definitions, Detection, Survival, and Challenges; Biomarkers for Early Detection; Imaging; and Collaborative Studies. Ideas generated from the summit have led to the development of a Strategic Map for Innovation built upon 3 components: formation of an international collaborative effort, design of an actionable strategic plan, and implementation of operational standards, research priorities, and first-phase initiatives. Through invested and committed efforts of leading researchers and institutions, philanthropic partners, government agencies, and supportive business entities, this endeavor will change the future of the field and consequently the survival rate of those diagnosed with pancreatic cancer.

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

Model for managing water in oil refineries based in Strategic Choice Approach; Modelo para gerenciamento de aguas em refinarias de petroleo atraves do 'Strategic Choice Approach'

Energy Technology Data Exchange (ETDEWEB)

Sobral, Marcos Felipe Falcao; Morais, Danielle Costa [Universidade Federal de Pernambuco (UFPE), Recife, PE (Brazil)

2008-07-01

Like all natural resources, the water has more space on the staff of debates in the business because of the scenarios current and future trends that point to the high costs related to its capitation, use and disposal. As an essential input in various industrial activities, in special way in the process of refining oil, the correct management of water resources becomes a challenge ahead is to be observed in the actions of these strategic industries. So there is needs to structure the problem before solve it, considering the various uncertainties related to decision environmental, it is evident the need a method to assist policy makers in the generation of alternatives for water management in these enterprises. Thus, this work aims to propose a model for managing water in oil refineries, using the Strategic Choice Approach. (author)

Crowdnursing - Strategizing Shitstorms

DEFF Research Database (Denmark)

Christensen, Lars Holmgaard

2018-01-01

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

Strategic Planning and Financial Management

Science.gov (United States)

Conneely, James F.

2010-01-01

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

Strategic Partnerships in Higher Education

Science.gov (United States)

Ortega, Janet L.

2013-01-01

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

The Possibilities of Strategic Finance

Science.gov (United States)

Chaffee, Ellen

2010-01-01

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

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

Science.gov (United States)

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

2014-07-01

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

Universities as corporate entities: the role of social responsibility in their strategic management

OpenAIRE

Ramos Monge, Elva Lizeth; Llinàs Audet, Francisco Javier; Barrena Martínez, Jesús

2017-01-01

Universities, as educational institutions, play a vital role in the development and improvement of the society, contributing to the welfare of citizens. Considering the social responsibility of universities with a large number of stakeholders (students, institutions, government, employees, companies, local community, etc.), this chapter aims to examine how these institutions establish the mission, objectives and strategic actions oriented at meeting these expectations. In this line, universit...

Integrating Poverty and Environmental Concerns into Value-Chain Analysis: A Strategic Framework and Practical Guide

DEFF Research Database (Denmark)

Riisgaard, Lone; Bolwig, Simon; Ponte, Stefano

2010-01-01

This article aims to guide the design and implementation of action-research projects in value-chain analysis by presenting a strategic framework focused on small producers and trading and processing firms in developing countries. Its stepwise approach – building on the conceptual framework set ou...... purpose of increasing the rewards and/or reducing the risks....

Characteristics of the socio-geographical factors in the Drina-Velika Morava strategic direction zone

Directory of Open Access Journals (Sweden)

Dejan Radivoj Inđić

2013-06-01

Full Text Available This paper presents the assessment of the operational – geographic features of the Drina–Velikamorava strategic direction. Due to the scope of the article, a variant of the assessment of the strategic direction is presented through its socio–geographic factors, while the mathematical–geographical and physical–geographic factors, as well as the operating lines of action are not discussed. Within the socio–geographic factors, the characteristics of the population, economy and communication networks are considered. The geographic area of the direction is nationally compact and provides war mobilization of units with no particular strain. The transportation network is not fully developed which makes combat operations difficult to attackers and facilitates them for the deffenders.. There are significant technical and technological potentials in the direction of the zone, but they are not evenly distributed. After the consideration of the complex socio – geographical factors, it is  concluded that the shown strategic direction enables, without any special restrictions, a successful execution of combat operations in the long run.   Introduction The Drina–Velikamorava strategic direction of action consists of two operational lines: Semberija–Šumadija and Glasinac–Zapadnamorava. This paper presents a variant of a complex evaluation of the socio–geographic factors in the area of strategic direction. Within the socio–geographic factors in the strategic direction, the characteristics of the population, economy and communication networks are discussed.   Characteristics of the population and settlements In the geographic strategic direction, there is about 30% of the population of the Republic of Serbia. The highest population density is in major cities (Belgrade, Novi Sad, Šabac, Čačak, etc.. The space is nationally compact, and over 95% of the population are Serbs. In terms of building methods,there are the following types of

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...

Designing a tool for service-dominant business strategies using action design research

NARCIS (Netherlands)

Lüftenegger, E.R.; Comuzzi, M.; Grefen, P.W.P.J.

2017-01-01

Both academic research and industrial practice recognize difficulties in translating the principles of service-dominant (S-D) business logic into actionable insights for practitioners, particularly when considering S-D logic at the strategic level. To address this problem, this paper focuses on the

Adapted strategic plannig model applied to small business: a case study in the fitness area

Directory of Open Access Journals (Sweden)

Eduarda Tirelli Hennig

2012-06-01

Full Text Available The strategic planning is an important management tool in the corporate scenario and shall not be restricted to big Companies. However, this kind of planning process in small business may need special adaptations due to their own characteristics. This paper aims to identify and adapt the existent models of strategic planning to the scenario of a small business in the fitness area. Initially, it is accomplished a comparative study among models of different authors to identify theirs phases and activities. Then, it is defined which of these phases and activities should be present in a model that will be utilized in a small business. That model was applied to a Pilates studio; it involves the establishment of an organizational identity, an environmental analysis as well as the definition of strategic goals, strategies and actions to reach them. Finally, benefits to the organization could be identified, as well as hurdles in the implementation of the tool.

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...

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:

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

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.

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

Science.gov (United States)

Smilski, Andrea

2008-01-01

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

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

DEFF Research Database (Denmark)

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

2018-01-01

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

Tactical and strategic decision-making aids for nuclear power plant emergency response

International Nuclear Information System (INIS)

Cain, D.G.

1987-01-01

This paper examines the prospective role of computer-based decision aids for nuclear power plant emergency response. The role of these systems is subordinate to human activities, but in a complementary manner these systems process decision logic more accurately and foster a more thorough understanding of emergency situations than might other wise be possible. Within this context two decision support systems being developed are discussed. Both of these systems utilize technology derived from artificial intelligence, focussing on two different facets of emergency response. An automated emergency operating procedures (EOP) tracking expert system is described as a tactical aid for control room operator response. A reactor emergency action level monitor (REALM) expert system is proposed as a strategic decision aid for site emergency response. The discrimination between tactical and strategic decision-making is an intrinsic part of this examination

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

Advancing U.S. Strategic Communication through Greater Civilian-Military Coordination and Integration

Science.gov (United States)

2012-06-01

WARFIGHTING SCHOOL ADVANCING U.S. STRATEGIC COMMUNICATION THROUGH GREATER CIVILIAN-MILITARY COORDINATION AND INTERGRATION by Wendy A. Kolls U.S... products synchronized with the actions of all instruments of national power." Department af Defense Dictionary of Military and Associated Terms...the "British street," the "American street," and the "Israeli street.ŗ Selling "Brand America" If the " product " was America, then the thinking in

Strategic management in company information centre

International Nuclear Information System (INIS)

Judita Kopacikova, J.

2004-01-01

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

Strategic management in company information centre

International Nuclear Information System (INIS)

Judita Kopacikova, J.

2004-01-01

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

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...

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

NARCIS (Netherlands)

Arping, S.; Falconieri, S.

2009-01-01

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

Strategic Management of Large Projects

Institute of Scientific and Technical Information of China (English)

WangYingluo; LiuYi; LiYuan

2004-01-01

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

Strategic Public Relations and University Entrepreneurship in Present European Context

Directory of Open Access Journals (Sweden)

Andreea RĂCEANU

2016-05-01

Full Text Available Mostly theoretical and following a descriptive - normative logic, with a specific focus on the models of higher education institutions and practices, the present paper addresses the subject of entrepreneurship within higher education area, in relation with current European policy context regarding higher education and university entrepreneurship. It proposes a strategic public relations framework as an integrating effective approach for actual opportunities and challenges that universities deal with presently. Various theoretical approaches and concrete actions emerged, from the complex perspectives of triple helix (organic relationships and interactions between universities, industry and government to particular aims regarding the development of knowledge-based economy or to the European Union knowledge triangle initiatives (education-research-innovation. The role of universities is expected to be broader and its actions should be characterized by both responsibility and pragmatism within the context of sustainable decision making. However, mostly in practice, there are limitations and criticism regarding a convergent model of entrepreneurial university, even more in relation with issues related to ethics of teaching and research and especially for universities with social and humanistic profiles. In this context, a viable solution could come from the area of public relations, undertaken in their most advanced form: as strategic approach linking decision making processes, stakeholders’ needs and interests and assuming long term responsibility. The main aim and originality component of this paper is to propose and support such an approach presented both verbally and trough graphical modelling.

78 FR 44954 - Solicitation of Input From Stakeholders Regarding the U.S. Office of Government Ethics Strategic...

Science.gov (United States)

2013-07-25

... OFFICE OF GOVERNMENT ETHICS Solicitation of Input From Stakeholders Regarding the U.S. Office of Government Ethics Strategic Plan (FY 2014-2017) AGENCY: Office of Government Ethics (OGE). ACTION: Notice of Request for Public Comment. SUMMARY: The U.S. Office of Government Ethics (OGE) is providing notice of...

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

Science.gov (United States)

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

2014-11-01

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

Being Strategic in HE Management

Science.gov (United States)

West, Andrew

2008-01-01

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

Strategic 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.

Strategic pathways for energy in Brazil; Os caminhos da eficiencia energetica no Brasil

Energy Technology Data Exchange (ETDEWEB)

Poole, Alan Douglas; Hollanda, Jayme Buarque de; Tolmasquim, Mauricio Tiomno

1995-01-01

The aim of this work is to suggest steps and policies to increase the introduction of cost-effective energy in conservation measures in Brazil. This report first addresses the motivations for a policy of energy efficiency and summarizes experiences in Brazil. It then considers the roles and perspectives of the diverse agents and review the instruments of policy. It concludes with an overview of strategic needs and lines of action.

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.

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.

Supporting clinical leadership through action: The nurse consultant role.

Science.gov (United States)

Rosser, Elizabeth; Grey, Rachael; Neal, Deborah; Reeve, Julie; Smith, Caroline; Valentine, Janine

2017-12-01

To evaluate the effectiveness of an action learning set to enhance clinical leadership and extend their scope and confidence more strategically. As the most senior clinical role in most healthcare systems, the consultant nurse role is a solitary one. They are required to develop personal resilience, commitment and a belief in their ability to lead, with new consultants needing a strong support network to succeed. Following a 2-year action learning set, four nurse consultants, one therapy consultant, and a university educationalist engaged in a cooperative inquiry approach using four cycles of discussion, reflection, analysis and action over an 18-month period from March 2015-July 2016, to learn how to change and enhance their working practices. Data were analysed thematically. Four themes emerged where the action learning set (i) offered structure and support, (ii) enabled a wider influence and (iii) empowered them to lead. The cooperative inquiry helped them realise how much they had gained from their collective learning and they felt empowered to lead. Their motivation to "make a difference" remains palpable. The outcomes of the cooperative inquiry included an enhanced understanding of the importance of openness and trust and a willingness to share and learn from each other in a respectful and confidential environment with a receptiveness to change. Self-leadership has clearly been accepted and embraced, and their collaboration has improved communication across the organisation, enhanced their strategic leadership capability and given confidence to disseminate externally. The action learning set offered structure to support these clinical leaders to keep them focused across the breadth of their role. Additionally, peer review with external facilitation has enabled these clinical leaders to gain a wider influence and empowered them to lead. © 2017 John Wiley & Sons Ltd.

Influence Actions of School Principals in Hong Kong, Mainland China and the United States: A Cross-Cultural Perspective

Science.gov (United States)

Pisapia, John; Pang, Nicholas Sun-Keung

2013-01-01

The aim of the study was to determine if Chinese school principals use influence actions differently from US principals. The concepts framing this study are leader influence actions, societal and local culture. The analysis was conducted with data from two independent studies conducted in each country using the strategic leadership questionnaire…

The Interplay of Networking Activities and Internal Knowledge Actions for Subsidiary Influence within MNCs

DEFF Research Database (Denmark)

Tavani, Zhaleh Najafi; Giroud, Axèle; Andersson, Ulf

2012-01-01

Building on resource dependency theory; this research investigates the joint impacts of subsidiary knowledge based actions (Reverse Knowledge Transfer (RKT) and knowledge development) and networking activities (internal and external embeddedness) on its strategic influence in the multinational co...

Jesus the Strategic Leader

National Research Council Canada - National Science Library

Martin, Gregg

2000-01-01

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

Strategic 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.

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

OpenAIRE

Mohd Yunos, Mohd Bulkiah

2007-01-01

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

The paradox of strategic environmental assessment

Energy Technology Data Exchange (ETDEWEB)

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

2014-07-01

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

The paradox of strategic environmental assessment

International Nuclear Information System (INIS)

Bidstrup, Morten; Hansen, Anne Merrild

2014-01-01

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

Strategic aspects of innovation management

Directory of Open Access Journals (Sweden)

Baruk Jerzy

2017-12-01

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

Strategic Management in Times of Crisis

OpenAIRE

Groh, Maximilian

2014-01-01

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

STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

OpenAIRE

Pylypiv, Nadiia; Pіatnychuk, Iryna

2017-01-01

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

Strategic Self-Ignorance

DEFF Research Database (Denmark)

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

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

Strategic self-ignorance

DEFF Research Database (Denmark)

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

2016-01-01

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

STRATEGIC BUSINESS UNIT – THE CENTRAL ELEMENT OF THE BUSINESS PORTFOLIO STRATEGIC PLANNING PROCESS

OpenAIRE

FLORIN TUDOR IONESCU

2011-01-01

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

Development and Construct Validation of a Situational Judgment Test of Strategic Knowledge of Classroom Management in Elementary Schools

Science.gov (United States)

Gold, Bernadette; Holodynski, Manfred

2015-01-01

The current study describes the development and construct validation of a situational judgment test for assessing the strategic knowledge of classroom management in elementary schools. Classroom scenarios and accompanying courses of action were constructed, of which 17 experts confirmed the content validity. A pilot study and a cross-validation…

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.

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)

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

Science.gov (United States)

Bonnaire, Céline; Bungener, Catherine; Varescon, Isabelle

2017-04-01

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

Strategic thinking as a tool for technological innovation in smes

Directory of Open Access Journals (Sweden)

Darcy Luz Mendoza

2016-11-01

Full Text Available The present study aims to design strategies that allow smes to watch from one strategic thinking technological innovation, in order to meet the financial core objective to grow and be competitive in the market. The article illustrates how smes can get enterprise development from a planned technological innovation from its institutional philosophy, it imposes a challenge for these companies, the establishment of an action plan and building articulated development scenarios involve and benefit all stakeholders generating competitive advantages. The study was conducted using a survey of 95 businesses in La Guajira department, having as strategy exposed by Daft (2005 who finds that competitive strategy is about being different, select a number of different activities that other been selected to offer a unique mix of value. The research results suggest that smes do not have a department that demonstrates technological structure that have made a process for the development and successful commercialization of new or improved products, either that these companies think the strategies from its institutional philosophy, putting into practice the strategic thinking.

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...

Strategic purchasing and health system efficiency: A comparison of two financing schemes in Thailand.

Science.gov (United States)

Patcharanarumol, Walaiporn; Panichkriangkrai, Warisa; Sommanuttaweechai, Angkana; Hanson, Kara; Wanwong, Yaowaluk; Tangcharoensathien, Viroj

2018-01-01

Strategic purchasing is an essential health financing function. This paper compares the strategic purchasing practices of Thailand's two tax-financed health insurance schemes, the Universal Coverage Scheme (UCS) and the Civil Servant Medical Benefit Scheme (CSMBS), and identifies factors contributing to successful universal health coverage outcomes by analysing the relationships between the purchaser and government, providers and members. The study uses a cross-sectional mixed-methods design, including document review and interviews with 56 key informants. The Comptroller General Department (CGD) of Ministry of Finance manages CSMBS as one among civil servant welfare programmes. Their purchasing is passive. Fee for service payment for outpatient care has resulted in rapid cost escalation and overspending of their annual budget. In contrast, National Health Security Office (NHSO) manages purchasing for UCS, which undertakes a range of strategic purchasing actions, including applying closed ended provider payment, promoting primary healthcare's gate keeping functions, exercising collective purchasing power and engaging views of members in decision making process. This difference in purchasing arrangements resulted in expenditure per CSMBS member being 4 times higher than UCS in 2014. The governance of the purchaser organization, the design of the purchasing arrangements including incentives and use of information, and the institutional capacities to implement purchasing functions are essential for effective strategic purchasing which can improve health system efficiency as a whole.

Educating U.S. Senior Military Leaders: Case Method Teaching in Action

National Research Council Canada - National Science Library

Murphy, Robert

1998-01-01

.... It is in effect case method learning in action. The United States Army War College is an educational institution that uses this type of learning as it prepares its future senior leaders for the strategic arena. This paper discusses the rational for using adult learning methodology as well as the system applied at the USAWC.

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.

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

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

Information by the Federal Government: programmes of the Commission of the European Communities for research and development actions in the field of energy

International Nuclear Information System (INIS)

1975-01-01

The Commission proposes to classify the strategic fields according to the two main criteria - the period of time needed to reach notable results and possible quantitative effects - as follows: a) Actions which, in not much more than 10 years, can make a considerable contribution to the energy supply of the EC (and which, above all, can reduce mineral oil imports): energy conservation, fossil fuels, nuclear energy (fission). b) Actions which are suitable to make, on a long-term basis, a decisive contribution to the energy supply of the EC: nuclear energy (fusion). c) Horizontal actions of strategic importance: model simulation. d) Actions which are suitable to make, not later than in 20 years, or earlier, unter certain specific regional conditions, a decisive contribution to the EC's energy supply: Hydrogen as a new energy carrier, solar energy, geothermal energy. (orig./HP) [de

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

Directory of Open Access Journals (Sweden)

Edith Ariadna Lozano-González

2017-07-01

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

[SUS management and monitoring and evaluation practices: possibilities and challenges for building a strategic agenda].

Science.gov (United States)

Carvalho, André Luis Bonifácio de; Souza, Maria de Fátima; Shimizu, Helena Eri; Senra, Isabel Maria Vilas Boas; Oliveira, Kátia Cristina de

2012-04-01

This paper deals with the challenges involved in institutionalizing Monitoring and Evaluation practices within the scope of management of the Brazilian Unified Health System (SUS), based on the creation of a strategic agenda. This is structured around actions by the Federal Administration, from the perspective of defining the scope of the federative relationship. A summarized literature review is thus presented, placing into context the current SUS management process, which is based on the Pact for Health as well as theoretical and operational aspects inherent to monitoring and evaluation practices. The approach related to the strategic agenda highlights the creation of mechanisms that underpin the political and institutional decision, namely the creation of financial incentives and the development of technical mechanisms. These include organizational strategies for qualifying management teams and conducting studies and research and the dissemination of strategic information. These processes are based on the concept of providing for the management specificities in the different spheres of management based on a broad cooperation process involving teaching and research institutions and international organizations as well as the managers themselves.

Strategic management of population programs

OpenAIRE

Bernhart, Michael H.

1992-01-01

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

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

Science.gov (United States)

2016-02-01

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

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.

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

Directory of Open Access Journals (Sweden)

Katrina B. Dobrova

2016-01-01

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

Collaborative Strategic Planning: Myth or Reality?

Science.gov (United States)

Mbugua, Flora; Rarieya, Jane F. A.

2014-01-01

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

Neural mechanisms mediating degrees of strategic uncertainty.

Science.gov (United States)

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

2018-01-01

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

Manage "Human Capital" Strategically

Science.gov (United States)

Odden, Allan

2011-01-01

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

Managing transdisciplinarity in strategic foresight

DEFF Research Database (Denmark)

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

2010-01-01

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

Integrated action planning for biodiversity conservation and sustainable use of highland aquatic resources

DEFF Research Database (Denmark)

Bunting, Stuart W.; Luo, S.; Cai, K.

2016-01-01

The need for enhanced environmental planning and management for highland aquatic resources is described and rationale for integrated action planning presented. Past action planning initiatives for biodiversity conservation and wetland management are reviewed. A reflective account is given...... of integrated action planning from five sites in China, India and Vietnam. Eight planning phases are described encompassing: stakeholder assessment and partner selection; rapport building and agreement on collaboration; integrated biodiversity, ecosystem services, livelihoods and policy assessment; problem...... analysis and target setting; strategic planning; planning and organisation of activities; coordinated implementation and monitoring; evaluation and revised target-setting. The scope and targeting of actions was evaluated using the DPSIR framework and compatibility with biodiversity conservation and socio...

Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage

OpenAIRE

Handrimurtjahjo, Agustinus Dedy

2014-01-01

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

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...

The NATO Warsaw Summit: How to Strengthen Alliance Cohesion (Strategic Forum, Number 296)

Science.gov (United States)

2016-06-01

notion of European disintegration—if it were to take hold—cannot have but the most profound im- plications for Alliance management. The rise of political...BEL SVN CAN DEU HRV NOR FRA ESP HUN GBR USA TUR DNK NLD CZE ROU PRT EST GRC LVA SVK LUX POL LTU Figure. NATO Defense Expenditure Data Source: Defence ...Danish Institute for International Studies, August 2015); Rainer L. Glatz and Martin Zapfe, NATO Defence Planning between Wales and Warsaw: Politico

The regulatory role of the state strategic management in the development of the regional entrepreneurial sphere

Directory of Open Access Journals (Sweden)

Yukhneva Nina

2017-01-01

Full Text Available The system of state strategic management (SGSO today is an Outpost of the state, exercising the functions of strategic management, development and predicates, and conducting an evaluation of the effectiveness and quality of the planned trajectories of economic development of the regions, regions and the state as a whole. It SGSW today is designed to ensure that the nationally oriented domestic policies that contribute to progressive and bold actions of the Russian Federation on the world stage. SHSU today is to create conditions for the development of science, research training, new knowledge-based economy. SHSU should form a system of state orders, which is of fundamental importance for the development of strategic projects in the field of medicine and health, agriculture, defense industry, etc. And, most importantly, SHSU needs today and support the process of re-industrialization of the country, technical re-equipment of all areas of production and management. In the new knowledge economy SHSU performs the role of the intellectual and information center regulation and strategic planning of development of the entire socio-economic sphere of the society centre to ensure the development of a database of fundamental and applied research, development, centre, guaranteeing the protection of copyright and introduction of innovative products, including new technical and technological solutions.

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...

Environmental Assessment for decommissioning the Strategic Petroleum Reserve Weeks Island Facility, Iberia Parish, Louisiana

Energy Technology Data Exchange (ETDEWEB)

NONE

1995-12-01

The Strategic Petroleum Reserve (SPR) Weeks Island site is one of five underground salt dome crude oils storage facilities operated by the Department of Energy (DOE). It is located in Iberia Parish, Louisiana. The purpose of the proposed action is to decommission the Weeks Island crude oil storage after the oil inventory has been transferred to other SPR facilities. Water intrusion into the salt dome storage chambers and the development of two sinkholes located near the aboveground facilities has created uncertain geophysical conditions. This Environmental Assessment describes the proposed decommissioning operation, its alternatives, and potential environmental impacts. Based on this analyses, DOE has determined that the proposed action is not a major Federal action significantly affecting the quality of the human environment within the meaning of the National Environmental Policy Act (NEPA) and has issued the Finding of No Significant Impact (FONSI).

Environmental Assessment for decommissioning the Strategic Petroleum Reserve Weeks Island Facility, Iberia Parish, Louisiana

International Nuclear Information System (INIS)

1995-12-01

The Strategic Petroleum Reserve (SPR) Weeks Island site is one of five underground salt dome crude oils storage facilities operated by the Department of Energy (DOE). It is located in Iberia Parish, Louisiana. The purpose of the proposed action is to decommission the Weeks Island crude oil storage after the oil inventory has been transferred to other SPR facilities. Water intrusion into the salt dome storage chambers and the development of two sinkholes located near the aboveground facilities has created uncertain geophysical conditions. This Environmental Assessment describes the proposed decommissioning operation, its alternatives, and potential environmental impacts. Based on this analyses, DOE has determined that the proposed action is not a major Federal action significantly affecting the quality of the human environment within the meaning of the National Environmental Policy Act (NEPA) and has issued the Finding of No Significant Impact (FONSI)

Strategic planning and managerial control

OpenAIRE

Mihaela Ghicajanu

2004-01-01

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

Strategic alliances in engineering, technology and development

International Nuclear Information System (INIS)

Jazrawi, W.

1991-01-01

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

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

OpenAIRE

Sousa, Sofia Taveira de

2012-01-01

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

12 CFR 228.27 - Strategic plan.

Science.gov (United States)

2010-01-01

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

13 CFR 313.6 - Strategic Plans.

Science.gov (United States)

2010-01-01

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

The value contribution of strategic foresight

DEFF Research Database (Denmark)

Rohrbeck, René; Schwarz, Jan Oliver

2013-01-01

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

23 CFR 1335.6 - Strategic plan.

Science.gov (United States)

2010-04-01

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

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.

Community action for sustainable housing: Building a low-carbon future

International Nuclear Information System (INIS)

Seyfang, Gill

2010-01-01

This paper presents a new analytical framework of 'grassroots innovations' which views community-led initiatives for sustainable development as strategic green niches with the potential for wider transformation of mainstream society. This framework is applied to a low-carbon, low-impact, community-based sustainable housing initiative in the USA that pioneers straw bale housing techniques within a strong community-building ethos. The project is evaluated according to New Economics criteria of sustainable consumption, and is found to be successful at localising the construction supply chain, reducing ecological footprints, community-building, enabling collective action and building new institutions and systems of provision around housebuilding. However, viewing it as a strategic niche with aim to influence wider society, it is clear that it faces significant challenges in diffusing its ideas and practices beyond the niche. Its model is not necessarily suitable for scaling up or widespread replication; however, the scope for niche lessons to be adopted by mainstream builders is greater, given a supportive policy environment. Recognising the innovative nature of green niches at the policy level could lead to new approaches to governance of bottom-up community action for sustainable development.

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.

MANAGING SUSTAINABLE DEVELOPMENT OF MEAT PROCESSING PLANTS AS PART OF THE MECHANISM OF STRATEGIC PLANNING

Directory of Open Access Journals (Sweden)

I. S. Gusev

2015-01-01

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

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...

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...

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

OpenAIRE

Vladimir-Codrin IONESCU; Horea COROIU

2010-01-01

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

How strategic dynamics complicate the framing of alternatives in strategic environmental assessment

DEFF Research Database (Denmark)

Lyhne, Ivar

2012-01-01

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

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.

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.

Strategic Management Accounting Development during Last 30 Years

OpenAIRE

Šoljaková, Libuše

2012-01-01

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

Leadership side in changing strategic creation of firms

OpenAIRE

Malinovska, Elizabeta

2013-01-01

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

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

Science.gov (United States)

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

2012-01-01

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

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

Science.gov (United States)

Paul, Heather L.

2012-01-01

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

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...

Climate Masters of Nebraska: An Innovative Action-Based Approach for Climate Change Education

Science.gov (United States)

Pathak, Tapan B.; Bernadt, Tonya; Umphlett, Natalie

2014-01-01

Climate Masters of Nebraska is an innovative educational program that strategically trains community volunteers about climate change science and corresponding ways to reduce greenhouse gas emissions in an interactive and action-based teaching environment. As a result of the program, 91% of participants indicated that they made informed changes in…

Strategic Planning in Irish Quantity Surveying Pracitces

OpenAIRE

Murphy, Roisin

2011-01-01

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

STRATEGIC MANAGEMENT OF A TERRITORIAL DISTRIBUTED COMPLEX

OpenAIRE

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

2015-01-01

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

Services of strategic consulting: special features and types

OpenAIRE

Klenin Oleh Volodymyrovych

2016-01-01

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

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...

Estimating strategic interactions in petroleum exploration

International Nuclear Information System (INIS)

Lin, C.-Y. Cynthia

2009-01-01

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

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.

The Science of Strategic Communication

Science.gov (United States)

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

Strategic Partnerships in International Development

Science.gov (United States)

Treat, Tod; Hartenstine, Mary Beth

2013-01-01

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

Hospital boards and hospital strategic focus: the impact of board involvement in strategic decision making.

Science.gov (United States)

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

2011-01-01

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

The Conceptual Framework of Strategic Management Accounting

Directory of Open Access Journals (Sweden)

Iershova Natalia Yu.

2017-03-01

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

Review and action plan for oral health improvement in Sheffield special schools.

Science.gov (United States)

Worsley, D J; Jones, K; Harris, J C; Charlesworth, J; Marshman, Z

2018-03-01

A description of the process of a review of oral health improvement in special schools in Sheffield and the implementation of an action plan for these activities. Public health competencies encompassed: assessing the evidence on oral health and dental interventions, programmes and services; strategic leadership and collaborative working for health; oral health improvement. Copyright© 2018 Dennis Barber Ltd.

Strategic planning for marketers.

Science.gov (United States)

Wilson, I

1978-12-01

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

AECB strategic plan 1999

International Nuclear Information System (INIS)

1999-03-01

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

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,

The Strategic Communication Plan: Effective Communication for Strategic Leaders

National Research Council Canada - National Science Library

Reeder, Melanie

1998-01-01

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

Complex Strategic Choices

DEFF Research Database (Denmark)

Leleur, Steen

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

Strategic planning processes and hospital financial performance.

Science.gov (United States)

Kaissi, Amer A; Begun, James W

2008-01-01

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

Evidence for strategic cooperation in humans.

Science.gov (United States)

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

2017-06-14

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

Installation Strategic Planning Guidebook

Science.gov (United States)

2012-05-01

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

RUSSIAN BANK ACTIVITY STRATEGIC MANAGEMENT PROBLEMS

Directory of Open Access Journals (Sweden)

V. B. Pogosyan

2011-01-01

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

Methodological approach to strategic performance optimization

OpenAIRE

Hell, Marko; Vidačić, Stjepan; Garača, Željko

2009-01-01

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

Extending Ansoff’s Strategic Diagnosis Model

Directory of Open Access Journals (Sweden)

Daniel Kipley

2012-01-01

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

Developing The Organized Village of Kasaan's Strategic Energy Plan

Energy Technology Data Exchange (ETDEWEB)

Hamar, Glenn P. [The Organized Village of Kasaan, Ketchikan, AK (United States)

2013-02-01

The overall goal of this project is to create a Tribal Energy Action Plan that will serve as the Tribe's blueprint for creating long term energy self sufficiency. The Plan will be developed with input from a committed group of key stakeholders and landowners in the area, will be based on sound data and research, and will address both supply side options of the development of sustainable energy sources, as well as demand-side options for reducing energy consumption. The resulting plan will include defined comprehensive energy strategies and built upon a baseline assessment of where the Tribe currently is in terms of alternative and renewable energy activities; a vision of where the Tribe wants to go; and an action plan of how the Tribe will reach its vision including the identification of viable energy options based on the long-term strategic plan of the Tribe.

A Strategic-Equilibrium Based

Directory of Open Access Journals (Sweden)

Gabriel J. Turbay

2011-03-01

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

Strategic Interactions in Franchise Relationships

NARCIS (Netherlands)

Croonen, Evelien Petronella Maria

2006-01-01

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

Macrofoundation for Strategic Technology Management

DEFF Research Database (Denmark)

Pedersen, Jørgen Lindgaard

1995-01-01

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

Developing Asset Life Cycle Management capabilities through the implementation of Asset Life Cycle Plans – an Action Research project

OpenAIRE

Ruitenburg, Richard; Braaksma, Anne Johannes Jan

2017-01-01

Asset Life Cycle Management is a strategic approach to managing physical assets over their complete life cycle. However, the literature and the recent ISO 55,000 standard do not offer guidance as to how to develop such an approach. This paper investigates the main capabilities for Asset Life Cycle Management by means of a four year Action Research project implementing Asset Life Cycle Plans. Five main capabilities emerged: 1. strategic information use; 2. alignment of operations and strategy;...

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...

Sino-U.S. Strategic Mutual Trust

Institute of Scientific and Technical Information of China (English)

Yuan Peng; Zhang Yimeng

2008-01-01

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

Emerging Challenges in the China-US Strategic Military Relationship

Energy Technology Data Exchange (ETDEWEB)

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

2017-05-08

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

Strategic workforce planning for a multihospital, integrated delivery system.

Science.gov (United States)

Datz, David; Hallberg, Colleen; Harris, Kathy; Harrison, Lisa; Samples, Patience

2012-01-01

Banner Health has long recognized the need to anticipate, beyond the immediate operational realities or even the annual budgeting projection exercises, the necessary workforce needs of the future. Thus, in 2011, Banner implemented a workforce planning model that included structures, processes, and tools for predicting workforce needs, with particular focus on identified critical systemwide practice areas. The model represents the incorporation of labor management tools and processes with more strategic, broad-view, long-term assessment and planning mechanisms. The sequential tying of the workforce planning lifecycle with the organization's strategy and financial planning process supports alignment of goals, objectives, and resource allocation. Collaboration among strategy, finance, human resources, and operations has provided us with the ability to identify critical position groups based on 3-year strategic priorities. By engaging leaders from across the organization, focusing on activities at facility, regional, and system levels, and building in mechanisms for accountability, we are now engaged in continuous evaluations of our delivery models, the competencies and preparations necessary for the staff to effectively function within those delivery models, and developing and implementing action plans designed to ensure adequate numbers of the staff whose competencies will be suited to the work expected of them.

The Strategic Power of Data: A Key Aspect of Sovereignty

Directory of Open Access Journals (Sweden)

Jennifer Lee Schultz

2014-10-01

Full Text Available The lack of good data about U.S. American Indian and Alaska Native populations hinders tribes’ development activities, but it also highlights a space for sovereign action. In coming years, tribes will no doubt continue to advocate for better national data and at the same time increasingly implement their own “data agendas” by gathering high quality, culturally relevant information about their communities. With more meaningful data, tribal policymakers can make informed decisions about which policies and programs are right for the task at hand. Strategic data planning empowers tribes to tell their communities’ stories through their own data, and not that of others.

Barriers to Strategic Design: A Perspective from China

Directory of Open Access Journals (Sweden)

Sylvia Xihui Liu

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

Environmental standards as strategic outcomes: A simple model

International Nuclear Information System (INIS)

Bhattacharya, Rabindra N.; Pal, Rupayan

2010-01-01

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

Strategic Cognitive Sequencing: A Computational Cognitive Neuroscience Approach

Directory of Open Access Journals (Sweden)

Seth A. Herd

2013-01-01

Full Text Available We address strategic cognitive sequencing, the “outer loop” of human cognition: how the brain decides what cognitive process to apply at a given moment to solve complex, multistep cognitive tasks. We argue that this topic has been neglected relative to its importance for systematic reasons but that recent work on how individual brain systems accomplish their computations has set the stage for productively addressing how brain regions coordinate over time to accomplish our most impressive thinking. We present four preliminary neural network models. The first addresses how the prefrontal cortex (PFC and basal ganglia (BG cooperate to perform trial-and-error learning of short sequences; the next, how several areas of PFC learn to make predictions of likely reward, and how this contributes to the BG making decisions at the level of strategies. The third models address how PFC, BG, parietal cortex, and hippocampus can work together to memorize sequences of cognitive actions from instruction (or “self-instruction”. The last shows how a constraint satisfaction process can find useful plans. The PFC maintains current and goal states and associates from both of these to find a “bridging” state, an abstract plan. We discuss how these processes could work together to produce strategic cognitive sequencing and discuss future directions in this area.

Strategic Considerations for the Sustainable Remediation of Nuclear Installations

International Nuclear Information System (INIS)

Miller, Susan; Wilson, Ian; Decung, Fabien; Ollivier Dehaye, Catherine; Pellenz, Gilles; Palut-Laurent, Odile; Nitzsche, Olaf; Rehs, Bernd; Altavilla, Massimo; Osimani, Celso; Florya, Sergey; Revilla, Jose-Luis; Efraimsson, Henrik; Baines, Kim; Clark, Anna; Cruickshank, Julian; Mitchell, Nick; Mobbs, Shelly; Orr, Peter; Abu-Eid, Rateb Boby; Durham, Lisa; Morse, John; Walker, Stuart; Weber, Inge; ); Monken-Fernandes, Horst; )

2016-01-01

Nuclear sites around the world are being decommissioned and remedial actions are being undertaken to enable sites, or parts of sites, to be reused. Although such activities are relatively straightforward for most sites, experience has suggested that preventative action is needed to minimise the impact of remediation activities on the environment and the potential burden to future generations. Removing all contamination in order to make a site suitable for any use generates waste and has associated environmental, social and economic drawbacks and benefits. Site remediation should thus be sustainable and result in an overall net benefit. This report draws on recent experience of NEA member countries in nuclear site remediation during decommissioning in order to identify strategic considerations for the sustainable remediation of subsurface contamination - predominantly contaminated soil and groundwater - to describe good practice, and to make recommendations for further research and development. It provides insights for the decision makers, regulators, implementers and stakeholders involved in nuclear site decommissioning so as to ensure the sustainable remediation of nuclear sites, now and in the future. (authors)

ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

Directory of Open Access Journals (Sweden)

Nicoleta, BELU

2014-11-01

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

International benchmark and best practices on national infrastructure plans. Application to Spanish strategic planning

Energy Technology Data Exchange (ETDEWEB)

Pino Hernandez, E.M.; Delgado Quiralte, C.

2016-07-01

The need for planning regarding investment in infrastructures is recognised and supported by most governments around the world. Planning helps to take effective and correct decisions, provides a basis for monitoring its impacts and also facilitates further developments. However it requires a high level of organization, coordination among stakeholders and anticipation of transport needs. There are some different methodological approaches for strategic planning. This paper examines the importance of infrastructure planning and how it is undertaken in different countries from Europe and other continents. It is based on a benchmarking about planning procedures of 7 reference countries (UK, France, the Netherlands, Poland, Germany, Japan and USA), in addition to others whose strategic plans are being developed at the present moment such as Croatia or Romania. This benchmarking aims to extract and compare best practices carried out in this field and to define the optimal formulation of strategic planning. In this regard, the benchmarking is focused on some key aspects: firstly, on the plan structure and its main contents. There are a lot of differences about how each country defines the future needs for transport and how it establishes the objectives and the strategies to be followed. Secondly, on the characterisation of the authorities which are responsible of the plan development (level of dependence from the government, know-how…) along with the time frame and final validity of the plans. And finally, the level of detail of the proposed actions and budgetary commitments provided by the strategic plans. Throughout the comparative analysis, the knowledge generated by this benchmarking has allowed setting a series of specific recommendations in strategic planning which can be applied as innovative solutions and best practices in future planning processes in Spain. (Author)

SUPPORT OF QUALITY MANAGEMENT SYSTEM AND BALANCED SCORECARD IN THE INTEGRATION OF NORMATIVE, STRATEGIC AND OPERATIONAL MANAGEMENT

Directory of Open Access Journals (Sweden)

Stevan Živojinović

2012-12-01

Full Text Available Taking into consideration the problems of strategy implementation, as well as problems of external adaptation and internal integration in the enterprise, through the prism of the application of advanced management concepts, primarily - the quality management system (QMS and the balanced scorecard (BSC, leads to the opportunity to increase the integration of organizational levels of decision making and management. Understanding the support of the QMS and BSC in relationship coordination - business strategy, organizational structure and culture, is reflected in the integration and process management dimensions: 1 the existence of a hierarchical order of the strategic actions (from vision and mission, to strategy and objectives, to key success factors and key performance indicators, 2 action of various coordination mechanisms, formalization and standardization of the organizational structure and process and 3 consistent understanding and values of members of the organization, which provides efficient control of behavior, coordination and implementation of policy and company goals. Implementation of concepts of QMS and BSC will provide greater compatibility and coherence of the normative, strategic and operational management, which will lead to more successful business, enterprise development and the satisfaction of all stakeholders.

The new strategic balance and cooperative security

International Nuclear Information System (INIS)

Simpson, J.

1995-01-01

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

Strategic 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)

Are human resource professionals strategic business partners?

DEFF Research Database (Denmark)

Chiu, Randy; Selmer, Jan

2011-01-01

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

NERSC Strategic Implementation Plan 2002-2006

Energy Technology Data Exchange (ETDEWEB)

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

2002-09-01

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

Children’s strategic theory of mind

Science.gov (United States)

Sher, Itai; Koenig, Melissa; Rustichini, Aldo

2014-01-01

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

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)

How to act strategically in a turbulent e-business environment - an eclectic approach to strategic inter-organisational systems (IOS) management

OpenAIRE

Wassenaar, Arjen

2002-01-01

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

The Structure and Evolution of the Strategic Management Field: A Content Analysis of Twenty-six Years of Strategic Management Research

OpenAIRE

Furrer,Olivier; Thomas, Howard; Goussevskaia, Anna

2014-01-01

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

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

Science.gov (United States)

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

2018-01-01

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

Design of a noise action plan based on a road traffic noise map

NARCIS (Netherlands)

Ausejo, M.; Tabacchi, M.; Recuero, M.; Asensio, C.; Pagan Munoz, R.; Pavón, I.

2011-01-01

According to European Directive 2002/49/CE, EU state members had to compile a strategic noise map no later than 30 June 2007 and a corresponding action plan no later than 18 July 2008 for all agglomerations with more than 250,000 inhabitants and for all major airports, roads and railways. A study on

12 CFR 917.5 - Strategic business plan.

Science.gov (United States)

2010-01-01

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

Strategic Activism, Educational Leadership and Social Justice

Science.gov (United States)

Ryan, James

2016-01-01

This article describes the strategic activism of educational leaders who promote social justice. Given the risks, educational leaders need to be strategic about the ways in which they pursue their activism. Citing current research, this article explores the ways in which leaders strategically pursue their social justice agendas within their own…

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,

Transformational Assessment: A Simplified Model of Strategic Planning

Science.gov (United States)

Bardwell, Rebecca

2008-01-01

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

The Ethics of Strategic Ambiguity.

Science.gov (United States)

Paul, Jim; Strbiak, Christy A.

1997-01-01

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

Foreign Strategic Investment and China’s Financial Security

Institute of Scientific and Technical Information of China (English)

朱盈盈; 曾勇; 李平; 何佳

2008-01-01

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