Sample records for middletown rancheria strategic
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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.
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Final Report - Conservation & Renewable Energy Potential Study For Smith River Rancheria
Energy Technology Data Exchange (ETDEWEB)
Greg Retzlaff
2007-07-01
In January 2006 the Smith River Rancheria (SRR), located in Smith River, California, contracted with the team of Strategic Energy Solutions (SES) and Evergreen NRG to conduct a study for the community. The objective of the study was to identify renewable generation opportunities that would facilitate Rancheria energy independence through SRR owned and operated power projects. These generation facilities were to be located either on or near the reservation. Specifically, the Rancheria was interested in the viability of generating electric power using biomass and wind fuel resources. Initial research identified that a very small portion of the community's energy could be offset by renewable energy generation due to the low solar resource in this area, and the lack of significant wind or biomass resources on or near reservation land. Some larger projects were identified which offered little or no benefit to the Rancheria. As a result, the scope of this study was changed in October 2006 to focus on energy efficiency opportunities for key reservation facilities, with a continued analysis of smaller renewable energy opportunities within reservation boundaries. The consulting team initially performed a resource analysis for biomass and solar generation opportunities in the region of the Rancheria. It was quickly concluded that none of these options would yield renewable power for the Rancheria at costs competitive with current utility sources, and that any larger installations would require substantial funding that may not be available. Having made these conclusions early on, the study effort was redirected and the team investigated each of the major Rancheria buildings to look for solar, wind and conservation opportunities. The buildings were audited for energy use and the roof areas were examined for exposure of solar radiation. Wind resources were also investigated to determine if smaller wind turbines would offer power generation at a reasonable cost.
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Water quality and supply on Cortina Rancheria, Colusa County, California
Yates, E.B.
1989-01-01
Cortina Rancheria covers an area of 1 sq mi in Colusa County, California, near the western edge of the Sacramento Valley. Local sources of water for residents of the rancheria are of poor quality or limited availability. Domestic needs are presently met by water from a hand-dug well and from a drilled well with a potential yield of 15 gal/min. Water from both wells fails to meet California State drinking-water standards, primarily because of high concentrations of chloride and dissolved solids. High concentrations of sodium and boron pose additional problems for agricultural use of the water. The dissolved ions originate in Upper Cretaceous marine sediments of the Cortina Formation, which occurs at or near land surface throughout the rancheria. Small quantities of fresh groundwater may occur locally in the Tehama Formation which overlies the Cortina Formation in the eastern part of the rancheria. Canyon Creek, the largest stream on the rancheria, flows only during winter and spring. Water from one of the rancheria 's three springs meet drinking water standards, but it almost stops flowing in summer. The generally poor quality of ground and surface water on the rancheria is typical of areas along the west side of the Sacramento Valley. Additional hydrologic information could indicate more precisely the quantity and quality of surface and groundwater on Cortina Rancheria. Principal features of a possible data-collection program would include monitoring of discharge and water quality in three springs and in Canyon Creek, electromagntic terrain conductivity surveys, and monitoring of water levels and quality in two existing wells and several proposed test wells. (USGS)
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Transience: Social Mobility in Middletown, 1890-1979.
Young, Lawrence A.; Chadwick, Bruce
1985-01-01
A replication of the 1920 Lynd study of everday life in Middletown, a typical America community, is presented. Data reveal that while Middletown did experience rapid change between 1890 and 1920 as the Industrial Revolution swept through middle America, there has been a significantly slower rate of change since then. (Author/RM)
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2012-11-26
... members. 4. The Tribe is the owner and operator of the Jackson Rancheria Casino & Hotel which includes an... at the Jackson Rancheria Casino & Hotel (including its outdoor entertainment area) for on-premises... Jackson Rancheria Casino & Hotel and its outdoor entertainment area. 2. The sale of alcohol at the Tribe's...
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33 CFR 100.102 - Great Connecticut River Raft Race, Middletown, CT.
2010-07-01
... 33 Navigation and Navigable Waters 1 2010-07-01 2010-07-01 false Great Connecticut River Raft Race, Middletown, CT. 100.102 Section 100.102 Navigation and Navigable Waters COAST GUARD, DEPARTMENT OF HOMELAND... Raft Race, Middletown, CT. (a) Regulated Area. That section of the Connecticut River between Dart...
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"Middletown" as a Model for Community Studies (With Comparative Data from Erie, Pennsylvania).
Frank, Carl M.
1985-01-01
In 1920 Robert S. and Helen M. Lynd published the results of their exhaustive study of everyday life in Muncie, Indiana, dubbing the city "Middletown" as a symbol of the typical American community. Salient conclusions of the study are summarized, and significant recent literature on Middletown is assessed. (RM)
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Elk Valley Rancheria Energy Efficiency and Alternatives Analysis
Energy Technology Data Exchange (ETDEWEB)
Ed Wait, Elk Valley Rancheria; Frank Ziano & Associates, Inc.
2011-11-30
Elk Valley Rancheria; Tribe; renewable energy; energy options analysis. The Elk Valley Rancheria, California ('Tribe') is a federally recognized Indian tribe located in Del Norte County, California, in the northwestern corner of California. The Tribe, its members and Tribal enterprises are challenged by increasing energy costs and undeveloped local energy resources. The Tribe currently lacks an energy program. The Tribal government lacked sufficient information to make informed decisions about potential renewable energy resources, energy alternatives and other energy management issues. To meet this challenge efficiently, the Tribe contracted with Frank Zaino and Associates, Inc. to help become more energy self-sufficient, by reducing their energy costs and promoting energy alternatives that stimulate economic development. Frank Zaino & Associates, Inc. provided a high level economic screening analysis based on anticipated electric and natural gas rates. This was in an effort to determine which alternative energy system will performed at a higher level so the Tribe could reduce their energy model by 30% from alternative fuel sources. The feasibility study will identify suitable energy alternatives and conservation methods that will benefit the Tribe and tribal community through important reductions in cost. The lessons learned from these conservation efforts will yield knowledge that will serve a wider goal of executing energy efficiency measures and practices in Tribal residences and business facilities. Pacific Power is the provider of electrical power to the four properties under review at $ 0.08 per Kilowatt-hour (KWH). This is a very low energy cost compared to alternative energy sources. The Tribe used baseline audits to assess current and historic energy usage at four Rancheria owned facilities. Past electric and gas billing statements were retained for review for the four buildings that will be audited. A comparative assessment of the various
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Smith River Rancheria's Development of an Energy Organization Investigation
Energy Technology Data Exchange (ETDEWEB)
W.G Buehler & Associates
2007-08-27
Smith River Rancheria (SRR), for some time, has had a strong commitment to attaining energy selfsufficiency, to reduce overall energy costs and concurrently initiate economic development within the community. Early on it was recognized that the development of an energy organization was important and for this reason was made part of the SRR's strategic review not only for economic development but also the reduction of energy costs. Towards this end, SRR retained Werner G. Buehler of W.G. Buehler & Associates to investigate the many phases or steps required to establish such an energy organization and determine, if in fact, it could benefit the Tribe. The basic phases are delineated as: (1) Identify potential sources of wholesale power and transmission paths; (2) Evaluating the various forms of energy organizations; (3) Determining the benefits (and disadvantages) of each form of organization; (4) Gathering costs to organize and operate the selected form or energy organization; (5) Performing an economic analysis of forming and operating an energy organization; and (6) Develop an implementation plan.
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2010-08-06
... Rancheria of Pomo Indians (Tribe), National Indian Gaming Commission (NIGC), Environmental Protection Agency...; visual resources; environmental justice; growth inducing effects, indirect effects; cumulative effects...
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78 FR 21849 - Television Broadcasting Services; Ely, NV to Middletown Township, NJ
2013-04-12
... FEDERAL COMMUNICATIONS COMMISSION 47 CFR Part 73 [MB Docket No. 13-72; RM-11694, DA 13-448] Television Broadcasting Services; Ely, NV to Middletown Township, NJ AGENCY: Federal Communications... CFR Part 73 Television. Federal Communications Commission. Barbara A. Kreisman, Chief, Video Division...
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International Nuclear Information System (INIS)
Lema Velez, Luisa Fernanda; Polania, Jaime; Urrego Giraldo, Ligia Estela
2003-01-01
Dispersion and establishment patterns of Rhizophora mangle, Avicennia germinans, and Laguncularia racemosa, at the Rancheria River were studied using marked propagules. These mangroves are small, and surrounded by subtropical dry forest, subtropical thorn forest and the city of Riohacha. Significant relationships were found between the number of propagules retained and species, time, distance to release site, and retention structure. Avicennia germinans and L. racemosa propagules left the ecosystem within two weeks while a portion of R. mangle propagules remained during the two months study and were able to settle. Goat predation affected mainly the propagules, especially of A. germinans and L. racemosa. Predation did not follow the current dominance-predation model. A pre-dispersion consumption of 30% of A. germinans propagules by Pyralidae larvae was also documented. Batis maritima plants were the most effective structures that retain propagules of the three species and R. mangle propagules remained in greater quantities and for longer periods in the ecosystem
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Dietrich, Matthew; Huling, Justin; Krekeler, Mark P S
2018-03-15
A geochemical investigation of both ballfield sediment and street sediment in a park adjacent to a major steel manufacturing site in Middletown, Ohio revealed Pb, Cu, Cr and Zn exceeded background levels, but in heterogeneous ways and in varying levels of health concern. Pb, Sn, and Zn had geoaccumulation values>2 (moderate to heavy pollutants) in street sediment samples. Cr had a geoaccumulation value>1, while Ni, W, Fe and Mn had geoaccumulation values between 1 and 0 in street sediment. Street sediment contamination factors for respective elements are Zn (10.41), Sn (5.45), Pb (4.70), Sb (3.45), Cr (3.19), W (2.59), and Mn (2.43). The notable elements with the highest factors for ball fields are Zn (1.72), Pb (1.36), Cr (0.99), V (0.95), and Mn (1.00). High correlation coefficients of known constituents of steel, such as Fe and Mo, Ni and Cr, W and Co, W and V, as well as particulate steel and coal spherule fragments found by SEM suggest probable sourcing of some of the metals from the AK Steel facility directly adjacent to the park. However, overall extensive heterogeneity of metal pollutants in the area points to the difficulties in sourcing pollutant metals, with many outside sources likely contributing as well. This study demonstrates that different sediment media can be impacted by significantly different metal pollutants even when in very close proximity to a single source and points to unrecognized complexity in urban pollution processes in the region. This study pertains to large-scale regional importance, as Middletown, Ohio is indicative of a typical post-industrial Midwestern U.S. city where limited investigation has been conducted regarding urban pollution and sourcing of materials. Copyright © 2017 Elsevier B.V. All rights reserved.
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76 FR 36148 - Notice of Inventory Completion: Fowler Museum at UCLA, Los Angeles, CA
2011-06-21
... in consultation with representatives of the Bear River Band of the Rohnerville Rancheria, California... notice. The Bear River Band of the Rohnerville Rancheria, California, and the Blue Lake Rancheria... Historic Medical Museum. A search of the Wellcome archives produced no documentation directly related to...
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Kilgard, Roy E.; Williams, Amrys; Erickson, Paul; Herbst, William; Redfield, Seth
2017-01-01
Under Connecticut Skies examines the history of astronomy at Van Vleck Observatory, located on the campus of Wesleyan University in Middletown, Connecticut. Since its dedication in June of 1916, Van Vleck has been an important site of astronomical research, teaching, and public outreach. Over a thousand visitors pass through the observatory each year, and regular public observing nights happen year-round in cooperation with the Astronomical Society of Greater Hartford. Our project explores the place-based nature of astronomical research, the scientific instruments, labor, and individuals that have connected places around the world in networks of observation, and the broader history of how observational astronomy has linked local people, amateur observers, professional astronomers, and the tools and objects that have facilitated their work under Connecticut’s skies over the past 100 years. Our research team has produced a historical exhibition to help commemorate the observatory’s centennial that opened to the public in May of 2016. Our work included collecting, documenting, and interpretting this history through objects, archival documents, oral histories, photographs, and more. The result is both a museum and a working history "laboratory" for use by student and professional researchers. In addition to the exhibit itself, we have engaged in new interpretive programs to help bring the history of astronomy to life. Future work will include digitization of documents and teaching slides, further collection of oral histories, and expanding the collection to the web for use by off-site researches.
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International Nuclear Information System (INIS)
Colton, D.P.
1983-08-01
An aerial radiological survey was performed over the area surrounding the Three Mile Island Nuclear Station during October 26 to 30, 1982. The survey covered an 82-square-kilometer area centered on the nuclear plant and encompassed the communities of Middletown, York Haven, Goldsboro and Royalton, Pennsylvania. The highest radiation exposure rates, up to a maximum of 200 microroentgens per hour (μR/h), were inferred from data measured directly over the TMI facilities. This detected radiation was due to the presence of cobalt-58, cobalt-60 and cesium-137, which was consistent with normal plant operations. Similar activity is routinely observed in aerial surveys over nuclear power plants which have been or are presently in an operational mode. For the remainder of the survey area, the inferred radiation exposure rates varied from 6 to 14 μR/h. The reported exposure rate values include an estimated cosmic ray contribution of 3.7 μR/h. Ground-based measurements, conducted during the time of the aerial survey, were compared to the aerial results. Pressurized ionization chamber readings and a group of soil samples were acquired at several locations within the survey area, along the river banks upstream and downstream of the survey area, and at the ground-based locations used for a previous aerial survey which was conducted in 1976. The exposure rate values obtained from these measurements were in agreement with the corresponding aerial data. With the exception of the activity observed within the TMI facilities, no evidence of any contamination which might have occurred as a result of past reactor operations or the 1979 TMI Unit 2 accident was detected from the aerial survey data. This was further supported by the results of the soil sample analyses and the comparison with the 1976 aerial survey data. 7 references, 12 figures, 4 tables
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78 FR 14352 - Notice of Approved Class III Tribal Gaming Ordinances
2013-03-05
... Rancheria of California 20. Bois Forte Band of the Minnesota Chippewa Tribe 21. Buena Vista Rancheria of Me... Chippewa Indians 116. LaJolla Band of Luiseno Indians 117. La Posta Band of Mission Indians 118. Las Vegas...
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2012-01-27
... Street, Suite 100, Sacramento, CA 95816-7100. Lloyd Mathiesen or Representative, Chicken Ranch Rancheria..., Buena Vista Rancheria, P.O. Box 162283, Sacramento, CA 95816. Silvia Burley or Representative... Representative, Central Sierra Me-Wuk Cultural and Historic Preservation Committee, P.O. Box 699, Tuolumne, CA...
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76 FR 62839 - Notice of Inventory Completion: University of Colorado Museum, Boulder, CO
2011-10-11
...; Bridgeport Paiute Indian Colony of California; Buena Vista Rancheria of Me-Wuk Indians of California; Burns... Indians of the Stewarts Point Rancheria, California; Klamath Tribes, Oregon; La Jolla Band of Luiseno Indians, California; La Posta Band of Diegueno Mission Indians of the La Posta Indian Reservation...
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2012-03-16
... ethnographic research, the basket has been identified as a stair-step coming of age basket. This type of basket... Rancheria, California, (Tachi Yokut Tribe) and ethnographic research, the basket has been identified as a... Indian Community of the Santa Rosa Rancheria, California, (Tachi Yokut Tribe) and ethnographic research...
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Cognitive Characteristics of Strategic and Non-strategic Gamblers.
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.
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2012-09-28
... were removed from site CA-MRN-127 in Marin County, CA, by Holman and Associates during construction at... Sonoma County, CA, by Origer and Associates in conjunction with proposed construction at Sear Point... Rancheria, California and the Dry Creek Rancheria Band of Pomo Indians, California that this notice has been...
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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....
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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...
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Strategic Planning: What's so Strategic about It?
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…
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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
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Shady strategic behavior : Recognizing strategic behavior of Dark Triad followers
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
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Native American Affairs and the Department of Defense.
1996-01-01
Cow Creek Band of Umpqua Indians of Oregon Coyote Valley Band of Porno Indians of California Creek Nation of Oklahoma Crow Tribe of Montana...Reservation, North Dakota Dry Creek Rancheria of Porno Indians of California Duckwater Shoshone Tribe of the Duckwater Reservation, Nevada...Band of Porno Indians of the Hopland Rancheria, California Houlton Band of Maliseet Indians of Maine Hualapai Tribe of the Hualapai Indian
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Neurocognitive dysfunction in strategic and non-strategic gamblers.
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.
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Strategic cycling: shaking complacency in healthcare strategic planning.
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.
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Strategic Leadership as Determinant of Strategic Change: A Theoretical Review and Propositions
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...
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International Nuclear Information System (INIS)
Parada Quintero, Martha
2012-01-01
Gaiadendron punctatum (Ruiz and Pavon) G. Don and Ternstroemia meridionalis mutis ex l.f. are ornithochorous species of the high Andean forest; the first is abundant at natural municipal park Rancheria and the second rare at local level. The seed rain and fruiting phenology of G. punctatum and T. meridionalis were evaluated. Records were kept between March and December of 2010. This period included dry and wet seasons. Eight traps with a recollection surface of 1 m 2 were installed. Fruiting of G. punctatum and T. meridionalis was continued with a high percentage of unripe fruits. The higher fruiting was shown in the wet season. Both species presented seed rain during all the study. G. punctatum had higher seed rain with an average of 169/m 2 ; while t. meridionalis only 50 seeds/m 2 . Most abundance of G. punctatums seeds was recorded in the dry season, while for T. meridionalis in wet season. In spite of low seed rain for T. meridionalis it showed a high percentage of viable seeds. G. punctatum presented more propagules that could explain the high number of individuals by area. Although the number of seeds of T. meridionalis is not very high, it represents a potential for prevalence of this specie and the need of looking for factors that to block the persistence of this propagules.
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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....
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Strategic financial analysis: the CFO's role in strategic planning.
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.
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Mapping strategic diversity: strategic thinking from a variety of perspectives
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
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Strategic Leadership Primer (Third Edition)
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
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Strategic cost management as the main component of strategic management accounting
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...
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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
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Strategic information security
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
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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...
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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...
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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
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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.
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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.
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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...
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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.
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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...
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Strategic Innovation Capacity: A Mixed Method Study on Deliberate Strategic Learning Mechanisms
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...
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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...
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Strategic Innovation Capacity: A Mixed Method Study on Deliberate Strategic Learning Mechanisms
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
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Energy Strategic Planning & Sufficiency Project
Energy Technology Data Exchange (ETDEWEB)
Retziaff, Greg
2005-03-30
This report provides information regarding options available, their advantages and disadvantages, and the costs for pursuing activities to advance Smith River Rancheria toward an energy program that reduces their energy costs, allows greater self-sufficiency and stimulates economic development and employment opportunities within and around the reservation. The primary subjects addressed in this report are as follows: (1) Baseline Assessment of Current Energy Costs--An evaluation of the historical energy costs for Smith River was conducted to identify the costs for each component of their energy supply to better assess changes that can be considered for energy cost reductions. (2) Research Viable Energy Options--This includes a general description of many power generation technologies and identification of their relative costs, advantages and disadvantages. Through this research the generation technology options that are most suited for this application were identified. (3) Project Development Considerations--The basic steps and associated challenges of developing a generation project utilizing the selected technologies are identified and discussed. This included items like selling to third parties, wheeling, electrical interconnections, fuel supply, permitting, standby power, and transmission studies. (4) Energy Conservation--The myriad of federal, state and utility programs offered for low-income weatherization and utility bill payment assistance are identified, their qualification requirements discussed, and the subsequent benefits outlined. (5) Establishing an Energy Organization--The report includes a high level discussion of formation of a utility to serve the Tribal membership. The value or advantages of such action is discussed along with some of the challenges. (6) Training--Training opportunities available to the Tribal membership are identified.
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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...
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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.
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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.
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76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group
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...
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Learning to think strategically.
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.
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Processing of intended and unintended strategic issues and integration into the strategic agenda.
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.
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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’....
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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…
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Strategic agility for nursing leadership.
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.
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Complex Strategic Choices Applying Systemic Planning for Strategic Decision Making
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...
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Strategic planning for neuroradiologists.
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.
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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.
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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...
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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....
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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...
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Energy Strategic Planning & Self-Sufficiency Project
Energy Technology Data Exchange (ETDEWEB)
Greg Retzlaff
2005-03-30
This report provides information regarding options available, their advantages and disadvantages, and the costs for pursuing activities to advance Smith River Rancheria toward an energy program that reduces their energy costs, allows greater self-sufficiency and stimulates economic development and employment opportunities within and around the reservation. The primary subjects addressed in this report are as follow: (1) Baseline Assessment of Current Energy Costs--An evaluation of the historical energy costs for Smith River was conducted to identify the costs for each component of their energy supply to better assess changes that can be considered for energy cost reductions. (2) Research Viable Energy Options--This includes a general description of many power generation technologies and identification of their relative costs, advantages and disadvantages. Through this research the generation technology options that are most suited for this application were identified. (3) Project Development Considerations--The basic steps and associated challenges of developing a generation project utilizing the selected technologies are identified and discussed. This included items like selling to third parties, wheeling, electrical interconnections, fuel supply, permitting, standby power, and transmission studies. (4) Energy Conservation--The myriad of federal, state and utility programs offered for low-income weatherization and utility bill payment assistance are identified, their qualification requirements discussed, and the subsequent benefits outlined. (5) Establishing an Energy Organization--The report includes a high level discussion of formation of a utility to serve the Tribal membership. The value or advantages of such action is discussed along with some of the challenges. (6) Training--Training opportunities available to the Tribal membership are identified.
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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
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Directory of Open Access Journals (Sweden)
Rolando Juan Soliz Estrada
2007-09-01
Full Text Available Strategic management is a technique which has as structuring basis the Strategic Administration and the Strategic Planning, adding to its improvement the administrative perspective of organization changes. However, the organization change models developed in the last years have been elaborated aiming the managing of general organization changes, and do not have a specific approach to the managing and improvement of Strategic Planning and the Changes caused by them, it means they are not models which focus directly on the Strategic Management. This work had as objectives to develop a Model of Strategic Administration and a Model of Organizational Change, which associated turn efficient and effective the Organizations’ Administration. In order to develop this work were used concepts and approaches preconized by qualitative research. As results, the two Models are presented, as well as their validation in an organization with lucrative objectives.
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The strategic entrepreneurial thinking imperative
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...
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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...
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A Handbook for Strategic Planning
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
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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.
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Cultivating strategic thinking skills.
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.
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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.
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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.
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Antecedents to strategic flexibility : Management cognition, firm resources and strategic options
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.
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The strategic security officer.
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.
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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.
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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.
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Microfoundations of strategic decision effectiveness
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
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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....
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Strategic Planning and Financial Management
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…
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Strategic Partnerships in Higher Education
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…
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The Possibilities of Strategic Finance
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…
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Strategic and non-strategic problem gamblers differ on decision-making under risk and ambiguity.
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.
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7 CFR 25.202 - Strategic plan.
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...
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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:
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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)
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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)
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Using Model to Plan of Strategic Objectives
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...
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Strategic versus financial investors: The role of strategic objectives in financial contracting
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
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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.
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Being Strategic in HE Management
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…
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Strategic management process in hospitals.
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.
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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.
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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...
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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...
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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.
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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
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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.
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Crisis - Strategic Management in Public Relation
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...
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Strategic Management in Times of Crisis
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, ...
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STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS
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...
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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....
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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....
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STRATEGIC BUSINESS UNIT – THE CENTRAL ELEMENT OF THE BUSINESS PORTFOLIO STRATEGIC PLANNING PROCESS
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...
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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)
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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.
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The analysis of strategic planning in transport
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...
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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.
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Strategic decision quality in Flemish municipalities
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
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Strategic Decision Making Paradigms: A Primer for Senior Leaders
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
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Strategic management of population programs
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...
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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
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Children's strategic theory of mind.
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.
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Collaborative Strategic Planning: Myth or Reality?
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…
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Neural mechanisms mediating degrees of strategic uncertainty.
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.
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Manage "Human Capital" Strategically
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…
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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...
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Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage
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 ...
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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...
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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
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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...
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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...
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Strategic planning and managerial control
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.
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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
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The strategic impact of social networks on the online gaming industry : strategic use of technology
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...
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12 CFR 228.27 - Strategic plan.
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...
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13 CFR 313.6 - Strategic Plans.
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...
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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....
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23 CFR 1335.6 - Strategic plan.
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...
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Strategic planning: today's hot buttons.
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.
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Lo Strategic Management Accounting
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.
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Rewarding Stakeholders: The Perspective of Strategic Entrepreneurship
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...
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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....
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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...
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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.
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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...
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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...
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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.
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Strategic Management Accounting Development during Last 30 Years
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...
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Leadership side in changing strategic creation of firms
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...
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Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals
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.
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Crew and Thermal Systems Strategic Communications Initiatives in Support of NASA's Strategic Goals
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.
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Extending Ansoff’s Strategic Diagnosis Model
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...
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Strategic Planning in Irish Quantity Surveying Pracitces
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...
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STRATEGIC MANAGEMENT OF A TERRITORIAL DISTRIBUTED COMPLEX
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 ...
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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.
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Services of strategic consulting: special features and types
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...
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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...
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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)
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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.
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The Science of Strategic Communication
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...
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Strategic Partnerships in International Development
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…
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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.
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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
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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.
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Strategic planning for marketers.
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.
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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)
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Strategic delegation improves cartel stability
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,
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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...
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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...
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Strategic planning processes and hospital financial performance.
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.
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Evidence for strategic cooperation in humans.
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).
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Installation Strategic Planning Guidebook
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
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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.
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Methodological approach to strategic performance optimization
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...
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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.
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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
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Strategic Interactions in Franchise Relationships
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
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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...
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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...
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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.
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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
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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)
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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.
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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
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Strategic Planning for Higher Education.
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)
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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...
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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.
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Strategic Audit and Ownership Strategy
Directory of Open Access Journals (Sweden)
Mike Franz Wahl
2015-10-01
Full Text Available In the new global economy, ownership has become a central issue for organizational performance. Ownership strategy is where corporate governance meets strategic management. Highlighting a knowledge gap in the field of corporate governance, the author is asking the central research question: “how to develop an ownership strategy?” The main purpose of this paper is to answer this original question and develop a better understanding about ownership strategies. Theoretically there is evidence to indicate that there is a link between strategic audit and ownership strategy. Analyzing firm cases from Estonia allows concluding that the strategic audit is useful for developing systemically ownership strategies, which in turn could be a realistic alternative for complete contracts. The use of strategic audits gives the business owner an opportunity to analyze his own actions and behavior, learning, managing knowledge, and finally clearly expressing his will in the form of an ownership strategy.
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Children’s strategic theory of mind
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
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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"...
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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 ...
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12 CFR 917.5 - Strategic business plan.
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...
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Strategic Activism, Educational Leadership and Social Justice
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…
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Transformational Assessment: A Simplified Model of Strategic Planning
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.…
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The Ethics of Strategic Ambiguity.
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…
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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.
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Institute of Scientific and Technical Information of China (English)
CHEN Chao
2010-01-01
This article attempts to apply the strategic management theory to the subsequent shaping up of a readjusted strategic development policy for Shanghai Library after its merger with the Institute of Scientific and Technological Information of Shanghai (ISTIS) in 1995.It also tries to analyze and explicate such an empirical implementation of institutional reintegration process through strategic management at Shanghai Metropolitan Library.By doing so,it aims to present an objective case study of activities based on the strategic management paradigm at a major Chinese metropolitan public library.
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Institute of Scientific and Technical Information of China (English)
CHEN; Chao
2010-01-01
This article attempts to apply the strategic management theory to the subsequent shaping up of a readjusted strategic development policy for Shanghai Library after its merger with the Institute of Scientific and Technological Information of Shanghai(ISTIS)in 1995.It also tries to analyze and explicate such an empirical implementation of institutional reintegration process through strategic management at Shanghai Metropolitan Library.By doing so,it aims to present an objective case study of activities based on the strategic management paradigm at a major Chinese metropolitan public library.
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Directory of Open Access Journals (Sweden)
René Pellissier
2011-10-01
The paper obtained the qualitative views and opinions of strategic decision makers, on an executive managerial level within the South African long-term insurance industry, on their organisations use of strategic intelligence. It was found that there are marked differences in the conformity and usage of strategic intelligence and its components between the organisations surveyed, with a measurable difference between large and small organisations. It is, however, generally viewed that the use of a strategic intelligence framework could greatly enhance decision-making. Data collection for the research undertaken was limited to the 82 long-term insurance companies, which were registered with the South African Financial Services Board. More specifically the focus was on the organisations listed on the Johannesburg Securities Exchange within the Life Assurance sector, within which a final response rate of 36.1% was achieved, including the 100% response rate from the six listed organisations. By understanding the extent to which strategic intelligence is utilised in the South African longterminsurance industry, and the benefits or problems that are experienced by implementing and using strategic intelligence as an input to the strategic management process we can comprehend the value that strategic intelligence adds in the decision making process. The originality of this work concludes in the identification and utilisation of the most important factors of a strategic intelligence framework that will greatly enhance global corporate decisionmakingand result in competitive advantage and constant innovation within the South African business environment.
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National Research Council Canada - National Science Library
Alexander, Kelly; Cole, Heather; Cural, Ahmet; Daugherty, Darryl; Howard, Russell; Keane, Thomas; Louie, K. Y; McNeely, Rosa; Mordente, Patrick; Petrillo, Robert
2006-01-01
...; but rather, as an enabler across all industries. Therefore, this industry study looked at Strategic Supply as an integrated process performed by industries to obtain comparative and competitive advantage in the global marketplace...
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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.
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A Strategic Plan Is Just the Beginning
Wilson, E. B.
2009-01-01
The process of strategic planning wears out institutions. Strategic planning, pursued with high purpose and energy, is enervating and exhausting. In this article, the author describes the value-added work of trustees in high-performing boards and discusses the role boards of trustees play as the process of continuous strategic planning unfolds.…
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Jasper, Melanie; Crossan, Frank
2012-10-01
To discuss the theoretical concept of strategic management and explore its relevance for healthcare organisations and nursing management. Despite being a relatively new approach, the growth of strategic management within organisations has been consistently and increasingly promoted. However, comprehensive definitions are scarce and commonalities of interpretation are limited. This paper presents an exploratory discussion of the construct of strategic management, drawing on the literature and questioning its relevance within health-care organisations. Literature relating to strategic management across a number of fields was accessed, drawing primarily on meta-studies within management literature, to identify key concepts and attempt to present a consistent definition. The concept within health care is explored in relation to nursing management. Inconsistency in definitions and utilisation of key concepts within this management approach results in the term being loosely applied in health-care organisations without recourse to foundational principles and a deep understanding of the approach as a theory as opposed to an applied term. Nurse managers are increasingly asked to adopt the 'next-best-thing' in managerial theories, yet caution needs to be taken in nurses agreeing to use systems that lack an evidence base in terms of both efficacy and relevance of context. © 2012 Blackwell Publishing Ltd.
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General Kenney as a Strategic Leader
National Research Council Canada - National Science Library
Manuel, Kent
1996-01-01
.... The paper analyzes General Kenney's strategic leadership style, framed within the six strategic leadership tasks defined in the Army's draft FM 22-1-3. These tasks are: provide vision; shape culture...
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Strategic Leadership in the Transformation Age
National Research Council Canada - National Science Library
Kidd, William
2002-01-01
... retained. This paper describes how The Army is addressing the ATLDP identified disconnects in five strategic baseline skills and offers six more skill sets developed by the Strategic Leader Task Force...
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IMPORTANCE OF STRATEGIC ALLIANCES IN COMPANY’S ACTIVITY
Directory of Open Access Journals (Sweden)
Elena BARANOV
2013-01-01
Full Text Available Strategic alliance is an agreement between two or more organizations to cooperate in a specific business activity, so that each benefits from the strengths of the other, and gains competitive advantage. The formation of strategic alliances has been seen as a response to globalization and increasing uncertainty and complexity in the business environment. Strategic alliances involve the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such as relationships with suppliers and the development of new products and technologies. A strategic alliance is sometimes equated with a joint venture, but an alliance may involve competitors, and generally has a shorter life span. Strategic partnership is a closely related concept. This article analyzes definition of strategic alliance, its benefits, types, process of formation, and provides a few cases studies of strategic alliances. This paper tries to synthesize the scope and role of marketing functions in the determination of effectiveness of strategic alliances. Several propositions from a marketing viewpoint concerning the analysis of alliance process are formulated. On the basis of the propositions, a framework is developed for future research.
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Framework of Strategic Learning: The PDCA Cycle
Directory of Open Access Journals (Sweden)
Michał Pietrzak
2015-06-01
Full Text Available Nowadays, strategic planning has to be permanent process and organizational learning should support it. Researchers in theories of organizational learning attempt to understand processes, which lead to changes in organizational knowledge, as well as the effects of learning on organizational performance. In traditional approach, the strategy is viewed as one shot event. However, in contemporary turbulent environment this could not be still valid. There is a need of elastic strategic management, which employs organizational learning process. The crucial element of such process is information acquisition, which allows refining the initial version of strategic plan. In this article authors discuss the PDCA cycle as a framework of strategic learning process, including both single-loop and double loop learning. Authors proposed the ideas for further research in area of organizational learning and strategic management.
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Strategic Planning and Online Learning
McLaughlin-Graham, Karen; Berge, Zane L.
2005-01-01
Strategic planning is a critical part of sustaining distance education. Through such planning, the organization can solve business problems that involve training and education in an effective and often cost savings manner compared to in-person training efforts. This paper examines the strategic planning process as it relates to sustaining distance…
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A National Strategic Narrative
2011-01-01
strategic ecosystem . In other words, the U.S. should stop trying to dominate and direct global events. The best we can do is to build our capital so...prosperity and security – within a “strategic ecosystem ,” at home and abroad; that in complexity and uncertainty, there are opportunities and hope, as well...law; sovereignty without tyranny, with assured freedom of expression; and an environment for entrepreneurial freedom and global prosperity, with access
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12 CFR 563e.27 - Strategic plan.
2010-01-01
... 12 Banks and Banking 5 2010-01-01 2010-01-01 false Strategic plan. 563e.27 Section 563e.27 Banks... for Assessing Performance § 563e.27 Strategic plan. (a) Alternative election. The OTS will assess a... strategic plan if: (1) The savings association has submitted the plan to the OTS as provided for in this...
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Strategic personnel management in an educational institution
KOROTKOVA M.V.; RYBKINA M.V.; NIKITINA S.O.; SCHERNYKH A.V.
2016-01-01
The article analyzes the strategic human resource management in an educational institution. Analyzes the basic normative-legal documents regulating educational activities, including the part of management. Particular importance is given to the types of educational institutions (budgetary, state, and autonomous). The stages of strategic management of staff in educational institutions and development model of strategic management personnel are shown.
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Preemption in U.S. Strategic Culture
National Research Council Canada - National Science Library
Marca, Daniela
2004-01-01
.... foreign and strategic policy. In essence, this thesis concludes that the Bush doctrine of preemption is inconsistent with the American strategic culture and view of the use of force displayed throughout the American foreign...
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Strategic games and truly playable effectivity functions
DEFF Research Database (Denmark)
Goranko, Valentin; Jamroga, Wojciech; Turrini, Paolo
2013-01-01
A well-known result in the logical analysis of cooperative games states that the so-called playable effectivity functions exactly correspond to strategic games. More precisely, this result states that for every playable effectivity function E there exists a strategic game that assigns to coalitions...... of players exactly the same power as E, and every strategic game generates a playable effectivity function. While the latter direction of the correspondence is correct, we show that the former does not hold for a number of infinite state games. We point out where the original proof of correspondence goes...... wrong, and we present examples of playable effectivity functions for which no equivalent strategic game exists. Then, we characterize the class of truly playable effectivity functions, that do correspond to strategic games. Moreover, we discuss a construction that transforms any playable effectivity...
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Corporate Governance and Strategic Management Accounting Disclosure
Directory of Open Access Journals (Sweden)
Setianingtyas Honggowati
2017-06-01
Full Text Available The aim of this study is to examine the corporate governance influence on strategic management accounting disclosure. The strategic management accounting disclosure in this study was measured by the disclosure level regarding strategic management accounting published in the company's annual report according to the index (made by the author. The corporate governance is proxied by board size, independent board, and managerial ownership. The data of this study are 497 manufacturing companies in Indonesia in the period of 2011-2015 and the method employed in this study is regression analysis method. The findings show that board size has significant positive influence on the disclosure level of strategic management accounting of manufacturing companies in Indonesia, and the proportion of independent board does not influence SMA disclosure, while managerial ownership has negative influence the disclosure level of strategic management accounting.
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STRATEGIC MANAGEMENT OBJECT AS AN OBJECT OF SCIENTIFIC RESEARCH
Directory of Open Access Journals (Sweden)
Mykola Bondar
2015-11-01
Full Text Available The purpose of research is to highlight the main areas of the system of strategic management accounting, improvement of the principles on which it operates. Subject of research is theoretical and practical aspects of functioning and development of strategic management accounting. Subject area is focused on strategic management information support towards the implementation of the principle of balancing of activity of the entities. Objectives of the research is to determine the place and role of strategic management accounting in the creation of information infrastructure management in the current economic conditions; disclosure of decomposition problems and improvement of the functioning of the system of strategic management accounting, prioritization of development. Hypothesis of the research is based on the assumption that the effectiveness of entities management adapted to the needs of the market environment of complete, accurate and timely information, which is formed in properly organized system of strategic management accounting. Methodology is based on analysis of data of respondents from 125 industrial entities of Kharkiv region. Data was collected through direct surveys and in the preparation of Kharkiv Oblast Development Strategy for the period until 2020. Respondents were asked a number of questions that determine: results of the system of information support of strategic management in enterprises employing respondents; direction of the system of strategic management accounting in enterprises employing respondents. By means of expert assessments was evaluated important source of information for making strategic management decisions. General system of research methodology is based on a systematic approach. Conclusion. During the research was confirmed the role and importance of strategic management accounting information for the purpose of strategic management. According to the results outlined challenges facing the leaders of
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Strategic Planning Is an Oxymoron
Bassett, Patrick F.
2012-01-01
The thinking on "strategic thinking" has evolved significantly over the years. In the previous century, the independent school strategy was to focus on long-range planning, blithely projecting 10 years into the future. For decades this worked well enough, but in the late 20th century, independent schools shifted to "strategic planning," with its…
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Processes of Strategic Renewal,
Harald Aadne, John; Mahnke, Volker
2010-01-01
We discuss strategic renewal from a competence perspective. We argue that the management of speed and timing in this process is viewed distinctively when perceived through a cognitive lens. Managers need more firmly grounded process-understanding. The key idea of this paper is to dynamically conceptualize key activities of strategic renewal, and possible sources of break-down as they relate to the managment of speed and timing. Based on a case from the media industry, we identi...
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Strategic planning for remediation projects
International Nuclear Information System (INIS)
Tapp, J.W.
1995-01-01
Remediation projects may range from a single leaking storage tank to an entire plant complex or producing oil and gas field. Strategic planning comes into play when the contamination of soil and groundwater is extensive. If adjacent landowners have been impacted or the community at large is concerned about the quality of drinking water, then strategic planning is even more important. (1) To manage highly complex interrelated issues--for example, the efforts expended on community relations can alter public opinion, which can impact regulatory agency decisions that affect cleanup standards, which can...and so on. (2) To ensure that all potential liabilities are managed--for example, preparation for the defense of future lawsuits is essential during site investigation and remediation. (3) To communicate with senior management--when the remediation team provides a strategic plan that includes both technical and business issues, senior management has the opportunity to become more involved and make sound policy decisions. The following discusses the elements of a strategic plan, who should participate in it, and the issues that should be considered
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Strategic Purchasing in Practice: Comparing Ten European Countries.
Klasa, Katarzyna; Greer, Scott L; van Ginneken, Ewout
2018-02-05
Strategic purchasing of health care services is widely recommended as a policy instrument. We conducted a review of literature of material drawn from the European Observatory on Health Systems and Policies Health Systems in Transition series, other European Observatory databases, and selected country-specific literature to augment the comparative analysis by providing the most recent healthcare trends in ten selected countries. There is little evidence of purchasing being strategic according to any of the established definitions. There is little or no literature suggesting that existing purchasing mechanisms in Europe deliver improved population health, citizen empowerment, stronger governance and stewardship, or develop purchaser organization and capacity. Strategic purchasing has not generally been implemented. Policymakers considering adopting strategic purchasing policies should be aware of this systemic implementation problem. Policymakers in systems with strategic purchasing built into policy should not assume that a purchasing system is strategic or that it is delivering any expected objectives. However, there are individual components of strategic purchasing that are worth pursuing and can provide benefits to health systems. Copyright © 2018. Published by Elsevier B.V.
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Thinking strategically about capitation.
Boland, P
1997-05-01
All managed care stakeholders--health plan members, employers, providers, community organizations, and government entitites--share a common interest in reducing healthcare costs while improving the quality of care health plan members receive. Although capitation is a usually thought of primarily as a payment mechanism, it can be a powerful tool providers and health plans can use to accomplish these strategic objectives and others, such as restoring and maintaining the health of plan members or improving a community's health status. For capitation to work effectively as a strategic tool, its use must be tied to a corporate agenda of partnering with stakeholders to achieve broader strategic goals. Health plans and providers must develop a partnership strategy in which each stakeholder has well-defined roles and responsibilities. The capitation structure must reinforce interdependence, shift focus from meeting organizational needs to meeting customer needs, and develop risk-driven care strategies.
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Tourism and Strategic Planning
DEFF Research Database (Denmark)
Pasgaard, Jens Christian
2012-01-01
the potential of ‘the extraordinary’ tourism-dominated space. As highlighted in the introduction, this report does not present any systematic analysis of strategic planning processes; neither does it provide any unequivocal conclusions. Rather, the report presents a collection of so-called ‘detours......The main purpose of this report is to explore and unfold the complexity of the tourism phenomenon in order to qualify the general discussion of tourism-related planning challenges. Throughout the report I aim to demonstrate the strategic potential of tourism in a wider sense and more specifically......’ – a collection of theoretical discussions and case studies with the aim to inspire future strategic planning. Due to the complexity and heterogeneity of the phenomenon I use a non-linear and non-chronological report format with the ambition to create a new type of overview. In this regard the report is intended...
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Augustyniak, Lisa J.
2015-01-01
Community college leaders face unprecedented change, and some have begun reexamining their institutional strategic planning processes. Yet, studies in higher education strategic planning spend little time examining how community colleges formulate their strategic plans. This mixed-method qualitative study used an expert sampling method to identify…
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Strategic Themes in the Haulier Business
DEFF Research Database (Denmark)
Borgström, Benedikte; Gammelgaard, Britta; Wieland, Andreas
2017-01-01
Purpose: This article provides a comprehensive review of the strategic management of transport and logistics services and to identify promising avenues for future research in the field. Design/methodology/approach: A systematic literature review is conducted based on articles published between 2011......: In highly ranked transport journals, only two per cent of the published articles concern haulier strategizing, thus, knowledge development concerning the socio-economic and managerial problems of practitioners and policy makers is delimited. Original/value: The study contributes to a strategic perspective...
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Conditional Cooperation : Disentangling Strategic from Non-Strategic Motivations
Reuben, E.; Suetens, S.
2008-01-01
We use a novel experimental design to examine the role of reputational concerns in explaining conditional cooperation in social dilemmas. By using the strategy method in a repeated sequential prisoners’ dilemma in which the probabilistic end is known, we can distinguish between strategically and
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Strategic forces: Future requirements and options
Energy Technology Data Exchange (ETDEWEB)
Speed, R.D.
1990-11-01
In the wake of the collapse of the Warsaw Pact and the apparent ending of the Cold War, there have been renewed calls for radical cuts in US strategic forces to levels far below the 10,000 or so warheads allowed each side under the current START proposal. Since it now appears that NATO for the first time will have the capability to defeat a Soviet conventional attack without the necessity of threatening to resort to nuclear weapons, this should pave the way for the rethinking of US strategy and the reduction of US strategic weapons requirements. In this new environment, it seems plausible that, with a modification of the Flexible Response doctrine to forego attempts to disarm the Soviet Union, deterrence could be maintained with 1500 or so survivable strategic weapons. With a new strategy that confined US strategic weapons to the role of deterring the use of nuclear weapons by other countries, a survivable force of about 500 weapons would seem sufficient. With this premise, the implications for the US strategic force structure are examined for two cases: a treaty that allows each side 3000 warheads and one that allows each side 1000 warheads. In Part 1 of this paper, the weapons requirements for deterrence are examined in light of recent changes in the geopolitical environment. In Part 2, it is assumed that the President and Congress have decided that deep cuts in strategic forces are acceptable. 128 refs., 12 figs., 12 tabs. (JF)
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Institute of Scientific and Technical Information of China (English)
杨新
2011-01-01
The Art of War is not only the oldest of war and strategic theory writings,but also an excellent work of military philosophy and strategic thinking.Its profound strategic culture,scientific strategic thinking,high level strategic planning and sophisticated art of strategic thinking are undoubtedly beneficial to the scientific strategic management of modern businesses.From the perspective of strategic values of strategic thinking,strategic thinking model and method,and the strategic thinking realms in The Art of War,the paper explores of the essence of ＂win in strategic thinking,victory in strategic decision-making＂in business strategic management%《孙子兵法》既是现存最古老的战争与战略理论著作,也是优秀的军事哲学和战略思维著作。其深厚的战略文化底蕴、科学的战略思维方式、至高的战略谋划境界和精妙的战略思维艺术,无疑对现代企业战略管理具有科学的借鉴。从《孙子兵法》战略思维的战略价值观、战略思维模式与方法及战略思维境界等方面,探讨了企业战略管理＂胜在战略决策、赢在战略思维＂的真谛
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Increasing strategic role for SA's minerals
International Nuclear Information System (INIS)
Anon.
1977-01-01
The strategic importance of South Africa's vast mineral resources has been strongly underlined by the Minister of Defence, Mr P.W. Botha. It was pointed out that South Africa ranked among the world's five biggest suppliers of nonfuel minerals and that she has demonstrated her potential as the West's most important source of minerals and strategic raw materials. South Africa therefore exercise a very important stabilising influence on the supply and prices of critical, strategic minerals and raw materials, regarded as of the greatest importance to the Western economy
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Theater gateway closure: a strategic level barricade
logistical planners at the strategic level can anticipate or mitigate the effects of a theater gateway closure on military operations. Through two...that at the strategic level the effects are based on the economic and diplomatic elements of the national power, affecting proportionally sustainment...Finally, logistical planners at the strategic level need to have a vast and ample knowledge and understanding of the operational environment to
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Lessons from History for Counter-Terrorism Strategic Communications
Directory of Open Access Journals (Sweden)
Haroro J. Ingram
2016-06-01
Full Text Available Drawing on the Counter-terrorism Strategic Communication (CTSC Project’s research paper “A Brief History of Propaganda during Conflict“, this Policy Brief lays out the key policy-relevant lessons for developing effective counter-terrorism strategic communications. It presents a framework of interrelated macro-, mezzo- and micro-level considerations for maximizing the efficacy of not just a strategic communications campaign but message design. Historical examples are drawn upon to illustrate their practical application. The Policy Brief concludes by analysing four key strategic-policy principles arguing that a counter-terrorism strategic communications campaign is more likely to be successful if it is based on the cumulative effects of a multidimensional messaging strategy.
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Experiences that develop the ability to think strategically.
Goldman, Ellen; Cahill, Terrence; Filho, Rubens Pessanha
2009-01-01
The ability to think strategically is an admired and a sought-after leadership requirement, yet we know little about how it develops. The purpose of this study is to identify specific experiences that contribute to the development of an individual's ability to think strategically. We identified eight work experiences, including different types of organizational projects, processes, and relationships, that contribute to an individual's strategic thinking ability. We also delineate specific characteristics material to each experience. These characteristics indicate that considerable time and focus are required to develop the ability to think strategically. In addition, the experiences are not all accessed equally: Women are less likely to have nonrelational experiences, while chief executive officers are more likely to have the most challenging ones. In addition, we found differences regarding work-related continuing education activities. Respondents rated nonhealthcare conferences and reading behind all other identified experiences that contribute to strategic thinking ability. Individuals can implement several strategies to improve their strategic thinking ability, including deliberately incorporating the requisite experiences into their development plans, ensuring that the experiences incorporate the required characteristics, and improving the benefit received from attending educational programs in nonhealthcare industries. Organizations can implement several strategies to ensure the experiences are as effective as possible, such as appraising gender differences across the experiences and reviewing the organization's strategic planning processes for the characteristics that best encourage strategic thinking.
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Strategic Assessment Model and Its Application:a Case Study
Institute of Scientific and Technical Information of China (English)
ZHU Xiu-wen; CAO Meng-xia; ZHU Ning; ZUO M1ng-j1an
2001-01-01
Accurate and effective assessment of strategic alternatives of an organization directly affects the decision-making and execution of its development strategy. In evaluation of strategic alternatives, relevant elements from both internal and external environments of an organization must be considered. In this paper we use strategic assessment model to evaluate strategic alternatives of an air-conditioning company. Strategic objectives and alternatives of the company are developed through analysis of the competitive environment,key competitors and internal conditions. The environment factors are classified into internal, task, and general opportunities and threats. Analytical hierarchy process, subjective probabilities, entropy concept,and utility theory are used to enhance decision-maker＇s ability in evaluating strategic alternatives. The evaluation results show that the most effective strategic alternative for the company is to reduce types of products, concentrate its effort on producing window-type and cupboard-type air-conditioners, enlarge the production scale, and pre-empt the market. The company has made great progress by implementing this alternative. We conclude that SAM is an appropriate tool for evaluating strategic alternatives.
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Strategic Aspects of Cost Management
Directory of Open Access Journals (Sweden)
Angelika I. Petrova
2013-01-01
Full Text Available This report is a summary of a research done on the area of Strategic Cost Management (SCM. This report includes a detailed discussion and application of Life Cycle Costing (LCC which a company can use to achieve its strategic objects in today's dynamic business environment. Hence, the main focus of this report is on LCC as mentioned
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Relationship between innovativeness and strategic planning: Empirical research
Directory of Open Access Journals (Sweden)
Mamula Tatjana
2015-01-01
Full Text Available This paper studies the relationship between innovativeness and strategic planning in SMEs. In introduction part, the authors attempt to consider relevant findings about this specific relationship in the literature. The paper presents how the EU policy approaches the innovation management system within SMEs and where Serbia stands in catching up the process towards the EU in terms of innovativeness and competitiveness. The main research approach is to examine the relationship between innovativeness and strategic orientation, beginning with the existence of the four key strategic business documents: strategic, marketing, business plan and procedures, and innovation strategy documents. The last part is a discussion on the findings and considerations of the intensity of the relations among strategic orientations of the company expressed through the key strategic documents and innovativeness, and the relations among the three most practiced types of innovation in representative sample of 150 Serbian small and medium enterprises (SMEs.The research has shown that there is positive correlation between strategic planning approach in marketing and firm's innovativeness but the intensity of the relationship depends on the type of the innovativeness considered.
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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.
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Future strategic directions for radioactive waste management programmes
International Nuclear Information System (INIS)
Anon.
1999-01-01
The NEA Radioactive Waste Management Committee (RWMC) has identified six strategic areas as priorities for work in the coming years. These strategic areas, listed in this paper, are described in a NEA publication (Strategic Areas in Waste Management: the viewpoint and work orientations of the NEA RWMC
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Services of strategic consulting: special features and types
Directory of Open Access Journals (Sweden)
Klenin Oleh Volodymyrovych
2016-09-01
Full Text Available In the article essence of terms “consulting” and “strategic consulting” was studied. It was proved that strategic consulting must be analyzed as professional activity in the system of enterprise strategic management. Specific features of consultative services and its composition was added from the point of view of strategic management and innovative development were studied. In the process of providing consulting services it was suggested to take into account the strategic orientation of human capital of consulting company that was accepted to determine as professional actions of consultants. It was found out main problems that could prevent stable activity of industrial enterprises. It was proved necessity of researches concerning authentication factors of industrial enterprises innovative development and the role of consulting company in its decision making. It was made review of the most widespread classifications of consulting services. Was shown author`s view concerning forming more demanded services of strategic consulting by subject basis.
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Strategic management cultures: historical connections with science
Abreu Pederzini, G.
2016-01-01
Purpose: The implicit and indirect influence of classical science on strategic management has been of utmost importance in the development of the discipline. Classical science has underpinned the main and even contrasting strategic management cultures. Classical science has undoubtedly allowed strategic management to thrive. Nevertheless, important limitations, roadblocks and challenges have also been produced. This paper aims to explore the influence of classical science on the main positivi...
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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.
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Theory of Science Perspectives on Strategic Management Research
DEFF Research Database (Denmark)
Foss, Nicolai Juul
Arguments derived from the theory of science have been present in strategic management discourse since at least the beginning of the 1970s. The field's topjournal,the Strategic Management Journal, has printed several theory of sciencebased papers. Most positions in the theory of science...... (falsificationism, instrumentalism, realism, constructivism, etc.) have been present in the methodological discourse in the field. This chapter briefly reviews theory science applications to strategic management, before a distinctive perspective on the evolution of the strategic management field is developed....... According to this perspective, science progresses when deeper level mechanisms are identified and theorized. Theoretical reduction may therefore be an independent criterion of scientific progress. Application to the strategic management field of this perspective, which in the social sciences is closely...
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Strategic alliances for improved performance in underground mining
International Nuclear Information System (INIS)
Bessinger, S.L.; Langley, S.B.
1999-01-01
As the competitive climate of the modern coal industry continues, it seems clear that only by the intervention of small, highly focused workgroups will new efficiency and economy result in the continuous improvement required to survive and prosper. Strategic Alliances, drawing from known and proven principles, can contribute to efficiency and economy. However, individual attitudes and corporate-cultures often must change to foster the growth of functional Strategic Alliances. Motivating personal change in individuals within prospective Strategic Alliance partners is perhaps the most difficult element about establishing a new Strategic Alliance or maintaining an existing Alliance. Ultimately, Strategic Alliances are not fundamentally about corporations, or executives as leaders, but about individuals throughout the endeavors of both partner-organizations and a shared-vision to achieve a common goal
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Samish Indian Nation Long-Term Strategic Energy Plan
Energy Technology Data Exchange (ETDEWEB)
Christine Woodward; B. Beckley; K. Hagen
2005-06-30
The Tribes strategic energy planning effort is divided into three phases: (1) Completing an Energy Resource Assessment; (2) Developing a Long-Term Strategic Energy Plan; and (3) Preparing a Strategic Energy Implementation Plan for the Samish Homelands. The Samish Indian Nation developed a comprehensive Strategic Energy plan to set policy for future development on tribal land that consists of a long-term, integrated, systems approach to providing a framework under which the Samish Community can use resources efficiently, create energy-efficient infrastructures, and protect and enhance quality of life. Development of the Strategic Energy plan will help the Samish Nation create a healthy community that will sustain current and future generations by addressing economic, environmental, and social issues while respecting the Samish Indian Nation culture and traditions.
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A strategic framework for improbable circumstances
Directory of Open Access Journals (Sweden)
Kennon, Denzil
2015-08-01
Full Text Available Rare events, known as ‘Black Swans’, have determined the course of history. One of these was the global economic crisis of 2008. Such events highlight fields like strategic management and their shortcomings in helping to prepare organisations. The Strategic Framework for Improbable Circumstances was designed to add to the strategic management process by improving organisational preparation for these rare events. The framework was validated through interviews with experts who showed the need for such a framework, and who confirmed that it is a good first step for organisations to take towards addressing these Black Swan events.
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Prerequisites for Successful Strategic Partnerships for Sustainable Building Renovation
DEFF Research Database (Denmark)
Jensen, Per Anker; Johansen, Jakob Berg; Thuesen, Christian
The purpose of this paper is to identify the prerequisites for establishing successful strategic partnerships in relation to renovating buildings sustainably. Establishing strategic partnerships is in the paper seen as a potential way to make building renovation more sustainable in Denmark...... and analysis of strategic partnerships models as well as typical processes used in building renovation. Experiences from development of new strategic partnerships have particularly been found in the UK and Sweden. Based on two workshops with practitioners representing the whole value chain in the construction...... industry and analyses of two exemplary cases the paper suggests prerequisites for establishing successful strategic partnerships for sustainable building renovation. The results show that strategic partnerships are collaborations set up between two or more organizations that remain independent...
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Developing Strategic Thinking in Business Education
Directory of Open Access Journals (Sweden)
Contantin BRĂTIANU
2015-09-01
Full Text Available The new business environment becomes more and more turbulent with rapid and unpredictable changes. Operational management focusing on present issues and profit maximization is not able to look into the future and anticipate market dynamics. Companies need to develop strategic management as an overarching framework able to search into the future and construct strategies for achieving a competitive advantage. That needs a new way of thinking and decision making. The core of that process is strategic thinking. The purpose of this paper is to analyze the content of strategic thinking and to investigate how it is developed in business education. I shall analyze the content of strategic thinking using a metaphorical approach and considering a spectrum of monochromatic thinking models based on some determinant features. For the second part I performed a survey based on a questionnaires addressed to 5000 students enrolled in undergraduate and graduate programs of economics and business from the main schools of economic sciences in Romania. The questionnaire contains 47 items able to reveal the dimensions of the strategic thinking pattern we consider of being significant for the managers in this new knowledge economy. Results show the need for improving the content of business education curriculum, and the teaching approach.
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Making a Commitment to Strategic-Reader Training
Institute of Scientific and Technical Information of China (English)
FREDRICKA L. STOLLER; REIKO KOMIYAMA
2013-01-01
Skilled readers by definition are strategic; they are able to use a repertoire of reading strategies , flexibly and in meaningful combinations , to achieve their reading comprehension goals . Thus , one of the aims of foreign and second language (L2) reading curricula should be to move students toward becoming more strategic readers . This curricular orientation can be best achieved when a strong commitment is made to strategic-reader training as a regular and consistent component of instruction across the curriculum . To explore this stance , we examine the reading strategies used by skilled readers , contrast teaching strategies with training strategic readers ( i .e . , strategic-reader training) , and examine five strategic-reader training approaches from first language contexts that can be adapted by L2 professionals to enhance the reading instruction offered in their L 2 classes . The five approaches targeted for exploration include Directed Reading-Thinking Activity , Reciprocal Teaching , Transactional Strategies Instruction , Questioning the Author , and Concept-Oriented Reading Instruction . Though distinct from one another , they all acknowledge the importance of explicit explanations about strategies (or reminders about the use of select strategies) , teacher modeling , scaffolded tasks , active student engagement , student practice , classroom discussions of strategy use , and the gradual release of responsibility to students who eventually decide for themselves (and/or with peers) when , where , and why to use which strategies to achieve their comprehension goals . We conclude with a discussion of the challenges , and suggestions for overcoming them , that L 2 teachers and students often face in making a commitment to strategic-reader training .
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The determinants of strategic thinking in preschool children.
Brocas, Isabelle; Carrillo, Juan D
2018-01-01
Strategic thinking is an essential component of rational decision-making. However, little is known about its developmental aspects. Here we show that preschoolers can reason strategically in simple individual decisions that require anticipating a limited number of future decisions. This ability is transferred only partially to solve more complex individual decision problems and to efficiently interact with others. This ability is also more developed among older children in the classroom. Results indicate that while preschoolers potentially have the capacity to think strategically, it does not always translate into the ability to behave strategically.
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The Strategic balance in a Change Management Perspective
DEFF Research Database (Denmark)
Bordum, Anders
2010-01-01
Abstract Purpose – The purpose of this paper is to revisit and rationally reconstruct the role of planning, strategic management, and strategic balance, in a context of managing change. The general problem dealt with is: “When is it possible to design and manage a balanced strategic change process...... abstract and complex, but nevertheless preserve the idea of planning and control as a demand for strategic balance. The last section inserts this discussion into a change management framework pointing to a practical paradox emerging and addressing a possible solution. Findings – It is argued...
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Implementing Knowledge Management as a Strategic Initiative
National Research Council Canada - National Science Library
DiGiacomo, Joseph
2003-01-01
... are: leadership, organization, technology and leaning. Knowledge management was one of five strategic initiatives in the overall strategic plan, which was developed using Kaplan and Norton's Balanced Scorecard methodology...
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Strategic learning in healthcare organizations.
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
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Integrating Risk Management and Strategic Planning
Achampong, Francis K.
2010-01-01
Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…
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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...
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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....
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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
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STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT
Directory of Open Access Journals (Sweden)
Cezar VASILESCU
2013-10-01
Full Text Available The field of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic planning can help an organization to build its sustained competitive advantage in the face of an uncertain marketplace, but it requires new ways of thinking in order to create feasible alternatives. This article examines how the Chief Information Officer (CIO can use strategy and planning as an enabler to meet the mission of an organization. The analysis focuses on some common problems that occur in strategic planning. Managers need to identify these potential issues, so that they can recognize and deal with them if they arise in their own strategic planning. A systems approach is taken which presents planning as an open inclusive process that seeks to produce flexible systems capable of growth and adaptation to meet changing needs and missions.
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Context: The strategic management Rosetta Stone
Directory of Open Access Journals (Sweden)
R. V. Weeks
2007-12-01
Full Text Available Purpose: The purpose of this paper is to analyse context as a means for interpreting and making sense of evolving strategic management theory and practice. Problem investigated: Traditional strategic management theory based on rational deductive methodologies assumes contextual predictability, yet contemporary conditions tend to contradict this assumption. In response, alternative theories and practices for dealing with complex contexts have emerged (Brews & Purohit, 2006; Grant, 2003; Kurt & Snowden, 2003and Stacey, 1995. Methodology: A literature study was undertaken to determine the nature of emergent strategic management theory and practice, in response to contextual complexity and how it differs from traditional practice (Mintzberg, 1994 and Weeks &Lessing, 1993. Findings: An important conclusion drawn from the study is that context acts as a determinant for making sense of the evolution of strategic management theory and practice. While traditional strategic management practice still assumes relevance in contexts of linear causality, it breaks down in complex contexts. Emergent strategic management theory, based on complex adaptive systems, is increasingly assuming relevance. Notably, many institutions are still attempting to make use of scenario planning in an attempt to deal with contextual complexity, a practice not supported by leading researchers(Stacey, 1995 and Kurt & Snowden, 2003. Value of the research: The insights gained from the study assume relevance, in view of the contextual complexity confronting modern-day institutions. The findings suggest that emergent strategy based on complex adaptive system theory needs to be considered as a means for dealing with increasing environmental turbulence. Conclusion: It is concluded that context serves as the Rosetta stone for making sense of strategic management theory and practice. In view of the research findings, as reflected in the literature, it would seem that the use of complex
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STAGES : a system for generating strategic alternatives for forest management
Bos, J.
1994-01-01
Strategic planning is important in forest management. However, it has never been described clearly in literature. In this study a framework for strategic planning was developed and based on this a STrategic Alternatives Generating System (STAGES) to support decision making in strategic
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Creating a nursing strategic planning framework based on evidence.
Shoemaker, Lorie K; Fischer, Brenda
2011-03-01
This article describes an evidence-informed strategic planning process and framework used by a Magnet-recognized public health system in California. This article includes (1) an overview of the organization and its strategic planning process, (2) the structure created within nursing for collaborative strategic planning and decision making, (3) the strategic planning framework developed based on the organization's balanced scorecard domains and the new Magnet model, and (4) the process undertaken to develop the nursing strategic priorities. Outcomes associated with the structure, process, and key initiatives are discussed throughout the article. Copyright © 2011 Elsevier Inc. All rights reserved.
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Strategic Analysis of the Air Astana Company
Mansurova, Benazir
2015-01-01
The main goal of this bachelor thesis was the implementation of the strategic analysis and further formulation of strategic comments and recommendations for the Air Astana Company. This goal was reached by the identification of the strength and weaknesses of the company and opportunities and threats that can influence the company from the external environment. The work is divided into theoretical and practical parts. In the theoretical part was described the theory of strategic management, st...
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Implementation Of Strategic Management: The Challenges And ...
African Journals Online (AJOL)
. Only the discerning organizations can manage the changes and vagaries through the implementation of effective strategic management. This article examines the concept of strategic management and its implication for organizational ...
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Collaborative Strategic Planning in Higher Education
Sanaghan, Patrick
2009-01-01
This book outlines a simple, five-phase collaborative approach to strategic planning that has worked effectively on many campuses. Specifically, Collaborative Strategic Planning (CSP) refers to the disciplined and thoughtful process of meaningfully engaging relevant stakeholders in creating a shared future vision and goals for their institution.…
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24 CFR 91.415 - Strategic plan.
2010-04-01
... 24 Housing and Urban Development 1 2010-04-01 2010-04-01 false Strategic plan. 91.415 Section 91... CONSOLIDATED SUBMISSIONS FOR COMMUNITY PLANNING AND DEVELOPMENT PROGRAMS Consortia; Contents of Consolidated Plan § 91.415 Strategic plan. Strategies and priority needs must be described in the consolidated plan...
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Achieving competitive advantage through strategic human resource management.
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.
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An exploratory study of healthcare strategic planning in two metropolitan areas.
Begun, James W; Kaissi, Amer A
2005-01-01
Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning.
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Always Strategic: Jointly Essential Landpower
2015-02-01
local deployment of ground forces typi- cally requires a quality of local social and cultural en- gagement that can be strategically vital for American...substantially in COIN mode is inherently hazardous; in good part, the peril reposes in the in- exorable and potentially strategically weakening ef- fect of the...along in earnest pursuit of particularly favored narratives, but social science for crowd psychology does not carry high and con- vincing promise
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Institutional Profiles: Some Strategic Tools
Directory of Open Access Journals (Sweden)
Frans van Vught
2014-04-01
Full Text Available In this paper we argue that both internal and external pressures and conditions urge contemporary higher education institutions to carefully think through their institutional profiles positions in domestic and global higher education contexts. We subsequently analyse strategic positioning from the strategic management literature and offer four tools — mapping, multi-dimensional ranking, benchmarking and degree profiling — to assist higher education institutions in their profiling and positioning strategies.
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Strengthening Strategic Stability with Russia
2017-01-01
political stabil - ity. From the current Russian perspective, both of these compo- nents were thrown out of balance in the 1990s, creating instability ...part of the United States in the early 2000s, stra- tegic stability was replaced with instability and military- political defeats for Russia.27...overall strategic balance of the world political system.8 (As discussed later, the official Russian definition of strategic stability is broadening in
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Strategic Management of Innovations at Pharmaceutical Enterprises
Directory of Open Access Journals (Sweden)
Honcharova Svіtlana Yu.
2014-01-01
Full Text Available The article is devoted to theoretical and practical issues of the use of the concept of strategic management of innovations at pharmaceutical enterprises. It studies main barriers, which restrict development of Ukrainian pharmaceutical enterprises. It analyses the state and tendencies of development of innovation activity of pharmaceutical enterprises and studies foreign experience of innovation activity. It marks out specific features of strategic management of innovation development in pharmaceutical industry. It specifies the role and advantages of methods of strategic analysis in the system of management of a pharmaceutical enterprise. It considers the essence of “innovation development” and “innovation model of development” notions and analyses their organisational and legal provision. It justifies strategic tasks of the pharmaceutical filed to focus on in order to achieve a breakthrough when building an innovation model of economic development. The article proves that the most important factors that ensure growth of efficiency of pharmaceutical production are: wide application of the concept of strategic management and creation of innovations.
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Policy implications of the Strategic Defense Initiative
International Nuclear Information System (INIS)
Goodwin, R.C.
1991-01-01
Specific topics include: the technological feasibility of proposed components and architectures; the compatibility of the proposed systems with existing and proposed arms control agreements, with special emphasis upon the ABM Treaty, Outer Space Treaty, the Defense and Space Treaty, and the START Treaty; the compatibility of proposed systems with classical warfare doctrine and the four modern strategic nuclear doctrines of Massive Retaliation, Assured Destruction, Countervailing and Flexible Response; the economics of strategic defense including an assessment of overall governmental spending, of the suballocation for defense, and of the feasibility of defensive systems which are cost-effective at the margin; and, in summary, an assessment of the New Strategic Concept which balances arms control, offensive forces, and defensive forces. This study falls within the realm of defense policy analysis in that it attempts to determine whether the administration's proposed Strategic Defense Initiative, as well as the long-term strategic defensive systems derived from SDI research, constitute efficient, desirable allocation of scarce government resources - especially in a period of seemingly relaxed superpower tensions and numerous demands upon those resources
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Strategic Planning towards a World-Class University
Usoh, E. J.; Ratu, D.; Manongko, A.; Taroreh, J.; Preston, G.
2018-02-01
Strategic planning with a focus on world-class university status is an option that cannot be avoided by universities today to survive and succeed in competition as a provider of higher education. The objective of this research is to obtain exploratory research results on the strategic plans of universities that are prepared to generate world-class university status. This research utilised exploratory qualitative research method and data was collected by in-depth interviews method. Interview transcripts were analyzed by using thematic content analysis through NVivo software analysis and manual systems. The main finding of interview shows that most interviewees agreed that UNIMA has been engaged in strategic planning. Contribution from faculties and schools are acknowledged and inform the planning process. However, a new model of strategic planning should be adopted by UNIMA due to the shift towards a “corporate university”. The finding results from documents, literature review and interview were the addition of world-class university characteristics and features to current strategic planning of UNIMA and how to upgrade by considering to use the characteristics and features towards world-class university.
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The Danish experience of strategic environment assesment
DEFF Research Database (Denmark)
Kørnøv, Lone
2004-01-01
The article recounts a number of examples of the Danish experience with Strategic Environmental Assessment (SEA).......The article recounts a number of examples of the Danish experience with Strategic Environmental Assessment (SEA)....
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Directory of Open Access Journals (Sweden)
T. Diana L. Van Aduard de Macedo-Soares
2011-02-01
Full Text Available In order to sustain their competitive advantage in the current increasingly globalized and turbulent context, more and more firms are competing globally in alliances and networks that oblige them to adopt new managerial paradigms and tools. However, their strategic analyses rarely take into account the strategic implications of these alliances and networks, considering their global relational characteristics, admittedly because of a lack of adequate tools to do so. This paper contributes to research that seeks to fill this gap by proposing the Global Strategic Network Analysis - SNA - framework. Its purpose is to help firms that compete globally in alliances and networks to carry out their strategic assessments and decision-making with a view to ensuring dynamic strategic fit from both a global and relational perspective.
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Strategic management by balanced development: meaning
Directory of Open Access Journals (Sweden)
Yevtushenko Natalya Olexandrivna
2016-02-01
Full Text Available Based on analyzes of references it was found out the meaning of «management», «strategic management», «development of enterprise», «balanced development» and were proved their connections. It was described authorial interpretation of definition “strategic management by balanced development”. The next descriptions were separated: presence of quantitative and quality changes, adaptation to influence of internal and external environment factors. It was set that a human capital is the main source of the balanced development. On the basis of generalization and systematization of existent interpretations was offered authorial determination of essence of concept «strategic management by balanced development of enterprise».
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Strategic Groups and Banks’ Performance
Directory of Open Access Journals (Sweden)
Gregorz Halaj
2009-06-01
Full Text Available The theory of strategic groups predicts the existence of stable groups of companies that adopt similar business strategies. The theory also predicts that groups will differ in performance and in their reaction to external shocks. We use cluster analysis to identify strategic groups in the Polish banking sector. We find stable groups in the Polish banking sector constituted after the year 2000 following the major privatisation and ownership changes connected with transition to the mostly-privately-owned banking sector in the late 90s. Using panel regression methods we show that the allocation of banks to groups is statistically significant in explaining the profitability of banks. Thus, breaking down the banks into strategic groups and allowing for the different reaction of the groups to external shocks helps in a more accurate explanation of profits of the banking sector as a whole.Therefore, a more precise ex ante assessment of the loss absorption capabilities of banks is possible, which is crucial for an analysis of banking sector stability. However, we did not find evidence of the usefulness of strategic groups in explaining the quality of bank portfolios as measured by irregular loans over total loans, which is a more direct way to assess risks to financial stability.
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Implementing successful strategic plans: a simple formula.
Blondeau, Whitney; Blondeau, Benoit
2015-01-01
Strategic planning is a process. One way to think of strategic planning is to envision its development and design as a framework that will help your hospital navigate through internal and external changing environments over time. Although the process of strategic planning can feel daunting, following a simple formula involving five steps using the mnemonic B.E.G.I.N. (Begin, Evaluate, Goals & Objectives, Integration, and Next steps) will help the planning process feel more manageable, and lead you to greater success.
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Measuring strategic control in implicit learning: how and why?
Norman, Elisabeth
2015-01-01
Several methods have been developed for measuring the extent to which implicitly learned knowledge can be applied in a strategic, flexible manner. Examples include generation exclusion tasks in Serial Reaction Time (SRT) learning (Goschke, 1998; Destrebecqz and Cleeremans, 2001) and 2-grammar classification tasks in Artificial Grammar Learning (AGL; Dienes et al., 1995; Norman et al., 2011). Strategic control has traditionally been used as a criterion for determining whether acquired knowledge is conscious or unconscious, or which properties of knowledge are consciously available. In this paper I first summarize existing methods that have been developed for measuring strategic control in the SRT and AGL tasks. I then address some methodological and theoretical questions. Methodological questions concern choice of task, whether the measurement reflects inhibitory control or task switching, and whether or not strategic control should be measured on a trial-by-trial basis. Theoretical questions concern the rationale for including measurement of strategic control, what form of knowledge is strategically controlled, and how strategic control can be combined with subjective awareness measures.
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Measuring strategic control in implicit learning: How and why?
Directory of Open Access Journals (Sweden)
Elisabeth eNorman
2015-09-01
Full Text Available Several methods have been developed for measuring the extent to which implicitly learned knowledge can be applied in a strategic, flexible manner. Examples include generation exclusion tasks in SRT learning (Destrebecqz & Cleeremans, 2001; Goschke, 1998 and 2-grammar classification tasks in AGL (Dienes, Altmann, Kwan, & Goode, 1995; Norman, Price, & Jones, 2011. Strategic control has traditionally been used as a criterion for determining whether acquired knowledge is conscious or unconscious, or which properties of knowledge is consciously available. In this paper I first summarize existing methods that have been developed for measuring strategic control in the SRT and AGL tasks. I then address some methodologial and theoretical questions. Methodological questions concern choice of task, whether the measurement reflects inhibitory control or task switching, and whether or not strategic control should be measured on a trial-by-trial basis. Theoretical questions concern the rationale for including measurement of strategic control, what form of knowledge is strategically controlled, and how strategic control can be combined with subjective awareness measures.
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Outlining the benefits of Strategic Networking
Directory of Open Access Journals (Sweden)
Eva Maria Eckenhofer
2011-10-01
Full Text Available Social Networks have attracted enormous interest in the scientific community in recent years. The characteristics, components and impacts of social networks have been studied through different kinds of aspects, such as sociological, geographical, ethnological, political and economical. In economics social network studies have been performed on intra- and inter-organizational levels, though rarely simultaneously. Furthermore the strategic aspects of fostering and controlling informal organizational networks as well as the outcomes of these managerial attempts on the network characteristics and the performance of the organization have not been sufficiently studied yet. However, the need to develop, foster and manage networks efficiently is given for preventing negative effects and provoking positive ones. Therefore this study contributes to scientific theory and practical business development by exploring the influence of Strategic Networking in inter- as well as intra-organizational business-fields. For study the author develops and defines Strategic Networking as the strategic and target-oriented analysis, development, fostering and control of (inter- as well as intra-organizational networks on the basis of trust, with the intention to reach certain (organizational goals and tests its applicability and effects in an extensive survey on three levels: intra-, inter-organizational and regional networks (cluster. The survey showed that Strategic Networking goes in line with favourable network characteristics as well as the success of a firm in terms of financial and non-financial performance measures.
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78 FR 56271 - FY 2014-2020 Draft VA Strategic Plan
2013-09-12
... DEPARTMENT OF VETERANS AFFAIRS FY 2014-2020 Draft VA Strategic Plan AGENCY: Department of Veterans... Affairs (VA) is announcing the availability of the FY 2014-2020 Draft VA Strategic Plan (Strategic Plan... Act of 2010 (GPRAMA) (Pub. L. 111-352). The Strategic Plan provides the Department's long-term...
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The Asia-Pacific Strategic Triangle
DEFF Research Database (Denmark)
Schmidt, Johannes Dragsbæk
2014-01-01
The objective of this paper is to give insight into the debate over the strategic triangle and how it impacts conflict and security in South Asia. First the new geopolitical motives of the United States in the Asia-Pacific are outlined. Then the concept of strategic triangle is elaborated and its...... applicability discussed; third, details about China and India’s relations and responses to the new US policy are being analyzed; the perspective turns to the implications for conflict and security in South Asia with a focus on Afghanistan and Iran where oil and energy security are the main denominators...... of foreign policy calculations and moves in the strategic triangle; and finally, some concluding remarks are offered to explain the recent shifts in interactions between these core players in the emerging world order and whether a new geopolitical architecture is emerging...
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STRATEGIC MANAGEMENT OF DEVELOPMENT OF RURAL TERRITORIES OF UKRAINE
Directory of Open Access Journals (Sweden)
S. T. Slyusar
2014-04-01
Full Text Available In article features of strategic management by development of rural territories at regional level are considered, stages of strategic management, a role and a place of local and government bodies of the power in strategic instruments of development of ensuring strategic management in rural areas are defined and analysed. Foreign experience, for comparison of methods of development of rural areas in the different countries is investigated.Purchase on Elibrary.ru > Buy now
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THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS
Directory of Open Access Journals (Sweden)
M. A. Lyashenko
2015-01-01
Full Text Available Consideration subject in this article are models of strategic management of large transnational information and communication business. The purpose of the presented work consists in formation of ideas of model of strategic management on the example of infocommunication business. For achievement of a goal the author of article carries out the analysis and synthesis of the existing practice of strategic management in infocommunication business. For achievement of a goal, as methodological base, the systems and logical analysis was selected. In water part of article the interrelation of a computerization of basic functions of a business management, by public and public institutions, growth of the enterprises of the information and communication sphere and formation of a pool of specially prepared labor with development of practice of a strategation is presented. In the main part of article practice of the organization of strategic management of infocommunication business in three leading fi rms of this branch of Microsoft, Dell, Intel is considered. Consideration is directly coordinated to evolution of the infocommunication branch defi ning regularities of strategic management. The model strategic management in the Microsoft company conceptually corresponds to strategy of growth and includes three elements: representation, participation and innovations. At the heart of model of strategic management of Intel there are two elements: fi rst, deduction of leader positions in the of a segment by means of development, productions and sales of the most eff ective and available goods at the price, secondly, is maximizing use value of the fi nal product of the company. Generally the model of strategic management of Dell includes three basic elements: development and use of the latest technologies, high quality of goods, eff ective interrelation in a value creation chain. As result of the experiment of strategic management of large information
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Strategic Leadership of Corporate Sustainability
DEFF Research Database (Denmark)
Strand, Robert
2014-01-01
Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team (TMT) positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as 'Chief Sustainability......? What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why...
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FARSYS : a knowledge-based system for managing strategic change
Volberda, H W; Rutges, A
In theories of strategic management, organizational flexibility is considered as a strategic asset in situations in which anticipation is impossible and strategic surprise likely. In these situations, the use of traditional planning strategies will be increasingly supplemented and sometimes replaced
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Strategic Planning and Strategic Thinking Clothed in STRATEGO
Baaki, John; Moseley, James L.
2011-01-01
This article shares experiences that participants had playing the game of STRATEGO and how the activity may be linked to strategic planning and thinking. Among the human performance technology implications of playing this game are that gamers agreed on a framework for rules, took stock on where they wanted to go in the future, and generated a risk…
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Strategic Planning and Management in Defense Systems Acquisition
2014-04-30
Program analysis /assessment Needs assessment Mission/strategy mapping SWOT analyses Root cause analyses Balanced Scorecard Stakeholder...Strategic planning, according to Dr. John Bryson (2010), offers many benefits to public-sector organizations: Promotes strategic thinking, acting, and...and Benefits people directly involved. Bryson (2010), a strategic planning researcher from the University of Minnesota, states, “Evidence
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Departure Queue Prediction for Strategic and Tactical Surface Scheduler Integration
Zelinski, Shannon; Windhorst, Robert
2016-01-01
A departure metering concept to be demonstrated at Charlotte Douglas International Airport (CLT) will integrate strategic and tactical surface scheduling components to enable the respective collaborative decision making and improved efficiency benefits these two methods of scheduling provide. This study analyzes the effect of tactical scheduling on strategic scheduler predictability. Strategic queue predictions and target gate pushback times to achieve a desired queue length are compared between fast time simulations of CLT surface operations with and without tactical scheduling. The use of variable departure rates as a strategic scheduler input was shown to substantially improve queue predictions over static departure rates. With target queue length calibration, the strategic scheduler can be tuned to produce average delays within one minute of the tactical scheduler. However, root mean square differences between strategic and tactical delays were between 12 and 15 minutes due to the different methods the strategic and tactical schedulers use to predict takeoff times and generate gate pushback clearances. This demonstrates how difficult it is for the strategic scheduler to predict tactical scheduler assigned gate delays on an individual flight basis as the tactical scheduler adjusts departure sequence to accommodate arrival interactions. Strategic/tactical scheduler compatibility may be improved by providing more arrival information to the strategic scheduler and stabilizing tactical scheduler changes to runway sequence in response to arrivals.
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Factors affecting strategic plan implementation using interpretive structural modeling (ISM).
Bahadori, Mohammadkarim; Teymourzadeh, Ehsan; Tajik, Hamidreza; Ravangard, Ramin; Raadabadi, Mehdi; Hosseini, Seyed Mojtaba
2018-06-11
Purpose Strategic planning is the best tool for managers seeking an informed presence and participation in the market without surrendering to changes. Strategic planning enables managers to achieve their organizational goals and objectives. Hospital goals, such as improving service quality and increasing patient satisfaction cannot be achieved if agreed strategies are not implemented. The purpose of this paper is to investigate the factors affecting strategic plan implementation in one teaching hospital using interpretive structural modeling (ISM). Design/methodology/approach The authors used a descriptive study involving experts and senior managers; 16 were selected as the study sample using a purposive sampling method. Data were collected using a questionnaire designed and prepared based on previous studies. Data were analyzed using ISM. Findings Five main factors affected strategic plan implementation. Although all five variables and factors are top level, "senior manager awareness and participation in the strategic planning process" and "creating and maintaining team participation in the strategic planning process" had maximum drive power. "Organizational structure effects on the strategic planning process" and "Organizational culture effects on the strategic planning process" had maximum dependence power. Practical implications Identifying factors affecting strategic plan implementation is a basis for healthcare quality improvement by analyzing the relationship among factors and overcoming the barriers. Originality/value The authors used ISM to analyze the relationship between factors affecting strategic plan implementation.
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Strategic regulation of gas transport
International Nuclear Information System (INIS)
Nese, Gjermund; Straume, Odd Rune
2005-02-01
The basis of the article has been the growing focus on competition within the natural gas markets particularly in the EU. Increased competition whether upstream or downstream may influence the distribution of profit between producing and consuming countries. For Norway as a large exporter of natural gas to the European market this would be an important problem. The chain of values in the gas market consists of three complementary parts (production, problem definition and distribution). With this in mind it is studied how the countries would use strategic availability pricing for transport and distribution systems for moving as large a part of the total profit as possible to the parts of the chain of value they control themselves. The focus has been on how increased competition in the market for natural gas influence the authority incentives for stipulating a high or low availability price and to what extent increased competition influence the welfare level in the producing and consuming countries when they use strategic availability pricing. The analysis builds on a theoretical model developed by the company Nese and Straume (2005). Finally some of the more interesting results as to the Norwegian position as a gas producer are presented. One of the more surprising results was that for an exporting country and an importing country increased competition upwards may be an advantage for the exporting country while negative for the importing country. The result was valid also when a competing export country was included when this country did not use strategic availability pricing. If the competing country also acted strategically the result inverted. However, if the gas exporting countries were capable of perfect coordination of their availability pricing the case would revert to the situation with only one exporting country and the result would be valid. If a future formation of a ''gas-OPEC'' is considered where for example Norway and Russia cooperate in a gas
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Senior Strategic Outreach and Engagement Officer | IDRC ...
International Development Research Centre (IDRC) Digital Library (Canada)
The Senior Strategic Outreach and Engagement Officer provides strategic advice ... the third one in the area of knowledge management and the forth one in the area ... or the International Research Initiative on Adaptation to Climate Change.
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Purdue Extended Campus: Transparency, Accountability, and Assessment in Strategic Planning
Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa
2011-01-01
In 2002 President Martin Jischke initiated a new era in strategic planning at Purdue. Under his leadership, strategic planning became a centralized activity with unit plans aligned to the university plan. Strategic goals were designed to have maximum impact, which would be measurable through metrics. Strategic planning at Purdue would be an…
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Strategic planning as used by chief executive officers.
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.
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U.S. Department of Transportation strategic plan
2010-01-01
This Strategic Plan describes the Department of Transportations new ideas through : goals, strategies and the results we will achieve to improve the United States : transportation sector. We have set policy goals in five strategic areas: Safety, R...
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The War in Afghanistan: A Strategic Analysis
National Research Council Canada - National Science Library
Herring, G
2003-01-01
This paper is a strategic analysis of the war in Afghanistan. It begins by articulating the United States' strategic objectives for the war, the approaches taken to achieve those objectives, and the resources employed in each approach...
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Strategic planning for pain practice growth.
Van Horn, L M
2000-01-01
Strategy formation involves understanding the environment and strengths and weaknesses of a practice to develop a game plan to achieve goals. It starts with the creation of a mission statement that defines a long-term vision of what the practice seeks to be and the markets it seeks to serve. Once the mission of the practice is understood, the target markets and competition must be analyzed prior to defining the goals. Once a strategic plan is developed, communication with all employees is crucial. Everything that the practice does should be in support of the strategic plan and in pursuit of obtaining the goals contained within. Once created, the strategic plan is the foundation of the practice and should only be changed for compelling reasons such as a competitive threat, environmental changes, or trends in purchasing behavior. Reviewing the strategic plan once a year, making periodic reappraisals and fine-tuning adjustments as the environment changes is crucial. This helps ensure that the practice avoids complacency and affirms that it is in the right business and achieving the desired results.
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Theoretical aspects of strategic adaptation management of enterprises
Directory of Open Access Journals (Sweden)
Khaustova Ksenya Mykhailivna
2016-09-01
Full Text Available In the article the theoretical foundations of strategic adaptation management as an actual approach to the management of enterprise under conditions that are constantly changing have been developed. The theoretical approaches to the definition of “adaptation enterprise” have been studied and systematized. The essence and principles of strategic management adaptation were expounded. The model of strategic management was improved through the introduction of continuous monitoring and evaluation of changes in the environment and the actual adjustments to the system and processes. The essence and features adaptive capacity of the enterprise as a key element of strategic management have been investigated.
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Legitimacy and Strategic Communication in Globalization
DEFF Research Database (Denmark)
Holmstrøm, Susanne Maria; Falkheimer, Jesper; Gade Nielsen, Astrid
2010-01-01
for strategic communication. As globalizing organizations increasingly face conflicting perceptions of legitimacy, new challenges to strategic communication arise. Different types of societal constitution breed different legitimating corporate settings. Taking as the empirical example the transnational...... Scandinavian dairy group Arla Foods, three fundamentally different legitimacy conflicts and their interplay with strategic communication are analyzed: between Western and Middle-East values; between former and present ideals as society changes from solid to fluid modernity; and between the neighboring...... Scandinavian welfare states of Sweden and Denmark. By relating legitimating notions to society's constitution and forms of social coordination generic patterns are identified in the multitudinous diversity of legitimacy conflicts within which global organizations are embedded....
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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
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The Effects of Firm Strategic Factors on Manufacturing Companies ...
African Journals Online (AJOL)
The effects of firms' strategic factors on strategic choices and performance differentials in Nigerian manufacturing sectors have not been systematically investigated. Against the backdrop of declining manufacturing performance in Nigeria, this paper examined the effects of selected firm strategic factors on the returns on ...
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77 FR 35410 - Fogarty International Center 2013 Strategic Plan
2012-06-13
... of this strategic planning process is to identify current and future needs and directions for global... 2013 Strategic Plan SUMMARY: The Fogarty International Center (FIC), National Institutes of Health (NIH) is updating its strategic plan. To anticipate and set priorities for global health research and...
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Strategic plan for the development of IAEA safeguards equipment
International Nuclear Information System (INIS)
Khlebnikov, N.
2001-01-01
Full text: The need for a top-down Safeguards Strategy to focus departmental objectives was recognized by the Programme Performance Appraisal System (PPAS) performed on the Equipment Development Project in 1999. The Department of Safeguards prepared at the end of 2000 a 5-year Strategic Plan to identify the changes and improvements expected to take place over the 2001-2005 period. Those Strategic Objectives were supposed to be used to properly plan IAEA Safeguards activities and define appropriate and coherent R and D programmes. The present paper describes the strategic directions that the IAEA will follow in the area of equipment development in order to meet the Safeguards Department long-term objectives for 2001-2005. The paper, which is derived from the IAEA Strategic Equipment Development Plan, prepared by the Division of Technical Support, includes two parts: general principles and policies applicable to all equipment development tasks; specific strategic guidance. The paper will not describe the detailed plans which are prepared based on the strategic plan on a biannual basis. Equipment development activities have been divided in five major projects (NDA, Seals, Surveillance, Unattended Monitoring and Remote Monitoring). Strategic directions for each of these projects will be described in the paper. Separate sections will deal with equipment development strategic guidance in the area of additional protocol inspections, JNFL projects, illicit trafficking and Trilateral Initiative. (author)
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Strategic Partnership: Potential for Ensuring the University Sustainable Development
Directory of Open Access Journals (Sweden)
Tatiana Salimova
2014-07-01
Full Text Available The purpose of the article is to research the theoretical approaches to strategic partnerships of universities, analyse the current trends of partnership development of universities in the context of sustainable development, discuss the experience of the National Research Ogarev Mordovia State University in terms of strategic partnerships creation and define the new opportunities of developing the strategic partnerships. The methodology of the paper is based on comprehensive literature review in the sphere of university partnerships. The authors use a comparative method, analysis and summarizing aimed on defining the current trends and issues related to strategic partnership. There has been developed the partnership commitment chart of key stakeholders of universities to show current points and target points. The research findings are generalization of the strategic partnership theory with the focus on university activities in reference to sustainable development, clarification of current trends and issues of university strategic partnership, definition of further opportunities and methods in the area under consideration. Under modern conditions it is extremely important to develop a strategic partnership in the sphere of higher education. Universities are open institutions and they need to be involved into different processes of economy and society development. Article’s significance is in a new view on strategic partnership in the context of sustainable development of universities.
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Strategic planning among the oil and gas major
International Nuclear Information System (INIS)
Grant, R.M.
1998-01-01
The increased focus on profitability and shareholder return, the impossibility of forecasting and the increased need for flexibility have made the strategic planning processes of the oil majors to change considerably in the past decade. While shifting from control to co-ordination, strategic planning has been acting less as a guidance and more as a mechanism for improving the quality of strategic decision-making [it
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Strategic Human Resource Planning in Academia
Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan
2009-01-01
A strategic plan guides a college in successfully meeting its mission. Based on the strategic plan, a college can develop a human resource plan that will allow it to make management decisions in the present to support the future direction of the college. The overall purpose of human resource management is to: (1) ensure the organization has…
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DEFF Research Database (Denmark)
Dalgaard-Nielsen, Anja
2005-01-01
explains the apparently contradictory aspects of Germany’s stance on Iraq by identifying two competing strands within Germany’s strategic culture. It concludes that the German refusal signals neither a reversion to a pacifist stance nor that Germany is in a process of shedding the bonds and alliances......Germany was the first country to issue a categorical refusal to support the US-led war in Iraq. Some have interpreted this as the result of a clash between the strategic cultures of Germany and the USA, others as a sign that a more nationalistic and assertive Germany is emerging. This article...... that have so far framed the reunified Germany’s military policy. Iraq simply showed that Germany, like most other countries, has conditions that have to be met – in Germany’s case, conditions flowing from the coexistence of two competing schools of thought within Germany’s strategic culture....
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Strategic planning in healthcare organizations.
Rodríguez Perera, Francisco de Paula; Peiró, Manel
2012-08-01
Strategic planning is a completely valid and useful tool for guiding all types of organizations, including healthcare organizations. The organizational level at which the strategic planning process is relevant depends on the unit's size, its complexity, and the differentiation of the service provided. A cardiology department, a hemodynamic unit, or an electrophysiology unit can be an appropriate level, as long as their plans align with other plans at higher levels. The leader of each unit is the person responsible for promoting the planning process, a core and essential part of his or her role. The process of strategic planning is programmable, systematic, rational, and holistic and integrates the short, medium, and long term, allowing the healthcare organization to focus on relevant and lasting transformations for the future. Copyright © 2012 Sociedad Española de Cardiología. Published by Elsevier Espana. All rights reserved.
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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.
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Strategic thinking in turbulent times
Directory of Open Access Journals (Sweden)
Bratianu Constantin
2017-07-01
Full Text Available The purpose of this paper is to present a structural analysis of strategic thinking spectrum in turbulent times. Business excellence cannot be achieved without a well-defined strategic thinking spectrum able to elaborate and implement strategies in a fast changeable and unpredictable business environment. Strategic thinking means to think for a desirable future which can be ahead 4-5 years of the present time and to make decisions to the best of our knowledge for that unknown business environment. Thus, the research question is: How can we conceive the spectrum of strategic thinking such that we shall be able to deal with a complex and unknown future in achieving a competitive advantage? The methodology used to answer this question is based on metaphorical thinking, and multidimensional analysis. I shall consider four main dimensions: time, complexity, uncertainty, and novelty. On each of these dimensions I shall analyze the known thinking models and their attributes with respect to request formulated in the research question. Then, I shall choose those thinking models that correspond to the future characteristics and integrate them in a continuous spectrum. On each dimension I shall consider three basic thinking models. On the time dimension they are: inertial, dynamic and entropic thinking. On the complexity dimension they are: linear, nonlinear and systemic thinking. On the uncertainty dimension they are: deterministic, probabilistic and chaotic thinking. Finally, on the novelty dimension we have: template, intelligent and creative thinking. Considering all requirements for the unknown future, we conclude that strategic thinking spectrum should contain: entropic, nonlinear and systemic, probabilistic and chaotic, intelligent and creative thinking models. Such a spectrum increases the capacity of our understanding and as a consequence it enhances the capability of making adequate decisions in conditions of complexity and uncertainty.
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Improving the Success of Strategic Management Using Big Data.
Desai, Sapan S; Wilkerson, James; Roberts, Todd
2016-01-01
Strategic management involves determining organizational goals, implementing a strategic plan, and properly allocating resources. Poor access to pertinent and timely data misidentifies clinical goals, prevents effective resource allocation, and generates waste from inaccurate forecasting. Loss of operational efficiency diminishes the value stream, adversely impacts the quality of patient care, and hampers effective strategic management. We have pioneered an approach using big data to create competitive advantage by identifying trends in clinical practice, accurately anticipating future needs, and strategically allocating resources for maximum impact.
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van Damme, E.E.C.
2000-01-01
An outcome in a noncooperative game is said to be self-enforcing, or a strategic equilibrium, if, whenever it is recommended to the players, no player has an incentive to deviate from it.This paper gives an overview of the concepts that have been proposed as formalizations of this requirement and of
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Strategic Learning Capability: Through the Lens of Environmental Jolts
Moon, Hanna; Lee, Chan
2015-01-01
Purpose: This paper aims to deepen the understanding of strategic learning through the lens of environmental jolts. Design/methodology/approach: Strategic learning is explained from the three paradigms of organizational learning. Findings: Organizational learning provides a firm foundation to develop and elaborate the concept of strategic learning…
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77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan
2012-09-05
... plan, incorporating a revised mission statement, expanded core values including diversity and inclusion in the workplace, streamlined strategic goals and objectives, and updated key priority performance...
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Strategic planning for research reactors. Guidance for reactor managers
International Nuclear Information System (INIS)
2001-04-01
The purpose of this publication is to provide guidance on how to develop a strategic plan for a research reactor. The IAEA is convinced of the need for research reactors to have strategic plans and is issuing a series of publications to help owners and operators in this regard. One of these covers the applications of research reactors. That report brings together all of the current uses of research reactors and enables a reactor owner or operator to evaluate which applications might be possible with a particular facility. An analysis of research reactor capabilities is an early phase in the strategic planning process. The current document provides the rationale for a strategic plan, outlines the methodology of developing such a plan and then gives a model that may be followed. While there are many purposes for research reactor strategic plans, this report emphasizes the use of strategic planning in order to increase utilization. A number of examples are given in order to clearly illustrate this function
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Strategic planning: the first step in the planning process.
Gelinas, Marc A
2003-01-01
Strategic planning is a systematic process through which an organization builds commitment among key stakeholders to goals and priorities which are essential to its mission and vision, and responsive to the operating environment. Strategic planning is the first step in a comprehensive planning process that also includes business planning and implementation planning. If all three steps are carried out in sequence, strategic planning can be a very effective means of educating the stakeholders about where the cancer program is and where it is going, gaining support and commitment for the direction that the cancer program will take, and assuring that everyone's expectations can be managed effectively. Unfortunately, some organizations and cancer program leaders misunderstand the process. Too often, strategic planning is used as a stand-alone activity. This article will describe what strategic planning is, how it should smoothly lead into business planning and implementation planning, and how to avoid the pitfalls that sometimes arise during the strategic planning effort.
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Strategic technology alliance termination : an empirical investigation
Sadowski, B.M.; Duysters, G.M.
2008-01-01
There is growing consensus that overall alliance termination rates are high. However, despite this track record of termination and despite unsurpassed growth rates of strategic technology alliances, little is known about the reasons for their termination. Typically strategic alliances have been
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Entrepreneurship and strategic thinking in business ecosystems
Zahra, Shaker; Nambisan, S.
2012-01-01
Success in business ecosystems that include well-established companies and new ventures requires collaboration and competition, a task that demands strategic thinking to leverage a firm's resources and capabilities. Strategic thinking and the entrepreneurial activities in an ecosystem influence one
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Model of modern strategic management of an enterprise: contents and components
Directory of Open Access Journals (Sweden)
I.T. Raykovska
2015-09-01
Full Text Available The article investigates different interpretations and definitions of the concept of strategic management. It also aims to identify the ways of revealing the components and peculiarities of the concept.On the base of the critical analysis of economic literature the author singles out process, target, and complex approaches to the interpretation of the essence of strategic management and indicates that strategic management is a complex concept that encompasses management of strategic opportunities and operative management of problems in real time to respond to unpredictable changes fast. According to the modern understanding of strategic management the author singles out its main peculiarities which presuppose ensuring of quick response of an enterprise to the changes of external environment with the help of already developed strategic methods and models, strategic thinking of employees of an economic entity aimed at achieving its development strategy. The parameters of comparison of operating and strategic management are systematized. It is established that operating management is centered on the search for the ways of better use of enterprise resources, while strategic management looks to the needs and changes of external environment, tracking and adapting to its changes, search for new possibilities in competitive environment. The conceptual model of strategic management of an enterprise is formed. It is stated that the use of the model enables to determine the place of strategic analysis in the discussed system and to ensure the fulfillment of strategic plans.
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The strategic labor allocation proces : a model of strategic HRM
Bax, Erik H.
2002-01-01
In this article the Strategic Labor Allocation Process model (SLAP) is described. The model relates HR-strategies to structure, culture and task technology to HR-policies like recruitment, appraisal and rewarding, to business strategy and to socio-cultural, economic, institutional and technological
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Strategic Management Accounting in Organizations’ Cash Flow Control
Y. P. Vetrov; O. G. Vandina; A. R. Galustov
2017-01-01
The article deals with the various interpretations of the term "strategic management accounting". The role and importance of strategic management accounting in the organization’s cash flows control are investigated. The accounting and analytical models of strategic management accounting are analyzed. The territorial scope of this article covers the Russian Federation. The study concludes that the system of assessment parameters of organization’s financial condition should cover all its aspect...
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75 FR 80850 - Development of Strategic Plan 2011-2015
2010-12-23
... intended for use as LSC embarks on its planning process. LSC anticipates publishing a draft Strategic Plan... process to develop a Strategic Plan for the years 2011-2015. Toward that end, LSC is soliciting... strategic planning efforts. In addition, Among other sources, LSC is considering the guidance provided by...
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Entrepreneurial Call for Strategic Agility in Fast-Paced Business Environment
Directory of Open Access Journals (Sweden)
Arslan Ayub
2014-06-01
Full Text Available The 21st century came with blending of threats and opportunities of deep-rooted obstructions of fast-paced business environment. Research on strategic management has consequently increased and grabbed the attention of both academicians and strategic policy makers. The current study is therefore directed to analyze the multifaceted influence of entrepreneurial orientation on strategic agility and organizational performance. The study uses exploratory approach; primary data is collected from 323 professional working in private sectors in twin cities of Islamabad and Rawalpindi, Pakistan. The study found significantly positive relationship between entrepreneurial orientation and strategic agility, entrepreneurial orientation and organizational performance, and strategic agility and organizational performance. The study discusses important implications regarding entrepreneurs‘ deployment of entrepreneurial orientation and strategic agility for enhancing organizational performance.
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Strategic Management Accounting in Organizations’ Cash Flow Control
Directory of Open Access Journals (Sweden)
Y. P. Vetrov
2017-09-01
Full Text Available The article deals with the various interpretations of the term "strategic management accounting". The role and importance of strategic management accounting in the organization’s cash flows control are investigated. The accounting and analytical models of strategic management accounting are analyzed. The territorial scope of this article covers the Russian Federation. The study concludes that the system of assessment parameters of organization’s financial condition should cover all its aspects, namely, financial sustainability, solvency, liquidity and business activity. Hence, strategic management accounting of cash flows makes it possible to correctly set information base to monitor financial flows of a company which responds the tends of market economy and allows to make optimal management decisions.
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Strategic Management Foundations and Employee Performance of ...
African Journals Online (AJOL)
Strategic management foundation is a fundamental part of any organization. Strategic management comprise of environmental scanning, strategy formulation, implementation, evaluation and control. Through this process, an organization plans its activities which shall be profitable to the firm. Employee performance is the ...
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Naval Medical Research and Development Strategic Plan
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
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An analytical framework for strategic delta planning
Seijger, C.; Douven, W.; Halsema, van G.; Hermans, L.; Evers, J.; Phi, H.L.; Khan, M.F.; Brunner, J.; Pols, L.; Ligtvoet, W.; Koole, S.; Slager, K.; Vermoolen, M.S.; Hasan, S.; Thi Minh Hoang, Vo
2017-01-01
Sectoral planning on water, agriculture and urban development has not been able to prevent increased flood risks and environmental degradation in many deltas. Governments conceive strategic delta planning as a promising planning approach and develop strategic delta plans. Such plans are linked to
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MnDOT Library strategic plan : final report.
2017-06-01
MnDOTs Senior Leadership asked MnDOT Library to develop a Strategic Plan that identifies and reviews the challenges facing the Library over the next five years to better address the evolving needs of the department and users. The strategic plan is...
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Cyber Pearl Harbor - Strategic Setting [video
Center for Homeland Defense and Security Naval Postgraduate School
2017-01-01
Part 2: Strategic Setting. Strategic surprise attack allows the weaker opponent to achieve objectives that it realistically could not expect to secure if it faced a military superior. Because the weaker party recognizes its military inferiority, it seeks to develop ways to circumvent a stronger opponent’s military might and reduce the likelihood that it will act on its deterrent threats.
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Strategic Planning and Open Learning: Turkey Tails and Frogs.
Pacey, Lucille
This paper discusses the principles of strategic planning and how they can be applied in open and distance learning for greater student success. The model selected for discussion is the Applied Strategic Planning Model which proposes nine important steps for strategic planning: planning to plan, values audit, mission formulation, strategic…
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Unmasking the Capability of Strategic Learning: A Validation Study
Siren, Charlotta A.
2012-01-01
Purpose: The strategic learning perspective has attracted increased interest among strategic management scholars, yet the operationalisation of this concept is still in its infancy. The aim of this study is to develop a multidimensional understanding of the strategic learning process and to build an instrument to measure this concept.…
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Strategic communication related to academic performance: Evidence from China.
Zhao, Li; Chen, Lulu; He, Luwei; Heyman, Gail D
2017-09-01
We examined a range of forms of strategic communication relevant to academic performance among 151 seventh- and eleventh-grade adolescents in China. Participants were asked to rate the frequency of their engagement of strategic communication and to evaluate the possible motives for each strategy. The most commonly adopted strategy was to give a vague response about one's own performance, and the predominant motives for strategic communication were the desires to outcompete others, to be prosocial, and to be modest. Males were more likely than females to focus on gaining social approval, and eleventh graders were more likely than seventh graders to focus on being prosocial and modest when engaging in strategic communication. These findings provide insight into the development of strategic communication beyond Western culture. Statement of contribution What is already known on this subject? Adolescents in the West often hide their effort to appear more competent or to gain social acceptance. Little is known about other communication strategies related to academic performance. Little is known about the development of these strategies in non-Western samples. What does this study add? We show that in China, as in Western cultures, children often engage in strategic communication. We demonstrate links between different forms of strategic communication and specific motives. We demonstrate that strategic communication can be motivated by outcompeting others, by being prosocial, and by being modest. © 2017 The British Psychological Society.
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The Neoliberalisation of Strategic Spatial Planning
DEFF Research Database (Denmark)
Olesen, Kristian
Despite the fact that strategic spatial planning practices recently have taken ‘a neoliberal turn’ in many European countries, ‘neoliberalism’ and ‘neoliberalisation’ are rarely used as analytical concepts in planning theory. This paper seeks to fill in part of this gap by examining...... the relationship between neoliberalism and strategic spatial planning. This is done through an analysis how the key theoretical ideas underpinning strategic spatial planning might be appropriated by neoliberal political agendas in planning practice. In conclusion, the paper argues that neoliberalism...... and neoliberalisation are helpful analytical concepts to examine and understand contemporary transformations of spatial planning discourses and practices, and that planning theory by adopting such analytical concepts can play an important role in assisting critical empirical studies of how spatial planning practices...
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PUBLIC-PRIVATE DISTINCTIONS AND STRATEGIC MANAGEMENT
Directory of Open Access Journals (Sweden)
Ioan NICOLAE
2007-01-01
Full Text Available Public organizations are no longer synonymous with governmental agencies but include many for-profit service organizations as well as the third sector, which is made up of the private NPOs. Such diverse organizations. meet the publicness criterion to the extent that they cannot ignore publicness when dealing with development of strategy. Competitive models of strategic management have little use in organizations with significant degrees of publicness. Instead, a strategy should be sought which enhances cooperation and collaboration. Strategic management in public settings must identify the beliefs and demands of key stakeholders and deal with elaborate fictions held by these individuals to premise development and guide implementation. Strategic managers must carefully collaborate with their oversight body as they fashion a strategy.
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PLEADING IN FAVOUR OF STRATEGIC MANAGEMENT
Directory of Open Access Journals (Sweden)
Teodor Frunzeti
2016-10-01
Full Text Available Strategic management focuses on future development of organizations, based on a vision and a strategy. If strategic leaders demonstrate epistemic competencies, business can take place not according to the zero sum game rule, where there are always winners and losers, but to a non-zero sum game rule, where there could be only winners and no losers. Epistemic competence is given by the scientific nature of knowledge, it breaks down the mental automatism generated by common day to day personal experience and it uses mathematical models and other specific methods. Strategic management and its practical content can best be understood within the context of the theory of organization, for organizations are indispensable for the general human and civilizational progress.
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Ardiyanto, Yan
2016-01-01
This research head for analyze the effect of inter variable to answered set problems how is strategic alliance and strategic planning to improve company performance for create competitive advantage. This research gives theoritic and managerial implication concern pace which have to take by PT. Indofood CBP Sukses Makmur Food Seasoning Division to improve their company performance for create competitive advantage which got from product strategic alliance and strategic planning. Population in t...
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Strategic Leader Competencies for the Twenty-First Century
National Research Council Canada - National Science Library
Becker, Bradley A
2007-01-01
...: interpersonal skills, conceptual skills, and technical skills. From these three primary strategic leadership skills, there is a list of twenty-one competencies that a strategic leader should posses...
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THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS
M. A. Lyashenko
2015-01-01
Consideration subject in this article are models of strategic management of large transnational information and communication business. The purpose of the presented work consists in formation of ideas of model of strategic management on the example of infocommunication business. For achievement of a goal the author of article carries out the analysis and synthesis of the existing practice of strategic management in infocommunication business. For achievement of a goal, as methodological base,...
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Strategic Management in the Era of Cooperation
DEFF Research Database (Denmark)
Strand, Robert
Whereas strategic management in the U.S. has traditionally focused on competition and a competitive advantage, Scandinavian strategic management has long centered on effective cooperation. In light of recent calls in the U.S. to shift toward cooperation to realize opportunities for shared value...
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Strategic Thinking: The Untapped Resource for Leaders.
Alfred, Richard L.
2001-01-01
Strategic thinking is an organized, analytical process by which college leaders can assess: (1) existing and potential competitors; (2) sources of competitive advantage; and (3) college capabilities and competitive position. Three outcomes of strategic thinking are: (1) clear institutional strategy and direction; (2) improved institutional…
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Teaching Strategic Management with a Business Game.
Knotts, Ulysses S., Jr.; Keys, J. Bernard
1997-01-01
Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…
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Strategic planning in an academic radiation medicine program.
Hamilton, J L; Foxcroft, S; Moyo, E; Cooke-Lauder, J; Spence, T; Zahedi, P; Bezjak, A; Jaffray, D; Lam, C; Létourneau, D; Milosevic, M; Tsang, R; Wong, R; Liu, F F
2017-12-01
In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations.
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Clark, Ann B.
2012-01-01
Business and industry leaders do not flinch at the idea of placing top talent in struggling departments and divisions. This is not always the case in public education. The Charlotte-Mecklenburg Schools made a bold statement to its community in its strategic plan by identifying two key reform levers--(1) an effective principal leading each school;…
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Strategic behavior and regulatory styles in the Netherlands energy industry
International Nuclear Information System (INIS)
Kuit, M.
2002-01-01
Network-based industries, such as the telecommunications industry, the energy industry and the public transport industry, are in motion. Changes in these industries as well as their consequences - disastrous, in some cases - have received considerable media coverage in recent years. Examples include the failed, or partly, liberalization or privatization processes in the electricity industry and public rail transport. Examples are the long and frequent interruptions in California's electricity supply and the problems in British rail transport, several of which had fatal consequences. Other examples are the behavior of organizations in the industries. Driven either by increasing competitive pressure or by their exclusive position in the industry, some organizations exhibit hardly acceptable behavior. They bar new organizations from joining the industry or face their customers with improper terms of delivery or inflated prices; this is commonly referred to as strategic behavior. This study focuses on strategic behavior or potentially strategic behavior in the Netherlands energy industry and on the link between the way regulators operate in the industry and the strategic behavior observed. All forms of strategic behavior are discussed in this thesis. It seeks to present the richest possible collection of strategic behavior, making it a substantial extension to existing research into strategic behavior in network-based industries, most of which is confined to describing particular strategic behavior and its effects. Examples of such in-depth research are that into predatory pricing, regulatory capture, entry deterrence and the use of price caps in setting rates. Most of this research comprises detailed economic studies covering the design of alternative models to explain strategic behavior and the prevention of such behavior. The present study will not copy the format of these economic studies. It does not present a complete picture of potential strategic behavior in
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75 FR 9232 - Office of Dietary Supplements (ODS) 2010-2014 Strategic Plan
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...
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Ideological Challenges to Changing Strategic Orientation in Commodity Agriculture
DEFF Research Database (Denmark)
Press, Melea; Arnould, Eric; Murray, Jeff
2014-01-01
orientations may be thought of as ideologies; and second, that such ideologies are likely to contend with each other. Taking such a perspective may be helpful in thinking about why transitioning to more sustainable strategic orientations is challenging even in the presence of financial incentives to make......Why do some firms not change their strategic orientation despite economic incentives to do so? Most current literature on changing strategic orientations focuses on an antecedents and outcomes approach to business orientations. Intimated, but rarely addressed is, first, the idea that strategic...... such changes. In assessing the transition to organic production and marketing in a commodity agriculture context we find that contending ideologies restrict its adoption. In addition, we suggest that strategic orientations are not adopted or contested solely within firms but also among them. We find...
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The effect of oil price volatility on strategic investment
International Nuclear Information System (INIS)
Henriques, Irene; Sadorsky, Perry
2011-01-01
In this paper, we investigate how oil price volatility affects the strategic investment decisions of a large panel of US firms. This paper uses key insights from the real options literature to develop a model of a company's strategic investment and shows how changes in oil price volatility can impact strategic investment decisions. The model is estimated using recently developed generalized method of moment estimation techniques for panel data sets. Empirical results are presented to show that there is a U shaped relationship between oil price volatility and firm investment. This is consistent with the predictions from the strategic growth options literature. The results should be useful to decision makers, investors, managers, policy makers and others who need to make strategic investment decisions in an uncertain world. (author)
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Conceptualizing strategic environmental assessment: Principles, approaches and research directions
International Nuclear Information System (INIS)
Noble, Bram; Nwanekezie, Kelechi
2017-01-01
Increasing emphasis has been placed in recent years on transitioning strategic environmental assessment (SEA) away from its environmental impact assessment (EIA) roots. Scholars have argued the need to conceptualize SEA as a process designed to facilitate strategic thinking, thus enabling transitions toward sustainability. The practice of SEA, however, remains deeply rooted in the EIA tradition and scholars and practitioners often appear divided on the nature and purpose of SEA. This paper revisits the strategic principles of SEA and conceptualizes SEA as a multi-faceted and multi-dimensional assessment process. It is suggested that SEA can be conceptualized as series of approaches operating along a spectrum from less to more strategic – from impact assessment-based to strategy-based – with each approach to SEA differentiated by the specific objectives of SEA application and the extent to which strategic principles are reflected in its design and implementation. Advancing the effectiveness of SEA requires a continued research agenda focused on improving the traditional SEA approach, as a tool to assess the impacts of policies, plans and programs (PPPs). Realizing the full potential of SEA, however, requires a new research agenda — one focused on the development and testing of a deliberative governance approach to SEA that can facilitate strategic innovations in PPP formulation and drive transitions in short-term policy and initiatives based on longer-term thinking. - Highlights: • SEA facilitates strategic thinking, enabling transitions toward sustainability. • SEA is conceptualized as a spectrum of approaches, from IA-based to strategy-based. • Each approach variably emphasizes strategic principles in its design and practice. • There is no one conceptualization of SEA that is best, SEA is fit for PPP purpose. • Research is needed to advance SEA to facilitate strategic PPP transformations.
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Conceptualizing strategic environmental assessment: Principles, approaches and research directions
Energy Technology Data Exchange (ETDEWEB)
Noble, Bram, E-mail: b.noble@usask.ca [Department of Geography and Planning, and School of Environment and Sustainability, University of Saskatchewan, 117 Science Place, Saskatoon, Saskatchewan S7N 5A5 (Canada); Nwanekezie, Kelechi [Department of Geography and Planning, University of Saskatchewan, 117 Science Place, Saskatoon, Saskatchewan S7N 5A5 (Canada)
2017-01-15
Increasing emphasis has been placed in recent years on transitioning strategic environmental assessment (SEA) away from its environmental impact assessment (EIA) roots. Scholars have argued the need to conceptualize SEA as a process designed to facilitate strategic thinking, thus enabling transitions toward sustainability. The practice of SEA, however, remains deeply rooted in the EIA tradition and scholars and practitioners often appear divided on the nature and purpose of SEA. This paper revisits the strategic principles of SEA and conceptualizes SEA as a multi-faceted and multi-dimensional assessment process. It is suggested that SEA can be conceptualized as series of approaches operating along a spectrum from less to more strategic – from impact assessment-based to strategy-based – with each approach to SEA differentiated by the specific objectives of SEA application and the extent to which strategic principles are reflected in its design and implementation. Advancing the effectiveness of SEA requires a continued research agenda focused on improving the traditional SEA approach, as a tool to assess the impacts of policies, plans and programs (PPPs). Realizing the full potential of SEA, however, requires a new research agenda — one focused on the development and testing of a deliberative governance approach to SEA that can facilitate strategic innovations in PPP formulation and drive transitions in short-term policy and initiatives based on longer-term thinking. - Highlights: • SEA facilitates strategic thinking, enabling transitions toward sustainability. • SEA is conceptualized as a spectrum of approaches, from IA-based to strategy-based. • Each approach variably emphasizes strategic principles in its design and practice. • There is no one conceptualization of SEA that is best, SEA is fit for PPP purpose. • Research is needed to advance SEA to facilitate strategic PPP transformations.
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The strategic use of outcome information.
Thompson, D I; Sirio, C; Holt, P
2000-10-01
Most health care executives see outcome measurement as a technical or tactical matter rather than as a strategic tool. Accordingly, provider investment in outcome measurement and management is relatively small. Nevertheless, outcome information can be key to achieving an organization's strategic objectives. Advances in risk adjustment and improvements in technology for data collection and analysis have made outcome measurement a practical tool for individual hospital use. Strategically integrated outcome measurement efforts can give providers a competitive advantage over organizations that only use outcomes tactically. One of the best examples of an acute care provider that has used outcome information for strategic advantage is Intermountain Health Care (IHC; Salt Lake City). In 1997 IHC made clinical quality and outcomes the primary focus of its five-year strategic plan. To support the new strategy IHC's board of trustees approved the development of an outcome information system that generated data along clinical processes of care and the creation of a new management structure to use these data to hold professionals accountable and to set and achieve clinical improvement goals. From 1996 to 1999, IHC's share of the commercial health care market in Utah increased from roughly 50% to about 62% of the market, with the result that it has stopped actively marketing its services. Health care executives will not willingly invest in outcomes until they believe that they have business value. Therefore, making the business case for outcomes can help improve the quality of health care and the lives of individuals.
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Theoretical and methodological aspects of strategic sales management of enterprise
Hurzhiy, N.
2014-01-01
In the article existing approaches to strategic management are analyzed, features and a concept of strategic sales management are defined. Also in the article there is encouraged to use processdesign approach in the implementation of strategic management. Also the principles which should be carried out by strategic management of sales activities are identified in relation to the elements of the systemsales activities, as consumers, state infrastructure software sales, competition and enterprise.
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Effects of collaborative supply chain solutions on strategic performance management
Rachan, Wilfred
2012-01-01
Throughout this research the focus has been on unraveling of the factors and relations that link different aspects of collaborative workflow to strategic performance management. However, the same issues that applied to strategic performance management of supply chains also apply to other areas of strategic performance in business. The following (to be - tested) recommendations, organized along the lines of the "expected managerial contributions" therefore apply both to strategic performance m...
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Strategic Lawyering: Realizing the Potential of Military Lawyers at the Strategic Level
National Research Council Canada - National Science Library
Wheaton, Kelly D
2006-01-01
Military lawyers provide legal advice at the tactical operational and strategic levels of war in six functional disciplines but the war on terrorism is placing increasingly complex demands on lawyers...
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STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION
Directory of Open Access Journals (Sweden)
Zanina Kirovska
2011-06-01
Full Text Available Within the world of tourism development, it is indisputable for strategic planning of tourism, especially for defining and existence of a development strategy for tourism. The implementation of the development strategy for tourism is determined by the functioning of strategic management in tourism.Strategic management is a proactive process of achieving long-term compatibility of the corresponding field in planned tourism environment. This management is a profitable way for implementation of priority development goals in tourism, set by the national economy, which is affected by tourism development. Strategic management basically has all the necessary features that promise efficiency and effectiveness in achieving development goals in tourism.With increasing competition and globalization trends, dynamics and development of tourism is increasingly intensified, and strategic management to ensure efficient and effective business operations (resource management, management information systems, maintaining and developing relations with tourisms, expanding and development of the tourism business, managing to new and innovative tourism projects. Therefore the importance of strategic and operational management without successful parts of operations, threaten the development of the tourism component.
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Strategic Impact of Knowledge Management on Organisational Efficiency
DEFF Research Database (Denmark)
Larsen, Michael Holm; Pedersen, Mogens Kühn
1999-01-01
Knowledge management is rarely found in a strategy context. Although some companies already have introduced the role of a chief knowledge officer, knowledge management is not treated as a strategic endeavour. Furthermore, contributions from an academic point of view are scarce in the field...... of the strategic issues of knowledge management. This paper contributes with some insight in pointing out the strategic question that knowledge management might provide answers for: The efficiency issue of stategic positioning. Furthermore, the paper emphasises the distinction between symmetric and asymmetric...... incentives in business relations, and on this basis identifies the notion of Distributed Knowledge Management as a means for creating efficiency strategies with symmetric incentives in business relations. In this way a strategic agenda for knowledge management is identified....
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Perceptions regarding strategic and structural entry barriers
Lutz, C.H.M.; Kemp, R.G.M.; Dijkstra, S.G.
2010-01-01
This article uses factor analysis to identify the underlying dimensions of strategic and structural entry barriers. We find that, in the perception of firms, both types of barriers are important and that the effectiveness of strategic barriers depends on attributes of the market structure. Based on
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Perceptions regarding strategic and structural entry barriers
Lutz, Clemens H. M.; Kemp, Ron G. M.; Dijkstra, S. Gerhard
This article uses factor analysis to identify the underlying dimensions of strategic and structural entry barriers. We find that, in the perception of firms, both types of barriers are important and that the effectiveness of strategic barriers depends on attributes of the market structure. Based on
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Strategic default and equity risk across countries
Favara, G.; Schroth, E.; Valta, P.
2010-01-01
We test whether the firm’s systematic equity risk reflects the shareholders’ incentives to default strategically on the firm’s debt. We use a real options model to relate the shareholders’ strategic default behavior to frictions in the debt renegotiation procedure. We test the model’s predictions
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A STRATEGIC MANAGEMENT MODEL FOR SERVICE ORGANIZATIONS
Andreea ZAMFIR
2013-01-01
This paper provides a knowledge-based strategic management of services model, with a view to emphasise an approach to gaining competitive advantage through knowledge, people and networking. The long-term evolution of the service organization is associated with the way in which the strategic management is practised.
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MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING
Dario Dunkovic; Durdica Juric; Tereza Nikolic
2010-01-01
Strategic management accounting has an important role to play in providing information about the major sources of competitive advantage of an enterprise. In increasingly dynamic environments the provision of strategically relevant information is of paramount importance for the formulation and execution of business strategies. Management control systems together with traditional management accounting represent a starting point for the development of modern management accounting concepts. There...
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Strategic Alliances in The Robotics Industry
DEFF Research Database (Denmark)
Nielsen, Ulrik Bjørn
2014-01-01
The purpose of the master-thesis was to examine how Blue Ocean Robotics can structure its strategic alliances to gain a competitive advantage in the market development of robotics in international markets.......The purpose of the master-thesis was to examine how Blue Ocean Robotics can structure its strategic alliances to gain a competitive advantage in the market development of robotics in international markets....
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The evolution of scientific views on strategic financial planning abroad
Vorobyev Alexey Vyacheslavovich
2012-01-01
This article deals with the genesis of scientific views on strategic financial planning abroad. The allocation process of strategic planning of functional strategies, particularly financial. Given the systematization of conceptual approaches to strategic financial planning within evolution.
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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.
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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
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Gish, Ryan
2002-08-01
Strategic triggers and metrics help healthcare providers achieve financial success. Metrics help assess progress toward long-term goals. Triggers signal market changes requiring a change in strategy. All metrics may not move in concert. Organizations need to identify indicators, monitor performance.
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IMPORTANCE OF STRATEGIC ALLIANCES IN COMPANY’S ACTIVITY
Elena BARANOV
2013-01-01
Strategic alliance is an agreement between two or more organizations to cooperate in a specific business activity, so that each benefits from the strengths of the other, and gains competitive advantage. The formation of strategic alliances has been seen as a response to globalization and increasing uncertainty and complexity in the business environment. Strategic alliances involve the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such ...
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THE CONSEQUENCES OF STRATEGIC ORIENTATION OF THE FIRM ON BUSINESS PERFORMANCE
Directory of Open Access Journals (Sweden)
Cristian DUTU
2016-11-01
Full Text Available This study aims to develop a conceptual model used for empirical testing of strategic orientation and the effects of the strategic orientation on organizational performance. As the strategic orientations addressed by organizations vary by organizational environment, the main objective of strategic management research has been to determine and understand performance differences between firms. The present research used the results obtained by interviewing 121 large companies in Romania, and by using simple linear regression, we tested the existence of strategic orientation in these companies and its effects on organizational performance. This research confirms the presence of strategic orientation at firm level and its positive effect on performance. The major contribution of this study is that it complements the empirical data in existing literature around the effects of strategic orientation on organizational performance.
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Strategic Human Capital: Preserving a Vital National Asset
National Research Council Canada - National Science Library
Scott, Lynn
1997-01-01
.... These reductions neither account for the strategic value of human capital nor for the possible consequences of its depletion and the resulting dispersal and loss of strategic knowledge, skills and experience...
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Decoupling the use and meaning of strategic plans in public healthcare.
Lega, Federico; Longo, Francesco; Rotolo, Andrea
2013-01-04
The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate similar topics to different
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Decoupling the use and meaning of strategic plans in public healthcare
2013-01-01
Background The culture of New Public Management has promoted the diffusion of strategic management tools throughout Public Healthcare Organisations (PHOs). There is consensus that better strategic planning tools are required to achieve higher levels of organisational performance. This paper provides evidence and understanding of the emergent uses and scope of strategic planning in PHOs, in order to answer three research questions: (i) has the New Public Management approach changed the organisational culture of PHOs in terms of how they adopt, diffuse, and use strategic planning documents? (ii) how coherent are strategic planning documents in PHOs? and (iii) what are the main purposes of strategic documents in PHOs? Methods An analysis was carried out in three Italian Local Health Authorities. We analysed the number and types of formal strategic documents adopted between 2004 and 2012, evaluating their degree of coherence and coordination, their hierarchy, their degree of disclosure, and the consistency of their strategic goals. A content analysis was performed to investigate overlap in terms of content and focus, and a qualitative analysis was carried out to study and represent the relationships between documents. Results The analysis showed that a rich set of strategic documents were adopted by each PHO. However, these are often uncoordinated and overlap in terms of content. They adopt different language and formats for various stakeholders. The presence of diverse external drivers may explain the divergent focus, priorities and inconsistent goals in the strategic documents. This planning complexity makes it difficult to determine how the overall goals and mission of an organisation are defined and made visible. Conclusions The evidence suggests that PHOs use a considerable number of strategic documents. However, they employ no clear or explicit overarching strategy currently, and strategic planning appears to be externally oriented. All the documents communicate
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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.
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Building a team through a strategic planning process.
Albert, Debra; Priganc, Dave
2014-01-01
Strategic planning is a process often left to senior hospital leadership, with limited input from unit-level, bedside patient care providers. This frequent approach to strategic planning misses the opportunity to engage a wide range of employees, build a shared sense of commitment, produce a collaborative team environment, and to generate greater acceptance of the plan. The Patient Care Services division at the University of Chicago Medicine used a strategic planning process that incorporated 360-degree input from both within the Patient Care Services division and outside of the division. The result is a strategic vision and plan that, shaped by broad-based input from both internal and external constituencies, is strengthened by the team that emerged from the process. Through the process of identifying a common understanding of the group's future direction, a shared purpose was created that transcended traditional professional boundaries and shaped a cohesive team focused on effective and efficient patient care. Now, with a focused strategic plan and a team centered on a shared purpose, the team is beginning to effectively deliver on the plan.
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Strategic Alignment and New Product Development
DEFF Research Database (Denmark)
Acur, Nuran; Kandemir, Destan; Boer, Harry
2012-01-01
Strategic alignment is widely accepted as a prerequisite for a firm’s success, but insight into the role of alignment in, and its impact on, the new product evelopment (NPD) process and its performance is less well developed. Most publications on this topic either focus on one form of alignment...... of NPD performance indicators. Strategic planning and innovativeness appear to affect technological, market, and NPD-marketing alignment positively. Environmental munificence is negatively associated with NPD-marketing alignment, but has no effect on the two other forms of alignment. Technological change...... has a positive effect on technological alignment, a negative effect on NPD-marketing alignment, but no effect on market alignment. These findings suggest that internal capabilities are more likely to be associated with the development of strategic alignment than environmental factors are. Furthermore...
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Developing Strategic Planning for the Retail Market.
Greenawalt, Richard A.
1983-01-01
Retailers need a strategic plan that will enable them to adapt to changing trends and work with new ideas. Questions retailers should ask to shape the strategic plan and generic strategies--overall cost leadership, differentiation, and marketing to a particular group or offering a special service--are discussed. (SR)
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Effective strategic leadership: Balancing roles during church ...
African Journals Online (AJOL)
2011-08-15
Aug 15, 2011 ... 1Rhodes Business School,. Rhodes ... strategic theories of leadership are concerned with leadership 'of' ... concern for the evolution of the organization as a whole, including its ... This article investigated the application of the strategic leadership of ... it is reflected within a single small group. ..... contingent).
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The Nature of Strategic Communication
DEFF Research Database (Denmark)
Christensen, Lars Thøger; Svensson, Emma
2017-01-01
In this article, we address and challenge Nothhaft’s (2016) recent attempt to revive the field of strategic communication through an application of approaches and principles from the studies of the human mind. Instead of an indiscriminate import of a natural science perspective, we argue...... that the shortcomings of the field are dealt with more adequately by recognizing and embracing the immense complexity at play in all dimensions of strategic communication. The challenge is to understand the multiple goals and dimensions of the field, to acknowledge the principle of recursivity in all communicative...
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Energy Technology Data Exchange (ETDEWEB)
Harwell, Amber Suzanne [Sandia National Lab. (SNL-CA), Livermore, CA (United States)
2015-07-01
Welcome to our FY16–FY20 Strategic Plan, which both refects our continued dedication to the work we do and reinforces the importance of the integrated Laboratories’ strategic framework to our future. This document is the result of the leadership team’s journey over the past few years in response to the needs of our nation. In an external environment that continues to change, sometimes in unexpected ways, it is critical that our mission areas and our foundation become increasingly synergistic, forming a whole whose parts are interdependent.
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The evolution of scientific views on strategic financial planning abroad
Directory of Open Access Journals (Sweden)
Vorobyev Alexey Vyacheslavovich
2012-09-01
Full Text Available This article deals with the genesis of scientific views on strategic financial planning abroad. The allocation process of strategic planning of functional strategies, particularly financial. Given the systematization of conceptual approaches to strategic financial planning within evolution.
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Strategic planning in an academic radiation medicine program
Hamilton, J.L.; Foxcroft, S.; Moyo, E.; Cooke-Lauder, J.; Spence, T.; Zahedi, P.; Bezjak, A.; Jaffray, D.; Lam, C.; Létourneau, D.; Milosevic, M.; Tsang, R.; Wong, R.; Liu, F.F.
2017-01-01
Background In this paper, we report on the process of strategic planning in the Radiation Medicine Program (rmp) at the Princess Margaret Cancer Centre. The rmp conducted a strategic planning exercise to ensure that program priorities reflect the current health care environment, enable nimble responses to the increasing burden of cancer, and guide program operations until 2020. Methods Data collection was guided by a project charter that outlined the project goal and the roles and responsibilities of all participants. The process was managed by a multidisciplinary steering committee under the guidance of an external consultant and consisted of reviewing strategic planning documents from close collaborators and institutional partners, conducting interviews with key stakeholders, deploying a program-wide survey, facilitating an anonymous and confidential e-mail feedback box, and collecting information from group deliberations. Results The process of strategic planning took place from December 2014 to December 2015. Mission and vision statements were developed, and core values were defined. A final document, Strategic Roadmap to 2020, was established to guide programmatic pursuits during the ensuing 5 years, and an implementation plan was developed to guide the first year of operations. Conclusions The strategic planning process provided an opportunity to mobilize staff talents and identify environmental opportunities, and helped to enable more effective use of resources in a rapidly changing health care environment. The process was valuable in allowing staff to consider and discuss the future, and in identifying strategic issues of the greatest importance to the program. Academic programs with similar mandates might find our report useful in guiding similar processes in their own organizations. PMID:29270061
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University Community Engagement and the Strategic Planning Process
Directory of Open Access Journals (Sweden)
Laura Newton Miller
2018-03-01
Full Text Available Abstract Objectives – To understand how university libraries are engaging with the university community (students, faculty, campus partners, and administration when working through the strategic planning process. Methods – Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians, CARL (Canadian Association of Research Libraries, CONZUL (Council of New Zealand University Librarians, and RLUK (Research Libraries UK who are most directly involved in the strategic planning process at their library. Results – Out of a potential 113 participants from 4 countries, 31 people (27% replied to the survey. Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning, which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic planning process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens, library-focused, trends and vision, and feedback on plan. Conclusions – Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation on how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning.
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Stokman, Frans N.; Assen, Marcel A.L.M. van; Knoop, Jelle van der; Oosten, Reinier C.H. van
2000-01-01
This paper introduces a methodology for strategic intervention in collective decision making.The methodology is based on (1) a decomposition of the problem into a few main controversial issues, (2) systematic interviews of subject area specialists to obtain a specification of the decision
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Strategic Targeted Advertising
A. Galeotti; J.L. Moraga-Gonzalez (José Luis)
2003-01-01
textabstractWe present a strategic game of pricing and targeted-advertising. Firms can simultaneously target price advertisements to different groups of customers, or to the entire market. Pure strategy equilibria do not exist and thus market segmentation cannot occur surely. Equilibria exhibit
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Applying strategic management theories in public sector organizations
DEFF Research Database (Denmark)
Hansen, Jesper Rosenberg; Ewan, Ferlie
2016-01-01
This article discusses the utility of two different strategic management theories in different types of public organizations including contemporary New Public Management-based public organizations, namely Porter's strategic positioning model and the resource-based view of strategy. We argue...... conditions: the degree of administrative autonomy, performance-based budgeting and market-like competition. We give empirical examples drawn from public servives in the UK and Denmark. We call for more exploration of these (and other) strategic management approaches within contemporary public services...
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Coal mine enterprise integration based on strategic alliance
Energy Technology Data Exchange (ETDEWEB)
Zhou, Q.; Sun, J.; Xu, S. [Tsinghua University, Beijing (China). Dept. of Computer Science and Technology
2003-07-01
The relationship between coal mine and related enterprise was analysed. Aiming at the competitive world market as well as the dynamic requirement, a coal mine enterprise integration strategy and a enterprise strategic alliance were proposed for the product providing service business pattern. The modelling method of the enterprise strategic alliance was proposed, including the relationship view model, information view model and business process view model. The idea of enterprise strategic alliance is useful for enterprise integration. 6 refs., 2 figs.
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Strategic Orientation of Transportation in Slovenia
Directory of Open Access Journals (Sweden)
Igor Trupac
2012-10-01
Full Text Available The paper deals with strategic goals and decisions to betaken for the integration of Slovenia into the European Union.One of the most important factors of this integration is transportation.This process should not be chaotic or driven by blindforces but carefully and strategically orientated in the macroand the micro field.The paper also suggests general strategy of transportation,defines goals, measures to be taken and identifies authorities.
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Strategic Decision to Utilize Abu Ghraib
2012-03-22
manuscript is submitted in partial fulfillment of the requirements of the Master of Strategic Studies Degree. The views expressed in this student academic...submitted in partial fulfillment of the requirements of the Master of Strategic Studies Degree. The U.S. Army War College is accredited by the Commission...operations. Endnotes 1 Catharine MacKinnon, ― Feminism Unmodified: Discourses on Life and Law,‖ 1987, http://www.brainyquote.com/quotes
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Strategic plan creates a blueprint for budgeting.
Cook, D
1990-05-01
Effective healthcare organizations develop budgets that reflect and support a strategic plan. Senior managers set a framework that expresses the hospital's future strategic objectives. The budget enables executives to determine which specific service lines are profitable or unprofitable. Administrators and clinicians at all levels are involved in the budgeting process.
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Research on Strategic Cooperation Between China Post and Telecoms
Institute of Scientific and Technical Information of China (English)
ZUO Zhen-lin; ZHANG Jing; LIANG Xiong-jian
2005-01-01
Firstly several aspects of the strategic cooperation between China Post and Telecoms are described in succession, which includes the necessity, the probability, the significance and the detailed contents of the strategic cooperation. With that the way to select strategic partners and the frame of the cooperated business are proposed. Lastly the obstacles of the cooperation and accordingly the solution of them are discussed.
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Asante, Keith K.
2010-01-01
This dissertation explored the extent to which Information Technology (IT) strategic alignment are impacted by IT governance structures. The study discusses several strategic alignment and IT governance literature that presents a gap in the literature domain. Subsequent studies researched issues surrounding why organizations are not able to align…
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The Science of Strategic Communication | Science Inventory ...
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 size fits all” and “presenting everything and letting the audience decide what is important”) and specifically focuses on building a communication framework that is composed of three interlinked pillars: (1) Message – Identifying the right content for a given audience and a vehicle, (2) Audience – Identify the right target group for a given message and vehicle, (3) Vehicle – Identifying the right types of media for a given message and audience. In addition to serving as an organizational framework, the physical structure of a Strategic Communication plan also can serve as a way to show an audience where they, the message, and vehicle fit into the larger picture (i.e., “you are here”). This presentation explores the tenets of Strategic Communication and its use in natural resources management as it relates to advancing restoration activities in the Greater Everglades. This presentation is aimed at restoration practitioners and decision makers. This presentation provides an introduction to the field of strategic communication and presents a generalizable framework for use in the natural sciences. The presentation also gives an example of a communication implementation matrix,
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Robinson, Deborah J.
2012-01-01
This study explores the strategic thinking and strategic planning efforts in a department, college and university in the Southeastern United States. The goal of the study was to identify elements of strategic planning processes that meet the unique organizational features and complexities of a higher education institution. The study employed a…
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Required Steps of Managing International Equity Placement Strategic Alliance
Directory of Open Access Journals (Sweden)
Harimukti Wandebori
2012-01-01
Full Text Available The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA. The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs. The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances. Keywords: strategic alliance, equity placement, international equity placement strategic alliance, privatization, steps of international equity placement strategic alliance, state-owned enterprises
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'Action 2016': AREVA's strategic action plan
International Nuclear Information System (INIS)
Marie, Patricia; Briand, Pauline; Floquet-Daubigeon, Fleur; Michaut, Maxime; De Scorbiac, Marie; Du Repaire, Philippine
2011-01-01
On December 13, 2011, Luc Oursel, CEO, and Pierre Aubouin, Chief Financial Officer presented the group's strategic plan for the period 2012-2016. The plan has been drawn up collectively and is based on a thorough-going analysis and a realistic assessment of perspectives for all group activities and associated resources. Development of nuclear and renewable energies: the fundamentals are unchanged. In this context, the German decision remains an isolated case and the great majority of nuclear programs around the world have been confirmed. More conservative in its projections than the International Energy Agency, the group expects growth of 2.2% annually, reaching 583 GW of installed nuclear capacity by 2030, against 378 GW today. However, the Fukushima accident will lead to delays in launching new programs. 'Action 2016' plan aims to consolidate AREVA's leadership in nuclear energy and become a leading player in renewable energy. The group's strategic action plan 'Action 2016' is based on the following strategic choices: - commercial priority given to value creation, - selectivity in investments, - strengthening of the financial structure. These demand an improvement in the group's performance by 2015. This plan makes nuclear safety a strategic priority for the industrial and commercial performance of the group. This ambitious performance plan for the period 2012-2016 will give the group the wherewithal to withstand a temporary slowdown in the market resulting from the Fukushima accident and to deliver safe and sustainable growth of the business. The plan sets out the strategic direction for the group's employees for the years ahead: taking advantage of the expected growth in nuclear and renewable energies, targeted investment programs, and return to self-financing as of 2014
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Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies
Directory of Open Access Journals (Sweden)
Albana Berisha Qehaja
2017-01-01
Full Text Available There is no doubt that strategic management tools and techniques are important parts of the strategic management process. Their use in organizations should be observed in a practice-based context. This paper analyzes the empirical studies on the usage of strategic management tools and techniques. Hence, the main aim of this study is to investigate and analyze which enterprises, according to their country development level, use more strategic management tools and techniques and which of these are used the most. Also, this paper investigates which strategic management tools and techniques are used globally according to the results of empirical studies. The study presents a summary of empirical studies for the period 1990–2015. The research results indicate that more strategic tools and techniques are used in developed countries, followed by developing countries and fewest in countries in transition. This study is likely to contribute to the field of strategic management because it summarizes the most used strategic tools and techniques at the global level according to varying stages of countries’ economic development. Also, the findings from this study may be utilized to maximize the full potential of enterprises and reduce the cases of entrepreneurship failures, through creating awareness of the importance of using strategic management tools and techniques.
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Preconditions of origin, essence and assignment of strategic managerial accounting
Boiko, I.
2010-01-01
The article is devoted to the research of preconditions and necessity of creation strategic managerial accounting in the accounting system of enterprise. There are investigated economic essence and assignment of strategic managerial accounting and substantiated its importance for making strategic decisions on an enterprise.
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Applying Mixed Methods Techniques in Strategic Planning
Voorhees, Richard A.
2008-01-01
In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…
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Strategic performance evaluation in cancer centers.
Delgado, Rigoberto I; Langabeer, James R
2009-01-01
Most research in healthcare strategy has focused on formulating or implementing organizational plans and strategies, and little attention has been dedicated to the post-implementation control and evaluation of strategy, which we contend is the most critical aspect of achieving organizational goals. The objective of this study was to identify strategic control approaches used by major cancer centers in the country and to relate these practices to financial performance. Our intent was to expand the theory and practice of healthcare strategy to focused services, such as oncology. We designed a 17-question survey to capture elements of strategy and performance from our study sample, which comprised major cancer hospitals in the United States and shared similar mandates and resource constraints. The results suggest that high-performing cancer centers use more sophisticated analytical approaches, invest greater financial resources in performance analysis, and conduct more frequent performance reviews than do low-performing organizations. Our conclusions point to the need for a more robust approach to strategic assessment. In this article, we offer a number of recommendations for management to achieve strategic plans and goals on the basis of our research. To our knowledge, this study is one of the first to concentrate on the area of strategic control.
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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.
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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.
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From cure to custodianship of the insane poor in nineteenth-century Connecticut.
Goodheart, Lawrence B
2010-01-01
Connecticut was the exception among the Northeastern and Middle Atlantic states in not founding a public institution for the insane until after the Civil War when it opened the Hospital for the Insane at Middletown in 1868, a facility previously neglected by scholars. The state had relied on the expedient of subsidizing the impoverished at the private Hartford Retreat for the Insane that overtaxed that institution and left hundreds untreated. Despite abundant evidence to the contrary, well meaning officials oversold the idea that the Middletown site would promote cures and be cost effective. A number of unanticipated consequences occurred that mirrored fundamental changes in nineteenth-century psychiatry. The new hospital swelled by 1900 to over 2,000 patients, the largest in New England. Custodianship at the monolithic hospital became the norm. The hegemony of monopoly capitalism legitimated the ruling idea that bigger institutions were better and was midwife to the birth of eugenic responses. Class based psychiatry--the few rich at the Retreat and the many poor at Middletown--was standard as it was in other aspects of the Gilded Age. Public policy toward the insane poor in Connecticut represents an outstanding example of the transition from antebellum romanticism to fin de siècle fatalism.
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DEFF Research Database (Denmark)
Mørch, Sven; Pultz, Sabina; Strøbæk, Pernille Solveig
2017-01-01
perspective. Based on our data analysis, this study contributes theoretically by further-developing the concept of ‘strategic self-management’ in an educational context. We conclude that this concept is suitable for encapsulating how young people make sense of, and deal with, their educational biographies...
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DEFF Research Database (Denmark)
Olesen, Peter Bjerg; Dukovska-Popovska, Iskra; Steger-Jensen, Kenn
2012-01-01
This paper proposes a framework for strategic development of a port’s collaboration with its hinterland. The framework is based on literature relevant to port development and undertakes market perspective by considering import/export data relevant for the region of interest. The series of steps...
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Strategic Issues for Training.
Pollitt, David, Ed.
1999-01-01
Contains precis of 18 articles on strategic management issues, including management development, on-the-job training, corporate scholarship, educational technology, coaching, investing in intellectual capital, and knowledge management. (SK)
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CEOs’ Strategic Orientations in the Most Successful Slovenian Companies
Directory of Open Access Journals (Sweden)
Dario Berginc
2014-09-01
Full Text Available This article presents the concept of a CEO’s strategic orientation as one of the most important elements of the research into a company’s successfulness. Managerial perception is in many ways more important than environmental analysis, since CEOs determine their company’s future strategic orientations. A study of CEOs’ strategic orientations can provide better information regarding companies’ strategic orientations. We performed a qualitative study of CEOs from a sample of the most successful Slovenian ompanies. The research results indicate numerous commonalities between CEOs’ opinions and standpoints, as well as some differences in relation to the characteristics of the companies and industries in which they operate.
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Lasers and particle beam for fusion and strategic defense
International Nuclear Information System (INIS)
Anon.
1986-01-01
This special issue of the Journal of Fusion Energy consists of the edited transscripts of a symposium on the applications of laser and particle beams to fusion and strategic defense. Its eleven papers discuss these topics: the Strategic Defense Initiative; accelerators for heavy ion fusion; rf accelerators for fusion and strategic defense; Pulsed power, ICF, and the Strategic Defense Initiative; chemical lasers; the feasibility of KrF lasers for fusion; the damage resistance of coated optic; liquid crystal devices for laser systems; fusion neutral-particle beam research and its contribution to the Star Wars program; and induction linacs and free electron laser amplifiers for ICF devices and directed-energy weapons
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Innovative Methods in Strategic Planning of Foreign Economic Activity of Enterprises
Directory of Open Access Journals (Sweden)
Valentyna Yakubiv
2017-12-01
Full Text Available Changes in the external conditions of business in Ukraine, European integration vector of the country development, and possibilities of import/export operations facilitate foreign trade. Modern methods of strategic management and strategic diagnostics should be developed in line with international requirements and needs of managers in Ukraine and partners abroad. Therefore substantiation of innovation trends for enterprise development strategies on the international arena as a constituent of stable economy is important and necessary. The purpose of this article is to define innovative approaches to planning, development and implementation of strategies and to develop a comprehensive diagnosis of the strategic potential of foreign economic activity. During the research, the following methods: logical abstraction, modeling, PEST-analysis, systems analysis, graphic. The main results of the study are: 1 disclosure of the features of the construction of strategic management in international business; 2 analysis of European and American practices of strategic management of foreign economic activity of enterprises; 3 study of algorithmic scheme of strategic management in the Ukraine; 4 justification of methods of three-level system of strategic analysis using matrix methods of assessment; 5 the classification of the main methods of matrix analysis within groups: macro, meso, macro level; 6 a comprehensive diagnosis of the strategic potential of foreign economic activity of enterprises in Ukraine. The study proved the main areas of innovation and strategic principles of international management and comprehensive methodology for strategic planning matrix based on innovative methods.
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2012-06-04
... of California; Lovelock Paiute Tribe of the Lovelock Indian Colony, Nevada; Mechoopda Indian Tribe of... California; Lovelock Paiute Tribe of the Lovelock Indian Colony, Nevada; Mechoopda Indian Tribe of Chico... Oregon; Greenville Rancheria of Maidu Indians of California; Lovelock Paiute Tribe of the Lovelock Indian...
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PROBLEMS OF INFORMATION AND ANALYTICAL SUPPORT OF CONTEMPORARY STRATEGIC MANAGEMENT
Directory of Open Access Journals (Sweden)
M. A. Rodionov
2014-01-01
Full Text Available The problematic aspects have been considered with regard to the information and analytical support of a strategic decision making in the modern management. The role and place are clarified in relation to a process of elaboration and making a management decision in strategic planning. The existing approaches are analyzed regarding the estimating of regularities in the course and outcome of strategic processes. The strategic forecasting matters have been studied as well as a decision maker`s attitude to the risks.
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Users Guide for the Strategic Thinking Mindset Test (STMT)
2017-06-01
practice of strategic thinking , both in an Army context and in the broader domain of organizational management. The diverse body of literature...Research Product 2018-02 User’s Guide for the Strategic Thinking Mindset Test (STMT) William S. Weyhrauch Consortium...COVERED (from. . . to) Sept 2012 – May 2016 4. TITLE AND SUBTITLE User’s Guide for the Strategic Thinking Mindset Test (STMT) 5a. CONTRACT OR
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Strategic Cognition of Social Media in Business-Customer Interaction
Rydén, Pernille
2015-01-01
This dissertation contributes to the strategic cognition research by exploring how managers’ cognitive representations of an emerging, but potentially disruptive technology, influence their identification of strategic options. Managers tend to talk of social media as technology that changes customer behavior and disrupts industries, however, this attitude is not reflected in their strategic framing and implementation of social media. As behavioral theory seems inadequate to acc...
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Supplier selection for strategic supplier development
Calvi , R.; Le Dain , Marie-Anne; Fendt , T.C.; Herrmann , C.J.
2010-01-01
Cahier de recherche n° 2010-11 E4; This article describes the application of the analytic hierarchy process (AHP) to the supplier selection decision for the strategic development of lean suppliers at a large German industrial company. In a literature survey and from explorative interviews, relevant criteria including supplier improvement potential through buyer involvement, strategic factors of the supplier development program as well as project success factors in supplier development were el...
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Primera Reservoir Ltd. strategic position analysis
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...
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A survey of strategic market games
Directory of Open Access Journals (Sweden)
Levando Dmitry
2012-01-01
Full Text Available The Strategic Market Game (SMG is the general equilibrium mechanism of strategic reallocation of resources. It was suggested by Shapley and Shubik in a series of papers in the 70s and it is one of the fundamentals of contemporary monetary macroeconomics with endogenous demand for money. This survey highlights features of the SMG and some of the most important current applications of SMGs, especially for monetary macroeconomic analysis.
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STAGES OF A STRATEGIC MANAGEMENT MODEL
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...
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New knowledge in strategic management through visually mining semantic networks
Ertek, G.; Tokdemir, G.; Sevinç, M.; Tunç, M.M.
2017-01-01
Today’s highly competitive business world requires that managers be able to make fast and accurate strategic decisions, as well as learn to adapt to new strategic challenges. This necessity calls for a deep experience and a dynamic understanding of strategic management. The trait of dynamic
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Modelling the Implications of Quality Management Elements on Strategic Flexibility
Directory of Open Access Journals (Sweden)
Ana Belén Escrig-Tena
2011-01-01
Full Text Available This paper presents a theoretical and empirical analysis of the implications of a quality management (QM initiative on strategic flexibility. Our study defines flexibility from a strategic approach and examines the extent to which, why, and how the triggering factors of strategic flexibility are related to QM elements. The hypotheses put forward are tested in an empirical study carried out on a sample of Spanish firms, using structural equation models. The results demonstrate the positive effect of adopting an integral QM initiative on enhancing strategic flexibility. QM enhances strategic flexibility more effectively when it is introduced comprehensively rather than in a piecemeal fashion. A series of practices linked to the application of a QM initiative are outlined, which managers can use to improve strategic flexibility. The approach used in the study can be applied to analyse other antecedents of flexibility and to propose possible studies that consider QM as an antecedent of other organisational variables.
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Taking the pulse of strategic outsourcing relationships.
Getz, Kenneth A; Lamberti, Mary Jo; Kaitin, Kenneth I
2014-10-01
Articles in peer-reviewed journals and the trade press presuppose that strategic outsourcing relationships have been formed to replace preexisting collaborative approaches with contract research organizations. They do not consider that large, fragmented pharmaceutical and biotechnology companies may be supporting competing and conflicting relationship models simultaneously. A recent Tufts Center for the Study of Drug Development study quantifies actual strategic outsourcing practices among drug development companies and sheds new light on why these relationships may be failing. Tufts Center for the Study of Drug Development conducted an in-depth assessment of 43 Phase II and III clinical studies completed since 2012 to examine the outsourcing relationships used by 9 major pharmaceutical and biotechnology companies to support key functional areas. Descriptive statistics were assessed and t tests were performed to characterize outsourcing practices by function and to determine differences in study performance between transactional and strategic outsourcing relationships. The results indicate that sponsor companies are using a variety of outsourcing relationship models to support their studies, mixing and matching the use of internal staff, and using traditional transactional and strategic outsourcing relationships simultaneously. Specifically, despite the fact that each sponsor company had entered into several strategic outsourcing relationships, in no instance did a single contract research organization manage all functional areas supporting an individual Phase II or III study. In addition, sponsor companies vary the types of outsourcing relationship models that they use on a study-by-study basis. The inability of pharmaceutical and biotechnology companies to consistently embrace and coordinate sourcing strategies is creating internal friction and inefficiency. As a result, the expected impact of strategic outsourcing relationships on drug development performance
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STRATEGIC PARTNERSHIP OF UKRAINE: DECLARATIONS AND REALITIES
Directory of Open Access Journals (Sweden)
Nataliya Demchenko
2015-11-01
Full Text Available The strategic partnership of cooperation is a higher step than conventional relationships. Conditioned by specific interests of the parties, such cooperation is possible between those partners who have mutual territorial claims and have mutual commitment to the territorial integrity. At the same time with many partners (it’s quantity is about 20, Ukraine has no simple partnership and cooperation, a lot of them reseived the status of "strategic partners, but often they are not the states, whose national interests in strategic areas correspondes to the current interests of Ukraine. It should be noted that today among the countries that have been declared as the strategic partners of Ukraine, not all of them support national interests in the present. Ukraine, appeared as an independent state, began use new methods of international cooperation, without adequately developed strategy for their use. Some problems facing the country, can be solved, other must be taken into account in determining its development strategy. Therefore, the subject of the research is global and specific problems that consider issues of economic security and partnership in Ukraine in modern conditions. The objective of the paper is to study options for a strategic partnership in Ukraine by improving the institutional mechanism to coordinate the integration processes. The article is based on studies of foreign and domestic scientists. Practical implications. Formation of effective international cooperation of Ukraine in the context of globalization, the choice of strategic partners on the basis of mutually beneficial cooperation. Results. The analysis of Ukraine’s cooperation with Russia; the features of the largest modern regional associations; reasonably objective need for Ukraine’s integration into the regional associations; recommendations on the necessary measures to accelerate the process of deepening Ukraine’s integration with the EU.
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Strategic Leader Competencies for the Twenty-First Century
National Research Council Canada - National Science Library
Becker, Bradley A
2007-01-01
.... While all these skills and competencies play a role in successful strategic leadership, this paper will advocate that visioning, leading change, and interpersonal skills have the greatest impact on successful strategic leadership in this rapidly changing global environment.
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How do we Take Care of Strategic Alignment?
DEFF Research Database (Denmark)
Simonsen, Jesper
1999-01-01
The article reviews the concept of strategic alignment and presents the critique by Ciborra in SJIS (Vol. 9, No. 1) entitled De profundis? Deconstructing the concept of strategic alignment. We present a design approach that suggests how designers, conducting design projects in a specific orga...... environmental conditions, business strategies, and plans for IT are changing and hence challenge traditional approaches to strategic alignment. The results from the design project are described and related to IS literature and to Ciborras article.......The article reviews the concept of strategic alignment and presents the critique by Ciborra in SJIS (Vol. 9, No. 1) entitled De profundis? Deconstructing the concept of strategic alignment. We present a design approach that suggests how designers, conducting design projects in a specific...... organization, can take care of and ensure that the design of IT is appropriately aligned with the organizations overall business strategy. We describe a design project using this approach. The project presented took place in a small public organization. Focusing on alignment as part of the design process had...
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Chinalco Signed Framework Agreement for Strategic Cooperation with Harbin Municipal Government
Institute of Scientific and Technical Information of China (English)
2014-01-01
<正>Last month,Chinalco signed framework agreement for strategic cooperation with Harbin Municipal Government in Harbin Xiong Weiping,Chairman of Chinalco,said that based on the strategic deployment to build world top-class mining company with the highest growth potential,Chinalco was now concentrating all efforts on making strategic transition and structural adjustment,strategic cooperation with the local governments where
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2006-01-01
leaders as Sears, Limited Brands, DHL, Circuit City, Cingular, Nestle and IKEA (Manugistics, 2006). The Strategic Supply Chain Industry Study Group...inventory turns have increased. Other global customers have also reaped the benefits of the Manugistics software. IKEA , Sweden’s retail icon...turned to Manugistics after a mid-1990s ERP implementation failed to fix their forecasting problems, which gave way to fluctuating inventory levels. IKEA
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The Supply Chain, a Strategic Marketing Approach
Directory of Open Access Journals (Sweden)
Ştefan Claudiu Căescu
2013-02-01
Full Text Available The main objective of this article is to integrate strategic marketing instruments within the supply chain in relationship with the suppliers. In order to integrate the commercial and economic activities at the supply chain level there is a need of developing tight relationships between the customer and the supplier. Thus, it is justified to approach the supply chain from a strategic perspective and the strategic marketing tools are perfectly applicable on the business-to-business market. Our research, has led us to the conclusion that, especially on business to business markets, organizations focus their marketing activities not only on the relationship with their customers, but on the relationship with their suppliers as well. In the supply chain, companies appear as buyers and as clients for the suppliers of goods, financial resources and of work force. Starting from this, we have developed a quantitative marketing research, interviewing 60 organizations from the business-to-business Romanian market, with the purpose of identifying the way in which companies from the B2b market integrate strategic marketing in their supply-chain.
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Innovation and strategic competitiveness
Directory of Open Access Journals (Sweden)
Jović Mile B.
2003-01-01
Full Text Available Paper discussed relationships of innovation to achieving strategic competitiveness in today globalized economic environment. Special attention is devoted to the nature of competitive advantages on global industries as well national level. Competitive advantage is a firm's ability to transform inputs into goods and services at a profit on a sustained basis, better than competitors. Comparative advantage resides in the factor endowments and created endowments of particular regions. Beside the traditional endowment approach (land, natural resources, labor and the size of the local population it is emphasized the importance of created one such as skilled labor, the technology and knowledge base, government support and culture. Creating corporate or country competitiveness roadmap there are no substantial difference - innovative as well strategic approach is essential.
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Identifying Strategic Groups: An Assessment in Mexican Franchises
Directory of Open Access Journals (Sweden)
Cesario Armando Flores Villanueva
2017-07-01
Full Text Available The formation of strategic groups in the franchising sector has been previously documented in the context of different countries. Our proposal is the franchise industry in Mexico should be formed by groups of differentiated franchisors. The identification and analysis of the different strategic groups formed in the franchise system of the Mexican market is the objective of this research. Our evaluation was performed using the factor analysis technique in a sample of 167 franchises of national origin. Seven strategic dimensions supported by the theory of scarce resources and agency theory make up the existence of differentiated groups of franchisors in the Mexican market. Our research confirmed the identification of five strategic groups called: rapid growth, converters, experienced and international franchisors, high entry fees and expensive conservatives, which use differentiated strategies to compete in the Mexican market.
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Strategic information systems planning for health service providers.
Moriarty, D D
1992-01-01
There is significant opportunity for health service providers to gain competitive advantage through the innovative use of strategic information systems. This analysis presents some key strategic information systems issues that will enable managers to identify opportunities within their organizations.
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Interoperability Strategic Vision
Energy Technology Data Exchange (ETDEWEB)
Widergren, Steven E.; Knight, Mark R.; Melton, Ronald B.; Narang, David; Martin, Maurice; Nordman, Bruce; Khandekar, Aditya; Hardy, Keith S.
2018-02-28
The Interoperability Strategic Vision whitepaper aims to promote a common understanding of the meaning and characteristics of interoperability and to provide a strategy to advance the state of interoperability as applied to integration challenges facing grid modernization. This includes addressing the quality of integrating devices and systems and the discipline to improve the process of successfully integrating these components as business models and information technology improve over time. The strategic vision for interoperability described in this document applies throughout the electric energy generation, delivery, and end-use supply chain. Its scope includes interactive technologies and business processes from bulk energy levels to lower voltage level equipment and the millions of appliances that are becoming equipped with processing power and communication interfaces. A transformational aspect of a vision for interoperability in the future electric system is the coordinated operation of intelligent devices and systems at the edges of grid infrastructure. This challenge offers an example for addressing interoperability concerns throughout the electric system.
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Strategic behaviour under regulatory benchmarking
Energy Technology Data Exchange (ETDEWEB)
Jamasb, T. [Cambridge Univ. (United Kingdom). Dept. of Applied Economics; Nillesen, P. [NUON NV (Netherlands); Pollitt, M. [Cambridge Univ. (United Kingdom). Judge Inst. of Management
2004-09-01
In order to improve the efficiency of electricity distribution networks, some regulators have adopted incentive regulation schemes that rely on performance benchmarking. Although regulation benchmarking can influence the ''regulation game,'' the subject has received limited attention. This paper discusses how strategic behaviour can result in inefficient behaviour by firms. We then use the Data Envelopment Analysis (DEA) method with US utility data to examine implications of illustrative cases of strategic behaviour reported by regulators. The results show that gaming can have significant effects on the measured performance and profitability of firms. (author)
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IS and Business Leaders' Strategizing
DEFF Research Database (Denmark)
Hansen, Anne Mette
adopted an alternative view in which IS strategy represents a shared understanding of the role of IS within the organization. The assumption in these studies is that IS and business leaders constantly negotiate their understandings of the role of IS and strategic objectives as a basis for investment...... to the IS strategy literature by providing a detailed and rich description of IS and business leaders’ learning during IS strategizing. Second, it informs organizational learning theory by providing fundamental new insights to the 4I framework, extending our knowledge of its core constructs and revealing a potential...
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Strategic campaigns and redistributive politics
DEFF Research Database (Denmark)
Schultz, Christian
2007-01-01
The article investigates strategic, informative campaigning by two parties when politics concern redistribution. Voters are uncertain about whether parties favour special groups. Parties will target campaigns on groups where most votes are gained by informing about policies. In equilibrium......, campaigning will be most intensive in groups where the uncertainty is largest and where voters are most mobile, most likely to vote, most receptive to campaigns and relatively uninformed initially. These groups will become more informed about policy. Parties will therefore gain more votes by treating...... these groups well so these groups will gain from strategic campaigning. Welfare effects are assessed...
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STRATEGIC ENTREPRENEURSHIP: A CASE IN THE BRAZILIAN AUTOMOBILE INDUSTRY
Directory of Open Access Journals (Sweden)
Afonso Carneiro Lima
2010-07-01
Full Text Available This work addresses an entrepreneurial phenomenon of strategic administration within the automobile industry: the creation of the automaker Troller Veículos Especiais (TVE. The case study at hand is justified by the positioning of this company around two market niches and its relative success in an industry characterized by few and powerful players. Our aim was to analyze the entrepreneurial and strategic process of discovering opportunity, the analysis used for internal and external factors, and the adoption of its strategic positioning in exploring two automobile market niches: in the B2B market, vehicles adapted to specific operational functions; and in the B2C, off-road vehicles with a strong appeal to consumers’ life styles. This case study allowed us to visualize the challenging path of a genuinely Brazilian small company in a sector dominated by large multinational groups, besides demonstrating decision-related dilemmas and aspects related to managerial creativity.Key-words: Automobile industry. Case study. Strategic entrepreneurship. Discovery theory. Strategic positioning.
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Investigating the strategic antecedents of agility in humanitarian logistics.
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.
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Implementing Educational Technology in Higher Education: A Strategic Approach
Directory of Open Access Journals (Sweden)
Cynthia C. Roberts
2008-01-01
Full Text Available Although the move toward implementing technology in higher education is driven by an increasing number of competitors as well as student demand, there is still considerable resistance to embracing it. Adoption of technology requires more that merely installing a product. This paper outlines a framework for a strategic change process that can be utilized by educators for the purpose of the selection as well as successful implementation of educational technologies within their setting, in particular, online course management systems. The four steps of this process include strategic analysis, strategy making, strategic plan design, and strategic plan implementation. The choice to embrace a new system and the extent and speed of its implementation depends upon internal factors such as resources, organizational culture, faculty readiness, anticipated degree of resistance, and the degree of variance from the status quo. A case from the author’s experience provides one example of how the use of distance learning technology was strategically implemented.
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Why strategic pricing is the most powerful DSM [demand-side management] tool
International Nuclear Information System (INIS)
LeBlanc, W.
1990-01-01
Strategic pricing has long been under-utilized as a strategic tool by the electric utility industry. Ways by which utility, customer and regulatory interests can and should overlap with reference to strategic planning, and how the electric industry could enhance its ability to continue providing premier energy services to its customers and society are examined. Strategic pricing in the airline, banking, automobile and telephone industries are examined and compared. Strategic pricing can help utilities segment markets to improve service value, define products, create customer incentives to purchase/consume desirable goods and services, and signal competitors. Each of these benefits is illustrated with an example that closely integrates strategic pricing with demand-side management. Pricing strategically takes many steps, but can be broken down into: meet common challenges of business and marketing objectives; gain regulatory acceptance; and energize the organization to accept, adopt and implement strategic pricing
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STRATEGIC MANAGEMENT IN NONPROFIT AND PUBLIC ORGANIZATIONS
Directory of Open Access Journals (Sweden)
Ioan NICOLAE
2008-01-01
Full Text Available Strategic management in public organizations can use coerciveness as a keyelement of their strategy. Private organizations are more dependent onmarketing or selling to potential customers. As publicness increases,marketing declines in importance and maintaining favorable coercivearrangements increases in importance. Strategic managers should be awareof coercive opportunities in their mandates as they fashion strategy anddevise implementation plans.
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STAGES AND EVOLUTIONS IN STRATEGIC MANAGEMENT ACCOUNTING
Directory of Open Access Journals (Sweden)
CĂRUNTU GENU ALEXANDRU
2016-06-01
Full Text Available Strategic management accounting includes inside, outside the company and future oriented tools, which have as role monitoring the strategy, its communication and helping develop new strategies. A special category in strategic management accounting is the performance management systems, covering a sum of indicators from diverse sources which support the pursuit of creating value for partners.
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An Empirical Investigation of Strategic Planning in QS Practices
Murphy, Roisin
2012-01-01
The benefit of engaging in strategic planning has been well documented over several decades of strategic management research. Despite the significant body of existing knowledge in the field, there remains a limited collection of empirically tested research pertaining to strategic planning within professional service firms (PSFs) in construction, particularly from an Irish context. The research is an exploratory study involving in-depth, semi-structured interviews and a widespread survey of...
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Strategic Communication in Chaos Management and a Case Study
LATIF, Hasan; ELMAS, Tuğçe
2017-01-01
Abstract. Effective communication may be sufficient under normal conditions, but in chaos conditions strategic communication is required. There has been cases of unsuccessful management during times of sudden huge problems due to the use of wrong communication behaviors. This work presents together an example and the requisites of a successful a strategic communicator in chaotic conditions. The study begins with examples of mismanagement behaviors in strategic communication. It establishes a ...
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Strategic Partnership: Potential for Ensuring the University Sustainable Development
Tatiana Salimova; Natalya Vatolkina; Vasily Makolov
2014-01-01
The purpose of the article is to research the theoretical approaches to strategic partnerships of universities, analyse the current trends of partnership development of universities in the context of sustainable development, discuss the experience of the National Research Ogarev Mordovia State University in terms of strategic partnerships creation and define the new opportunities of developing the strategic partnerships. The methodology of the paper is based on comprehensive literature review...
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A METHODOLOGICAL APPROACH TO THE STRATEGIC ANALYSIS OF FOOD SECURITY
Directory of Open Access Journals (Sweden)
Anastasiia Mostova
2017-12-01
Full Text Available The objective of present work is to substantiate the use of tools for strategic analysis in order to develop a strategy for the country’s food security under current conditions and to devise the author’s original technique to perform strategic analysis of food security using a SWOT-analysis. The methodology of the study. The article substantiates the need for strategic planning of food security. The author considers stages in strategic planning and explains the importance of the stage of strategic analysis of the country’s food security. It is proposed to apply a SWOT-analysis when running a strategic analysis of food security. The study is based on the system of indicators and characteristics of the country’s economy, agricultural sector, market trends, material-technical, financial, human resources, which are essential to obtain an objective assessment of the impact of trends and factors on food security, and in order to further develop the procedure for conducting a strategic analysis of the country’s food security. Results of the study. The procedure for strategic analysis of food security is developed based on the tool of a SWOT-analysis, which implies three stages: a strategic analysis of weaknesses and strengths, opportunities and threats; construction of the matrix of weaknesses and strengths, opportunities, and threats (SWOT-analysis matrix; formation of the food security strategy based on the SWOT-analysis matrix. A list of characteristics was compiled in order to conduct a strategic analysis of food security and to categorize them as strengths or weaknesses, threats, and opportunities. The characteristics are systemized into strategic groups: production, market; resources; consumption: this is necessary for the objective establishing of strategic directions, responsible performers, allocation of resources, and effective control, for the purpose of further development and implementation of the strategy. A strategic analysis
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Strategic Medicines Planning in Primary Health Care | Adindu ...
African Journals Online (AJOL)
Strategic medicines planning requires broad understanding of health and medicines realities within a context. Pharmacists viewing the community from a holistic perspective promote effectiveness in pharmacy, and facilitate synergy among the various groups to solve intractable medicines problems. Strategic medicines ...
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Public Affairs: Maintaining Credibility While Evolving with Strategic Communication
National Research Council Canada - National Science Library
McCarthy, Carla M
2007-01-01
Public affairs has been identified as a key component of strategic communication, but incorporating public affairs within a strategic communication framework within the military, without compromising...
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Strategic Long Range Planning for Universities. AIR Forum 1980 Paper.
Baker, Michael E.
The use of strategic long-range planning at Carnegie-Mellon University (CMU) is discussed. A structure for strategic planning analysis that integrates existing techniques is presented, and examples of planning activities at CMU are included. The key concept in strategic planning is competitive advantage: if a university has a competitive…
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Leading Strategic Leader Teams
National Research Council Canada - National Science Library
Burleson, Willard M
2008-01-01
.... Although only 1 to 2 percent of the Army's senior leaders will attain a command position of strategic leadership, they are assisted by others, not only by teams specifically designed and structured...
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Institute of Scientific and Technical Information of China (English)
段霄; 金占明
2014-01-01
In this article, the effects of strategic positioning on firm performance are studied via three independent variables from the strategic group perspective. These variables are: the strategic distance from a firm to its strate-gic group, positioning direction among strategic groups, and the strategic change of the firm. Research hypotheses are empirically tested on the basis of grouping listed companies of coal mining industry in China over the period 2008-2011. Results show that strategic distance and positioning direction have negative effects on firm perfor-mance, while strategic change has a positive impact. This study contributes to a more comprehensive strategic group theory by providing a positioning method based on strategic group structure.%通过三个描述战略位置的变量来研究企业在战略群组视角下战略定位对绩效的影响作用。这些变量是：企业与本群组的战略距离、企业在群组间定位的方向以及企业在本时期的战略改变。样本数据来自2008-2011年间我国煤炭采选业上市公司，对其进行战略群组划分后，定量检验了研究假设。结果表明，企业与本群组的战略距离以及企业在群组间定位的方向均负向作用于企业绩效，只有企业的战略改变对绩效有利。
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Developing strategic plans for effective utilization of research reactors
International Nuclear Information System (INIS)
Ridikas, Danas
2015-01-01
Strategic plans are indispensable documents for research reactors (RRs) to ensure their efficient, optimized and well managed utilization. A strategic plan provides a framework for increasing utilization, while helping to create a positive safety culture, a motivated staff, a clear understanding of real costs and a balanced budget. A strategic plan should be seen as an essential tool for a responsible manager of any RR, from the smallest critical facility to the largest reactor. Results and lessons learned are shown from the IAEA efforts to help the RR facilities developing strategic plans, provide review and advise services, organize national and regional stakeholder/user workshops, prepare further guidance and recommendations, document and publish guidance documents and other supporting materials.
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Developing strategic plans for effective utilization of research reactors
Energy Technology Data Exchange (ETDEWEB)
Ridikas, Danas [International Atomic Energy Agency, Vienna (Austria). Dept. of Nuclear Sciences and Applications
2015-12-15
Strategic plans are indispensable documents for research reactors (RRs) to ensure their efficient, optimized and well managed utilization. A strategic plan provides a framework for increasing utilization, while helping to create a positive safety culture, a motivated staff, a clear understanding of real costs and a balanced budget. A strategic plan should be seen as an essential tool for a responsible manager of any RR, from the smallest critical facility to the largest reactor. Results and lessons learned are shown from the IAEA efforts to help the RR facilities developing strategic plans, provide review and advise services, organize national and regional stakeholder/user workshops, prepare further guidance and recommendations, document and publish guidance documents and other supporting materials.
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Strategic approach to branding of nations: Relevancy for Serbia
Directory of Open Access Journals (Sweden)
Rakita Branko
2009-01-01
Full Text Available Building and managing brands becomes very important marketing tool in nowadays business. Branding is being pulled out from a strictly marketing area and becomes business component of a strategic importance. It is applying to products, services, companies, but also to events, people, ideas, institutions, destinations. Basically, almost everything can be branded. The subject of this paper is strategic approach to branding of nations. The paper contains review of relevant literature for the topic. Specifics of this type of branding have been analyzed. Detailed concept of strategic approach to branding of nations is a vital part of the paper. Relevancy of strategic approach to branding for Serbia is discussed at the end.
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Theorizing Strategic Communication in Parsimony from the U.S. Government Perspective
Directory of Open Access Journals (Sweden)
Young Joon Lim
2015-06-01
Full Text Available Although the term Strategic Communication seems to be a rising topic in communication studies, it is obvious that the term has been hardly visualized and explained from the U.S. government perspective in academic work. This paper theoretically visualizes strategic communication processes. The Department of State and the Department of Defense streamlined the use of strategic communication in different terms but they both focus on using soft power over hard power to gain support from foreign audiences through communication. Both departments especially after the 9/11attacks have developed programs to win hearts and minds of the target audience. This paper shows the salient process of strategic communication programs and conceptualizes principles of strategic communication from their perspectives. This paper after all illustrates the processes for theorizing strategic communication.
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Strategic Management Tools and Techniques Usage: a Qualitative Review
Directory of Open Access Journals (Sweden)
Albana Berisha Qehaja
2017-01-01
Full Text Available This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice‑based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990–2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, “what if” analysis, vision and mission statements, Porter’s five forces analysis, business financial analysis, key success factors analysis, cost‑benefit analysis and customer satisfaction.
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40 CFR 52.1870 - Identification of plan.
2010-07-01
... to convert to waterborne coatings and inks. The final compliance date is October 1, 1987. (47) On... and Orders for AK Steel Corporation (Middletown), International Paper Company (Cincinnati), Midwest...
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Lessons from History for Counter- Terrorism Strategic Communications
Ingram, H.J.; Reed, A.G.
2016-01-01
Drawing on the Counter-terrorism Strategic Communication (CTSC) Project’s research paper “A Brief History of Propaganda during Conflict“, this Policy Brief lays out the key policy-relevant lessons for developing effective counter-terrorism strategic communications. It presents a framework of
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Strategic approach to outsourcing the research and development function
Firend, A.R
2010-01-01
This paper proposes an approach for outsourcing the R&D function. This model is to serve as a strategic approach to outsourcing that considers number of elements with strategic competitive advantage as an ultimate objective. This paper suggest that outsourcing research and development should be planed and conducted from a strategic standpoint and have positive impact on organizational competitive position by incorporating it into the overall\\ud strategy of the organization to reduce the numbe...
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International Nuclear Information System (INIS)
Carta Petrolera
2001-01-01
The paper analyzes the characteristics and advantages of extracting gas of the coal, idea that from previous years Colombia wanted to develop, and owing to the association contract Rio Rancheria; Colombia decided to carry out it using modern technologies used today in day in the international environment
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IT strategic planning in hospitals: from theory to practice.
Jaana, Mirou; Teitelbaum, Mari; Roffey, Tyson
2014-07-01
To date, IT strategic planning has been mostly theory-based with limited information on "best practices" in this area. This study presents the process and outcomes of IT strategic planning undertaken at a pediatric hospital (PH) in Canada. A five-stage sequential and incremental process was adopted. Various tools / approaches were used including review of existing documentation, internal survey (n = 111), fifteen interviews, and twelve workshops. IT strategic planning was informed by 230 individuals (12 percent of hospital community) and revealed consistency in the themes and concerns raised by participants (e.g., slow IT projects delivery rate, lack of understanding of IT priorities, strained communication with IT staff). Mobile and remote access to patients' information, and an integrated EMR were identified as top priorities. The methodology and used approach revealed effective, improved internal relationships, and ensured commitment to the final IT strategic plan. Several lessons were learned including: maintaining a dynamic approach capable of adapting to the fast technology evolution; involving stakeholders and ensuring continuous communication; using effective research tools to support strategic planning; and grounding the process and final product in existing models. This study contributes to the development of "best practices" in IT strategic planning, and illustrates "how" to apply the theoretical principles in this area. This is especially important as IT leaders are encouraged to integrate evidence-based management into their decision making and practices. The methodology and lessons learned may inform practitioners in other hospitals planning to engage in IT strategic planning in the future.
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Strategic Global Climate Command?
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
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Impact of Tactical and Strategic Weather Avoidance on Separation Assurance
Refai, Mohamad S.; Windhorst, Robert
2011-01-01
The ability to keep flights away from weather hazards while maintaining aircraft-to-aircraft separation is critically important. The Advanced Airspace Concept is an automation concept that implements a ground-based strategic conflict resolution algorithm for management of aircraft separation. The impact of dynamic and uncertain weather avoidance on this concept is investigated. A strategic weather rerouting system is integrated with the Advanced Airspace Concept, which also provides a tactical weather avoidance algorithm, in a fast time simulation of the Air Transportation System. Strategic weather rerouting is used to plan routes around weather in the 20 minute to two-hour time horizon. To address forecast uncertainty, flight routes are revised at 15 minute intervals. Tactical weather avoidance is used for short term trajectory adjustments (30 minute planning horizon) that are updated every minute to address any weather conflicts (instances where aircraft are predicted to pass through weather cells) that are left unresolved by strategic weather rerouting. The fast time simulation is used to assess the impact of tactical weather avoidance on the performance of automated conflict resolution as well as the impact of strategic weather rerouting on both conflict resolution and tactical weather avoidance. The results demonstrate that both tactical weather avoidance and strategic weather rerouting increase the algorithm complexity required to find aircraft conflict resolutions. Results also demonstrate that tactical weather avoidance is prone to higher airborne delay than strategic weather rerouting. Adding strategic weather rerouting to tactical weather avoidance reduces total airborne delays for the reported scenario by 18% and reduces the number of remaining weather violations by 13%. Finally, two features are identified that have proven important for strategic weather rerouting to realize these benefits; namely, the ability to revise reroutes and the use of maneuvers
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Strategic alliances in oil and gas industry
International Nuclear Information System (INIS)
Crump, J.G.
1998-01-01
A competitor today is an ally tomorrow. A strategic partner in one market is an adversary in another. In this radically new way of doing business, the oil and gas industry seems quite at home. The trend to mergers is not unique to the oil industry, what is unique is the knack of petroleum companies to form strategic alliances [it
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Alertness management in flight operations - Strategic napping
Rosekind, Mark R.; Gander, Philippa H.; Dinges, David F.
1991-01-01
Strategic napping in two different flight operation environments is considered to illustrate its application as a fatigue countermeasure. Data obtained from commercial short-haul and long-haul operations demonstrated the utility and current practices of strategic napping. A preplanned cockpit nap acted as an acute 'safety valve' for the sleep loss, circadian disruption, and fatigue that occurs in long-haul flying.
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Implementation synergies that exploit situational knowledge strategically
DEFF Research Database (Denmark)
Quitzau, Maj-Britt; Petersen, Jens-Phillip
This paper illustrates how strategic and situated forms of knowledge may increase capacity to implement energy strategies in local urban development projects. Through analysis of front runner implementation projects, we show that the involved planners utilize situational learning processes...... strategically to develop more viable implementation trajectories. These findings resonate well with relational and network orienteered research in contemporary planning theory. In the selected case studies, we can see that planners deliberately seek to extend traditional planning approaches, like e.......g. regulation, with broader context‐specific learning processes. In doing so, we argue that – what we call – an implementation synergy is established by interlacing different forms of situational knowledge with strategic knowledge about how to reach a desired energy target. In conclusion, the paper identifies...
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Strategic Entrepreneurship: A Review and Research Agenda
DEFF Research Database (Denmark)
Lassen, Astrid Heidemann; Timenes Laugen, Bjørge; Middel, Rick
2009-01-01
This paper argues that in order to move the emerging construct of strategic entrepreneurship beyond a theoretically appealing one, we need to improve our theoretical and analytical frameworks in several key areas. Our analysis firstly discusses several challenges for the strategic entrepreneurshi...... of research foci are proposed, which will enhance the understanding of the integration of advantage-seeking behaviour and opportunity-seeking behaviour which composes strategic entrepreneurship...... concept, next identifies a number of emerging themes in SE, and thirdly highlights three topics, which should be on the future research agenda of SE; 1) moving beyond a singlestreamed focus on SE; 2) roles and behaviors supporting SE; and 3) SE as a dynamic inter-firm concept. For each of these a number...
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Strategic Planning and the Marketing Process: Library Applications.
Wood, Elizabeth J.
1983-01-01
Illustrates how basic principles of marketing and strategic market planning can be applied to libraries and discusses some concepts of strategic planning (organization mission, objectives and goals, growth strategy, program portfolio plan) and marketing (opportunity analysis, target market selection, marketing mix strategy, marketing systems…
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Quantitative analysis of strategic and tactical purchasing decisions
Heijboer, G.J.
2003-01-01
Purchasing management is a relatively new scientific research field, partly due to the fact that purchasing has only recently been recognized as a factor of strategic importance to an organization. In this thesis, the author focuses on a selection of strategic and tactical purchasing decision
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Entrepreneurial strategic groups: how clustering helps nascent firms
Amezcua, A.S.; Ratinho, Tiago
2012-01-01
Our study examines how strategic groups consisting of nascent ventures outperform other firms. An entrepreneurial strategic group is defined as firms that pursue a similar founding strategy, belong to the same industry, and compete in the same geography. We show that firms belonging to an
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DEFF Research Database (Denmark)
Lehr, Thomas; Lorenz, Ullrich; Willert, Markus
2017-01-01
-based efficacy and robustness. To facilitate the colla- borative strategizing in teams, we propose a matrix with robustness and efficacy as the two axes, which we call the Parmenides Matrix. We assess the impact of the novel approach by applying it in two cases, at a govern- mental agency (German Environmental...
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Chapter 5. The strategic plans of the Company
International Nuclear Information System (INIS)
1998-01-01
In the fifth chapter of this CD ROM the strategic plans of the Slovak Electric, Plc. (Slovenske elektrarne, a.s.), are presented. It consist of next paragraphs (1) The programme of strategic changes (Declaration of the programme; The need for change; Major tasks; The management structure; Interconnections between the PSC target areas; The PSC projects); (2) The development of the Company (The major objectives of the Company; The energy plan of Slovakia; Analysis of development Alternatives; Results of the analysis; Economic comparison of the alternatives; Development of generation, The information system; Strategic goals and legislation). (3) The quality control system
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Strategic sophistication of individuals and teams. Experimental evidence
Sutter, Matthias; Czermak, Simon; Feri, Francesco
2013-01-01
Many important decisions require strategic sophistication. We examine experimentally whether teams act more strategically than individuals. We let individuals and teams make choices in simple games, and also elicit first- and second-order beliefs. We find that teams play the Nash equilibrium strategy significantly more often, and their choices are more often a best response to stated first order beliefs. Distributional preferences make equilibrium play less likely. Using a mixture model, the estimated probability to play strategically is 62% for teams, but only 40% for individuals. A model of noisy introspection reveals that teams differ from individuals in higher order beliefs. PMID:24926100
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Chapter 5. The strategic plans of the Company
International Nuclear Information System (INIS)
1997-01-01
In the fifth chapter of this CD ROM the strategic plans of the Slovak Electric, Plc. (Slovenske elektrarne, a.s.), are presented. It consist of next paragraphs (1) The programme of strategic changes (Declaration of the programme; The need for change; Major tasks; The management structure; Interconnections between the PSC target areas; The PSC projects); (2) The development of the Company (The major objectives of the Company; The energy plan of Slovakia; Analysis of development Alternatives; Results of the analysis; Economic comparison of the alternatives; Development of generation, The information system; Strategic goals and legislation). (3) The quality control system
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Measuring and managing risk improves strategic financial planning.
Kleinmuntz, D N; Kleinmuntz, C E; Stephen, R G; Nordlund, D S
1999-06-01
Strategic financial risk assessment is a practical technique that can enable healthcare strategic decision makers to perform quantitative analyses of the financial risks associated with a given strategic initiative. The technique comprises six steps: (1) list risk factors that might significantly influence the outcomes, (2) establish best-guess estimates for assumptions regarding how each risk factor will affect its financial outcomes, (3) identify risk factors that are likely to have the greatest impact, (4) assign probabilities to assumptions, (5) determine potential scenarios associated with combined assumptions, and (6) determine the probability-weighted average of the potential scenarios.
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Barriers to the Implementation of Strategic Corporate Social Responsibility in Shipping
Directory of Open Access Journals (Sweden)
Kum Fai Yuen, PhD Candidate
2016-03-01
Full Text Available Strategic corporate social responsibility (CSR involves the voluntary practice of social and environment activities to satisfy firms’ stakeholders, with the intention of generating profits. Companies, especially those within the shipping industry, often face challenges when implementing strategic CSR. The paper therefore, seeks to identify, rank, and discuss the barriers to the implementation of strategic CSR in shipping. A list of barriers was first identified from reviewing the literature. Subsequently, a survey was administered to 600 shipping companies in Singapore and the collected data were analysed using structural equation modelling. The results showed that factors relating to lack of resources, lack of strategic vision, lack of measurement system, high regulatory standards, and low willingness to pay for CSR are significant barriers to implementing strategic CSR in shipping. The findings imply that the practice of strategic CSR is contingent on both the firm's macro-environment and micro-environment, albeit to a lesser extent. Understanding these potential barriers can help companies avoid or overcome these barriers and improve their chances of successfully implementing strategic CSR.
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Strategic Brand Creation for Yeti Nepal
Gautam, Sushil
2011-01-01
The thesis aims to create a strategic brand for a recently established restaurant called Yeti Nepal that serves Nepalese food and is located at Helsinki. The new venture does not have a clear brand positioning, brand promise and satisfactory awareness level at the moment. The literature has been reviewed to highlight the process that begins from a new brand creation to the strategic positioning of the brand in the market. The techniques to increase the awareness to the level of...
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Strategic planning and the budgeting process
International Nuclear Information System (INIS)
Craig, J.F.; Probasco, D.R.
1993-01-01
As the utility industry continues its transformation to a more competitive environment, companies are coming under ever-increasing pressure to avoid or minimize rate increases, implement new customer and environmental programs, and maintain profitability for shareholders. Two keys to having an effective organization in such an environment are the use of strategic planning and budgetary controls. The authors recently developed and implemented a strategic planning and budgeting process for a client in the Southwest. This paper reviews the highlights of that effort
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Strategic materials: Technologies to reduce US import vulnerability
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.
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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.
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How Firms Substitute for Authority in Strategic Decision-Making
DEFF Research Database (Denmark)
Dobrajska, Magdalena; Billinger, Stephan; Becker, Markus C.
Strategic decisions are often made by multiple organizational members who form decision-making structures specialized for a given strategic decision. We study a series of strategic decisions in a business unit of a global Fortune 500 firm, identifying for each decision the hierarchical...... takes place in response to changes in decision characteristics, including decision complexity, decision importance, CEO proximity, and the degree to which a decision is routine. We show various manifestations of the substitution mechanism and discuss implications for strategic decision-making....... and departmental positions of all participating organizational members. We find that firms substitute between different structural components in decision-making structures to combine hierarchical authority with cross-departmental coordination and redundant knowledge. This substitution between structural components...
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Strategic regulation of gas transport
International Nuclear Information System (INIS)
Nese, Gjermund; Straume, Odd Rune
2005-01-01
The basis of the article has been the steadily increasing focus particularly from EU, on increased competition in the natural gas markets. This could influence the profit distribution between the gas producing and consuming counties which is an important problem situation for Norway as a gas producer. The gas market value chain consist of three parts (production, transport and distribution). How the countries may use strategic regulation of the transport tariff for the transport and distribution systems in order to move as much as possible of the total profit to the part of the value chain in control is studied. The focus has been on how increased competition influences the incentives of the authorities through low or high transport tariff and to what extent increased competition influences the welfare level in the producer and consumer counties when strategic regulations of the transport occur. The analysis is based on a theoretical model developed in 2005. Some central mechanisms related to the natural gas market are mapped and Norway may counteract some negative effects of liberalisation of the European gas market through strategic adaptation of the transport tariff to the Norwegian gas transport systems
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Strategic ecosystems of Colombia
International Nuclear Information System (INIS)
Marquez Calle German
2002-01-01
The author relates the ecosystems in Colombia, he makes a relationship between ecosystems and population, utility of the ecosystems, transformation of the ecosystems and poverty and he shows a methodology of identification of strategic ecosystems
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77 FR 71140 - Approval and Promulgation of Air Quality Implementation Plans; Connecticut; NOX
2012-11-29
... Post Office Square, Suite 100, (OEP05-2), Boston, MA 02109-3912, phone number (617) 918-1657, fax... Middletown. Department of Mental Health and Addiction Services. 8111 Modification Uniroyal Chemical...
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Developing a Strategic Leadership Model for the Military Chaplaincy
National Research Council Canada - National Science Library
Steedley, Kerry
1999-01-01
The purpose of this strategy research project was to define strategic leadership, to describe spiritual leadership, and to develop a model of strategic-spiritual leadership for the U.S. Army Chaplaincy...
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International Nuclear Information System (INIS)
1993-01-01
In November 1989, the Office of Environmental Restoration and Waste Management (EM) was formed within the US Department of Energy (DOE). The EM Program was born of the recognition that a significant national effort was necessary to clean up over 45 years' worth of environmental pollution from DOE operations, including the design and manufacture of nuclear materials and weapons. Within EM, the Deputy Assistant Secretary for Environmental Restoration (EM-40) has been assigned responsibility for the assessment and cleanup of areas and facilities that are no longer a part of active DOE operations, but may be contaminated with varying levels and quantifies of hazardous, radioactive, and n-mixed waste. Decontamination and decommissioning (D ampersand D) activities are managed as an integral part of Envirorunental Restoration cleanup efforts. The Office of Environmental Restoration ensures that risks to the environment and to human health and safety are either eliminated or reduced to prescribed, acceptable levels. This Strategic Plan has been developed to articulate the vision of the Deputy Assistant Secretary for Environmental Restoration and to crystallize the specific objectives of the Environmental Restoration Program. The document summarizes the key planning assumptions that guide or constrain the strategic planning effort, outlines the Environmental Restoration Program's specific objectives, and identifies barriers that could limit the Program's success
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STRATEGIC MARKET POSITION OF THE GDANSK AIRPORT
Directory of Open Access Journals (Sweden)
Henryk Ćwikliński
2015-09-01
Full Text Available Airports are a key link of the air transport infrastructure, which is a part of the whole transportation system. Their potential is determined by a network of airlines relations and affects the long-term, strategic position in the market of aviation services. The most possible scenario of the macro-environment of the Gdansk Airport has a relatively high predictability and generally positive influencing on the potential for development in the next years. Only international and demographic areas can constitute a barrier to achieving the strategic objectives. Gdansk Airport takes permanently the third position on the Polish market. Strategic gap analysis leads to the conclusion that, compared to its main competitors Airport Gdansk has a gap of compliance trends, but in relation to smaller regional airports excess gap. GDN services are located in the square "Star" in the BCG matrix. This airport has prepared an investment program till 2035. The dynamics of the projected increase in the number of passengers and air operations in Gdansk is generally slightly higher than the growth nationwide forecasts. The strategic challenge for next years will be to strengthen the status of the GDN as a Polish aviation gateway to Scandinavia.
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The Dynamics of Lithuanian-Polish Strategic Partnership
Directory of Open Access Journals (Sweden)
Pukšto Andžej
2014-12-01
Full Text Available The paper aims at identifying relations between the events which influence Lithuanian-Polish strategic cooperation, defining principal aspects of cooperation dynamics, and analysing recent challenges in relations between Lithuania and Poland. For the purpose of analysis the following objectives have been set: 1 to analyse the development of strategic partnership and political dialogue in bilateral relations; 2 to evaluate the importance of security, defence policy, and economic projects in cooperation between the states; 3 to assess the aspect of ethnic minorities in the context of bilateral relations. The authors of the paper seek to review the principal internal and external factors which affect bilateral cooperation between Lithuania and Poland. The following methods of analysis are used in the paper: public statements made by officials, document analysis and discourse formed by the media. The key areas of analysis are the development of political dialogue, strategic cooperation, security and defence policy, economic and energy cooperation, and questions of ethnic minorities in bilateral relations. Presently in the field there is a lack of thorough investigation of similarities and differences of strategic cooperation between Lithuania and Poland.
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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.
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The clinical partnership as strategic alliance.
Novotny, Jeanne M; Donahue, Moreen; Bhalla, Bharat B
2004-01-01
The purpose of this article is to describe a renewed partnership between a collegiate school of nursing and a community hospital. Universities and hospitals are searching for creative solutions to increase the number of registered nurses available to meet the demand for nursing care. An affiliation agreement had been in existence for many years, but health care system imperatives made it necessary to redesign the partnership between nursing education and nursing service. The model used to develop this new partnership is based on the work done in the field of management and is in the form of a strategic alliance. The success of a strategic alliance depends on two key factors: the relationship between partners and partnership performance. Identified outcomes show that this partnership is helping to meet the increasing demand for nursing care by building student capacity, satisfying mutual needs of faculty and clinical staff, and removing economic barriers. This article describes the development of the strategic alliance, its current status, and strategies for the future.
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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.
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Beyond Strategic Planning: Tailoring District Resources to Needs.
Bollin, Thomas D.; Eadie, Douglas C.
1991-01-01
The strategic management process tries to create and maintain a dynamic balance between an organization's vision, mission, goals, strategies, and resources and its external environment. One Ohio school district's strategic management process succeeded resulting from a highly committed school board, a strong board-superintendent partnership, active…
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The Valences of “Value” for the Strategic Management Process
Directory of Open Access Journals (Sweden)
Ogrean Claudia
2016-04-01
Full Text Available Value represents one of the key concepts in strategic management, because the evolution of both the theory and practice of strategic management has been greatly shaped by the generic searching for value. But the approaches of value have been quite various and sometimes controversial, making value one of the most complex and dynamic determinants and metrics of the strategic competitiveness of the firm. Therefore, the paper aims to identify, based on literature review, the multiple valences value has for the strategic management process (in all of its phases: analysis, formulation and implementation, in order to capture as much as possible of its multiple facets (as concerns value drivers, value creation and value distribution into a comprehensive framework – able to successfully manage and measure the contribution of value to the strategic competitiveness of the firm, while enhancing it.
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EU Strategic Culture and the 2011 Libyan War
DEFF Research Database (Denmark)
Kahlke Hansen, Lea; Nielsen, Kristian L.
Since the Maastricht Treaty came into force in 1992, the EU has sought to enhance its capacity as an actor within security policy. An important step in this process was the 2003 European Security Strategy, which introduced the EU goal of developing a common European strategic culture. The conflict...... in Libya in many ways seemed an ideal opportunity for the EU to manifest itself as an important security actor, and to fullfill its strategic ambitions as they are described in the 2003 European Security Strategy. Instead, due to internal disagreements on the use of force, the EU was unable to forge...... a common position of any importance and therefore once again remained peripheral. This article examines the strategic culture of the European Union and what the conflict in Libya, 2011, tells us about the emergence of such a strategic culture and the EU’s capacity as an actor in security policy. It argues...
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The Co-evolution of Honesty and Strategic Vigilance
Heintz, Christophe; Karabegovic, Mia; Molnar, Andras
2016-01-01
We hypothesize that when honesty is not motivated by selfish goals, it reveals social preferences that have evolved for convincing strategically vigilant partners that one is a person worth cooperating with. In particular, we explain how the patterns of dishonest behavior observed in recent experiments can be motivated by preferences for social and self-esteem. These preferences have evolved because they are adaptive in an environment where it is advantageous to be selected as a partner by others and where these others are strategically vigilant: they efficiently evaluate the expected benefit of cooperating with specific partners and attend to their intentions. We specify the adaptive value of strategic vigilance and preferences for social and self-esteem. We argue that evolved preferences for social and self-esteem are satisfied by applying mechanisms of strategic vigilance to one's own behavior. We further argue that such cognitive processes obviate the need for the evolution of preferences for fairness and social norm compliance. PMID:27790162
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Strategic planning for organizational effectiveness during dynamic change.
Carlson, Susan L; Harris, Melodee; McLeskey, Nanci
2013-01-01
The leadership of a professional association is charged with developing a strategic plan to operationalize the organization's goals, tactics, and progress. Within the context of its values and goals, a strategic plan steers the organization toward its mission. While there are a variety of models and approaches used in strategic planning, the National Gerontological Nursing Association (NGNA) has historically used goal-based methodology. This method is congruent with the organization's leadership preferences, consistent with the mission-driven culture of the organization, and collaborative in its approach. In 2009 the NGNA Board of Directors initiated a plan for the organization's transformation to a more dynamic and member-driven association through a deliberate process. This article addresses the process used to arrive at the 2010–2011 NGNA strategic initiatives, including a discussion of pertinent data revealed in the 2011 needs assessment survey and NGNA's future initiatives focused on networking, communication, and membership benefits. This process is relevant for all organizations and groups seeking improvement in serving their constituents.
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Modeling strategic interaction with application to environmental engineering
Energy Technology Data Exchange (ETDEWEB)
Dagnino, A.
1987-01-01
The main purpose of this thesis is to develop practical decision models for use in the analysis of complex strategic interaction situations. Following the presentation of the different bargain in models that have been developed previously, an algorithm that formally defines, models, and analyzes the cooperation present in strategic interaction is given. In addition to other valuable information, the algorithm predicts the compromise solutions to complex disputes and how a given decision maker can select a strategy to reach a preferable solution. To model misconceptions of decision makers involved in strategic interaction situations, a cooperative hypergame model is developed. Then a computerized algorithm that handles preference information of decision makers involved in strategic interaction is presented. This model allows one to perform exhaustive sensitivity analyses in an efficient and quick manner. Following this, practical decision algorithms useful for mediators seeking for joint solutions are presented. These mediation models allow the study and development of compromise zones among decision makers taking part in a dispute.
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The co-evolution of honesty and strategic vigilance
Directory of Open Access Journals (Sweden)
Christophe Heintz
2016-10-01
Full Text Available We hypothesize that when honesty is not motivated by selfish goals, it reveals social preferences that have evolved for convincing strategically vigilant partners that one is a person worth cooperating with. In particular, we explain how the patterns of dishonest behavior observed in recent experiments can be motivated by preferences for social and self-esteem. These preferences have evolved because they are adaptive in an environment where it is advantageous to be selected as a partner by others and where these others are strategically vigilant: they efficiently evaluate the expected benefit of cooperating with specific partners and attend to their intentions. We specify the adaptive value of strategic vigilance and preferences for social and self esteem. We argue that evolved preferences for social and self-esteem are satisfied by applying mechanisms of strategic vigilance to one’s own behavior. We further argue that such cognitive processes obviate the need for the evolution of preferences for fairness and social norm compliance.
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Time planning and Cost Management in Strategic Alliances
Directory of Open Access Journals (Sweden)
Ana-Maria Giurea
2016-03-01
Full Text Available The paper highlights a mutual support example out of ten simulations regarding strategic alliances based on the hypothesis that every partner allocates its resources and budget in an equitable manner according to total expected time (PERT. In today’s strategic alliances, the partner plays an essential role regarding the support capacity of the firm, assuming the statement: “many hands make light work”. The equitable allocations of time and cost, that the firms are able to honor, will be an advantage within the strategic mutual support. If one of the partners fails to respond with the same resources that the other partner offers, within a certain phase of the process, he will have the possibility to prove his capacity of support in another phase, when the other partner cannot afford to allocate the same resources. Mutual support between partners, time planning and cost management represent the best ways for a complex mechanism, such as the strategic alliance, to work properly.
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Full closure strategic analysis.
2014-07-01
The full closure strategic analysis was conducted to create a decision process whereby full roadway : closures for construction and maintenance activities can be evaluated and approved or denied by CDOT : Traffic personnel. The study reviewed current...
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Strategic Defense Initiative Overview
National Research Council Canada - National Science Library
1990-01-01
... to Third World and other nations. I will then discuss the scope of the SDI effort, the evolving strategic defense system architectures and theater defense, our compliancy with the ABM Treaty, technology spinoffs resulting from SDI...
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International Nuclear Information System (INIS)
Majer, P.; Jelen, J.
1989-01-01
The method of referred investment costs was applied to a comparison of the economy of constructing the nuclear power plant at Temelin, Czechoslovakia, with that for the hypothetic nuclear power plant at Middletown, USA. For a reasonably adopted Czechoslovak crown/USD rate, the obtained costs for building the Temelin power plant are 50% higher than those for building the reference Middletown power plant. This compares rather favorably with the general level of investment costs in Czechoslovakia under the present economic conditions. The analysis performed shows that savings in investment costs should be sought in the fields of technological modernization of preparatory work and in all construction work, with the aim to reduce particularly live work. (P.A.). 12 tabs., 8 refs
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IMPROVEMENT OF STRATEGIC MANAGEMENT OF THE INDUSTRIAL ENTERPRISE
Directory of Open Access Journals (Sweden)
Anna E. Gorokhova
2015-01-01
Full Text Available The subject / topic: The subject of this article is very actual in the light of formation of post-industrial economy and need of improvement of methods, tools and mechanisms of management of economic subjects. The main reason for low efficiency of the industrial enterprises consists now that the developed stereotypes of managing and the applied methods of management don't conform to requirements of market economy. In article advantages of introduction of instruments of strategic management in activity of the industrial enterprises are considered.The purpose / objectives: The purpose of article is the analysis of the directions of improvement of strategic management of the industrial enterprise in modern economic conditions. Objectives of the article: To investigate differences of strategic management of the industrial enterprise from traditional, to analyse modern strategy of the industrial enterprises, to reveal their features and scopes.Methodology: A methodical basis of this article are comparative methods of the analysis.The Results: Difference of strategic management of the industrial enterprise from the traditional is investigated. Possibility of strategic development of the industrial companies only at systematic introduction of innovations is proved. Modern strategy of development of the industrial enterprises are analysed: modern strategy of development in retail networks of sales of mobile phones, outsourcing strategy, strategy of development of the company on the basis of a matrix «a growth / share of the market», strategy of fight for intellectual leadership, strategy of ecosystems of J. F. Moore; their features and scopes are revealed.Conclusions / significance: It is necessary to expand practical use of instruments of strategic management in activity of the industrial enterprises as they allow to increase management efficiency as a result of the accounting of opportunities and threats of environment and current state of the
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ONTOLOGICAL MODEL OF STRATEGIC ECONOMIC SECURITY OF ENTERPRISE
Directory of Open Access Journals (Sweden)
L. A. Zaporozhtseva
2014-01-01
Full Text Available Article explains the necessity the application of the ontological approach to modeling the strategic economic security in the formalization of the basic categories of domain company recognized its benefits. Among the advantages of the model distinguishes its versatility and ability to describe various aspects of strategic security - the system strategies and goals of the organization and business processes; possibility of its use at different levels of detail - from the top-level description of the basic categories of management, to design-level analytic applications; as well as the adaptability of the model, with depth on particular aspects determined by practical necessity and not regulated methodology. The model integrates various aspects of the concept of enterprise architecture and organizes conceptual apparatus. Ontological model easy to understand and adjust as business architects and specialists in designing systems of economic security and offers many categories of verbal representation of the domain of the enterprise. Proved the feasibility of using process-functional approach in providing strategic economic security, according to which the components of such a security company proposed as business processes, finance, staff and contractors. The article presents the author's ontological model of strategic economic security, including endangered sites, the presence of factors that threaten the security of the object and the subject of providing security. Further, it is proved that in the subjects of security impact on the object using the tools, measures and activities within the strategy formed the mechanism is implemented managerial decisions to strengthen the strategic economic security. The process of diagnosis, detection, identification of threats of economic security, and the development of enterprise development strategies, taking into account its level of economic security must be under the constant supervision of the process of
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Strategic Alliances: the Potential for Russian Nanoindustry
Directory of Open Access Journals (Sweden)
Inshakova Elena Ivanovna
2015-05-01
Full Text Available Strategic alliances as a form of interfirm cooperation (including international cooperation increase the potential of solving large-scale problems of national nanoindustry development, providing synergy of participants resources united by the principle of complementarity and substitution in the process of joint implementation of complex R&D programs, mobilization and input of significant financial, material, technical and intellectual resources of the participants in nanotechnology projects. Strategic alliances in nanoindustry with national and international companies participation are defined as institutional and organizational form of interfirm cooperation. At this, the upper limit of its functioning is represented by hierarchical relations in transactions within the integrated structures, and the low limit by heterarchical relations in transactions among the detached firms. The paper identifies the main factors of successful functioning of strategic alliances in nanoindustry. At the same time, the participants pursuit of their own economic interests (including non-matching interests will inevitably become a source of origin and accumulation of contradictions in the alliance, which can cause its disintegration or acquisition of a weaker, passive participant by a stronger one. This determines the need for a thorough study of decisions on entering into a strategic alliance, on tactical and operational participation in its management in accordance with the contribution of partners to its creation, defining their authority and share in the results of operations. The article also studies the experience of strategic alliances formation in American and European nanoindustry, and exemplifies the potential of such interfirm cooperation in the realia of Russian economy.
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Municipal Level of Strategic Planning: Economic and Legal Problems
Directory of Open Access Journals (Sweden)
Evgeniy Moiseevich Bukhvald
2016-12-01
Full Text Available The article focuses on the need of integration of municipal government into a unified hierarchy of strategic planning in the country. The basic positions of the acting version of the Federal law no.131 “On general principles of organization of local self-government” and the Federal law no. 172 “On strategic planning” don’t provide clear legal framework for the solution of this problem. Besides, the practical integration of municipal management into a unified hierarchy of strategic planning meets serious economic obstacles, the main of which consist in the negative situation within the system of local finance, characterized by trends of deficiency, high dependence on subsidies and, as a consequence, volatility and lack of predictability in relation to any plans and programs of long-term nature. The main idea of the article is to prove the need for a systemic approach to solving tasks, related to the integration of municipal management in a unified vertical of strategic planning in the country. The essence of this approach is the combination of a number of legal innovations in the legislation on strategic planning and local government with a set of measures, aimed to strengthen the fiscal basis of Russian local self-government together with institutional ensuring of municipal planning and its interaction with the practice of strategic planning at the level of subjects of the Russian Federation.
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Strategic Versus Nonstrategic Gambling: Results From a Community Survey.
Subramaniam, Mythily; Abdin, Edimansyah; Vaingankar, Janhavi Ajit; Shahwan, Shazana; Picco, Louisa; Chong, Siow Ann
2016-01-01
The aims of the current study were to establish the prevalence and correlates of strategic and nonstrategic gambling, using data from an epidemiological survey conducted in 2010 in Singapore. Data were used from a nationwide cross-sectional, nationally representative survey of the resident (citizens and permanent residents) population of Singaporean adults aged 18 years and older (N=6616). All respondents were administered the South Oaks Gambling Screen to determine the gambling activities and screen for pathological gambling. The diagnosis of mental disorders was established using the Composite International Diagnostic Interview, and relevant sociodemographic data were collected using a structured questionnaire. In the analysis, 1835 adults who had gambled at least once in their lives were included. The prevalence of strategic gamblers only, both strategic and nonstrategic gamblers, and nonstrategic gamblers was 12.9%, 30%, and 57.1%, respectively. As compared with nonstrategic gamblers, strategic gamblers were more likely to be males, and economically inactive (vs employed). They were less likely to be of Indian ethnicity and were currently married and divorced/separated. The prevalence of pathological gambling was significantly higher among strategic gamblers only, and both strategic and nonstrategic gamblers than nonstrategic gamblers (7.1% and 7.3% vs 2.1%; P = 0.001). This study on gambling preferences in a multiethnic community sample has reiterated some of the findings from previous studies, whereas others are unique to this population.
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Conflict Resolution in Organization through Strategic Management
F. Zafar; H. Ashfaq; Muhammad Ahmad Ali; M. Imran
2014-01-01
This study reveals the conflict Resolution in organization through Strategic management. There are different causes of conflicts within Organization and impact of conflicts on organization performance. The past decade researches identify the negative relation of conflict with employee performance. The research methodology was case study approach of different National and Multinational companies. The aim of study is to alleviate conflicts in organization through strategic management for enhanc...
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An empirical research on strategic planning in public libraries of Mainland China
Institute of Scientific and Technical Information of China (English)
Ping KE; Yingfang HE; Wenliang ZHANG; Dongqin JIA; Tinghan LI
2012-01-01
Purpose:As an important issue,strategic planning in public libraries has been paid more attention in China recent years.However,a comprehensive and systematic research,especially strategic models based on empirical studies,is required in the public library strategic planning.The purpose of this research is to investigate the current practices and propose an appropriate reference and guidance of strategic planning in public libraries in Mainland China.Design/methodology/approach:A questionnaire-based survey method is carried out to collect the views of public libraries staff at different levels in Mainland China.The questionnaire is designed on the following four aspects toward strategic planning in public libraries:The attitude,the status quo,basic issues and the guides.The 882 valid questionnaires are processed by a statistic analysis to reflect the current practices of strategic planning in public libraries in Mainland China.Findings:Our research results reveal that the unclear and confused understanding of the strategic planning still exist among the public libraries staff in Mainland China.However,the majority of respondents still believe that the strategic planning in public libraries is significant and the library developments will be affected for lacking strategic planning.Moreover,it is considerable that the strategic plans are jointly made by independent agencies and public libraries,or by the public library itself.Also,guidelines and a set of softwares in strategic planning are needed.Research limitations/implications:The study was restricted to six main areas in China.A wider geographic sampling can preferable show the basic status of strategic planning in public libraries.The procedures of data collection would be another limitation.Nevertheless,case studies should be used in the further research.Originality:The importance of this research originates from a large number of first-hand data about strategic planning in public libraries in mainland China
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An empirical research on strategic planning in public libraries of Mainland China
Institute of Scientific and Technical Information of China (English)
Ping; KE; Yingfang; HE; Wenliang; ZHANG; Dongqin; JIA; Tinghan; LI
2012-01-01
Purpose: As an important issue, strategic planning in public libraries has been paid more attention in China recent years. However, a comprehensive and systematic research, especially strategic models based on empirical studies, is required in the public library strategic planning. The purpose of this research is to investigate the current practices and propose an appropriate reference and guidance of strategic planning in public libraries in Mainland China.Design/methodology/approach: A questionnaire-based survey method is carried out to collect the views of public libraries staff at different levels in Mainland China. The questionnaire is designed on the following four aspects toward strategic planning in public libraries: The attitude, the status quo, basic issues and the guides. The 882 valid questionnaires are processed by a statistic analysis to reflect the current practices of strategic planning in public libraries in Mainland China.Findings: Our research results reveal that the unclear and confused understanding of the strategic planning still exist among the public libraries staff in Mainland China. However, the majority of respondents still believe that the strategic planning in public libraries is significant and the library developments will be affected for lacking strategic planning. Moreover, it is considerable that the strategic plans are jointly made by independent agencies and public libraries, or by the public library itself. Also, guidelines and a set of softwares in strategic planning are needed.Research limitations/implications: The study was restricted to six main areas in China. A wider geographic sampling can preferable show the basic status of strategic planning in public libraries.The procedures of data collection would be another limitation. Nevertheless, case studies should be used in the further research.Originality: The importance of this research originates from a large number of first-hand data about strategic planning in public
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ANALIZELE COMPARATIVE – METODE EFICIENTE DE DIAGNOSTICARE ÎN MANAGEMENTUL STRATEGIC
Directory of Open Access Journals (Sweden)
Eugen Remes
2010-09-01
Full Text Available Strategic diagnosis seeks to identify strategic position of a firm at some point. Strategic diagnosis is a complex process that includes several basic steps through which strategies are developed and implemented within the firm. Any strategic diagnosis process involves performing complex analysis that contributes to highlighting the position of the company lies at the start of a strategic approach. Among various strategic analysis methods, in this paper we refer only to the comparative analyses, with all its specificities. Comparative analysis are based on a number of specific instruments, such as historical analysis, comparative analysis with industry norms, best practice analysis, benchmarking. Of all these methods, benchmarking is the method of comparative analysis the most commonly used in management. By benchmarking firms can observe the own development and evolution, the resources, the skills, the capabilities, the results and the types of strategies applied more or less successfully.
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Advantages and pitfalls of South Africa-Angola strategic alliances
Directory of Open Access Journals (Sweden)
A. J. Vogel
2010-12-01
Full Text Available Purpose: Owing to a shortage of South African research focusing on international strategic alliances, this study aimed to determine whether the advantages and pitfalls of international strategic alliances referred to in international business publications are also applicable to South African international strategic alliances. Design/Methodology/Approach: This was a formal, empirical study that targeted the 163 South African enterprises which were members of the South African-Angolan Chamber of Commerce in 2005 and 2006. Findings: The results identified joint ventures as the most prominent mode of entry when expanding into developing countries and, with few exceptions, the findings support the advantages and pitfalls of international strategic alliances identified in other international publications. Value of the research: A great deal of international management research over the years has been focused on the importance of strategic alliances as a mode of entry, as well as on the pitfalls experienced by alliance partners, particularly in developed countries. However, the lack of such research in Africa in general and South Africa in particular means that South African enterprises must base their entry mode selection on non-South African research findings, and although this sample size was small, the lack of other Africa-specific research makes this research significant. Implications: With South Africa being the largest source of FDI into the rest of Africa, the findings of this paper show that South African enterprises can attain the advantages associated with international strategic alliances when using this mode of entry into Africa. In terms of pitfalls, the findings highlight the need for multinational enterprises to pay specific attention to the role of governments when forming strategic alliances.
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2010 Strategic national plan of Science Technology and Innovation PENCTI
International Nuclear Information System (INIS)
2010-07-01
The document presents the national strategic plan for Science Technology and Innovation, its history, premises, conceptual framework, the starting situation, guiding principles, strategic objectives and priority area such as new energy sources to diversify the national energy matrix, environment environment and preservation of natural resources, governance and private management with increasing levels of dependency with the development of strategic technology knowledge and innovation
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Strategic Groups: Evidence from Indian Industries | Agnihotri | KCA ...
African Journals Online (AJOL)
This paper investigates the formation of strategic groups in Cement, Automobile and Information Technology firms from emerging markets like India. Based on data of 140 firms during 2005-2010, firm's membership into different strategic groups is tested. Cluster analysis and one way ANOVA have been used to identify ...
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Public Relations Manager Involvement in Strategic Issue Diagnosis.
Lauzen, Martha M.
1995-01-01
Reports on an exploratory study that seeks to build theoretical understanding of how public relations practitioner involvement in one type of strategic organizational decision making--strategic issue diagnosis--is related to shared values with top management, diagnosis accuracy, strategy pursued, and the power of the public relations function. (TB)