Sample records for middletown rancheria strategic

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

    McGinnis and Associates LLC


    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.

  2. Final Report - Conservation & Renewable Energy Potential Study For Smith River Rancheria

    Greg Retzlaff


    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.

  3. Water quality and supply on Cortina Rancheria, Colusa County, California

    Yates, E.B.


    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)

  4. Transience: Social Mobility in Middletown, 1890-1979.

    Young, Lawrence A.; Chadwick, Bruce


    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)

  5. 75 FR 47622 - Draft Environmental Impact Statement for the Cloverdale Rancheria of Pomo Indians' Proposed 70...


    ... Rancheria of Pomo Indians (Tribe), National Indian Gaming Commission (NIGC), Environmental Protection Agency...; visual resources; environmental justice; growth inducing effects, indirect effects; cumulative effects...

  6. 77 FR 70461 - Jackson Rancheria-Tribal Council Ordinance No. 2012-01-Sale, Consumption & Possession of...


    ... 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...

  7. Smith River Rancheria's Development of an Energy Organization Investigation

    W.G Buehler & Associates


    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.

  8. 33 CFR 100.102 - Great Connecticut River Raft Race, Middletown, CT.


    ... 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...

  9. "Middletown" as a Model for Community Studies (With Comparative Data from Erie, Pennsylvania).

    Frank, Carl M.


    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)

  10. Elk Valley Rancheria Energy Efficiency and Alternatives Analysis

    Ed Wait, Elk Valley Rancheria; Frank Ziano & Associates, Inc.


    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

  11. 78 FR 21849 - Television Broadcasting Services; Ely, NV to Middletown Township, NJ


    ... 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...

  12. Under Connecticut Skies: Exploring 100 Years of Astronomy at Van Vleck Observatory in Middletown, Connecticut

    Kilgard, Roy E.; Williams, Amrys; Erickson, Paul; Herbst, William; Redfield, Seth


    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.

  13. Dispersion and establishment of the species of mangrove of the Rancheria River in the period of maximum fructification

    Lema Velez, Luisa Fernanda; Polania, Jaime; Urrego Giraldo, Ligia Estela


    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

  14. Aerial radiological survey of the Three Mile Island Nuclear Station and surrounding area, Middletown, Pennsylvania

    Colton, D.P.


    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

  15. Metal pollution investigation of Goldman Park, Middletown Ohio: Evidence for steel and coal pollution in a high child use setting.

    Dietrich, Matthew; Huling, Justin; Krekeler, Mark P S


    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.

  16. Strategic Adaptation

    Andersen, Torben Juul


    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....

  17. Strategic Entrepreneurship

    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...

  18. Strategizing Communication

    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....

  19. Strategic serendipity

    Knudsen, Gry Høngsmark; Lemmergaard, Jeanette


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

  20. Strategic Supply

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


    ...; 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...

  1. Strategic Forecasting

    Duus, Henrik Johannsen


    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...

  2. Strategic Responsiveness

    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...

  3. Strategic Aspirations

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


    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...

  4. Strategic Staffing

    Clark, Ann B.


    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;…

  5. Strategic Equilibrium

    van Damme, E.E.C.


    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

  6. Strategic Supply


    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

  7. Strategic Stillness

    Hupalo, Mariia


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

  8. Strategic Windows

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

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

  9. Strategic Leadership

    Mohammad Jaradat


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

  10. Strategic Management

    Jeffs, Chris


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

  11. Comparative analysis of seed rain of Gaiadendron punctatum (Ruiz and Pavon) G. Don (loranthaceae) and Ternstroemia meridionalis mutis ex l.f. (theaceae) at natural municipal park Rancheria (Boyaca), Colombia

    Parada Quintero, Martha


    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.

  12. Strategic plan


    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

  13. Strategic Planning: What's so Strategic about It?

    Strong, Bart


    The words "strategic" and "planning" used together can lead to confusion unless one spent the early years of his career in never-ending, team-oriented, corporate training sessions. Doesn't "strategic" have something to do with extremely accurate bombing or a defensive missile system or Star Wars or something? Don't "strategic" and "planning" both…

  14. Strategic Leadership Primer (Third Edition)


    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

  15. Implementation Of Strategic Management


    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.

  16. Strategic Polarization.

    Kalai, Adam; Kalai, Ehud


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

  17. Jesus the Strategic Leader

    Martin, Gregg


    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...

  18. Strategic information security

    Wylder, John


    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

  19. Strategic growth options

    Kulatilaka, N.; Perotti, E.C.


    We provide a strategic rationale for growth options under uncertainty and imperfect corn-petition. In a market with strategic competition, investment confers a greater capability to take advantage of future growth opportunities. This strategic advantage leads to the capture of a greater share of the

  20. Strategic marketing research

    Bijmolt, Tammo H.A.; Frambach, Ruud T.; Verhallen, Theo M.M.


    This article introduces the term “strategic marketing research” for the collection and analysis of data in support of strategic marketing management. In particular, strategic marketing research plays an important role in defining the market, analysis of the environment, and the formulation of

  1. Learning to think strategically.


    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.

  2. Cultivating strategic thinking skills.

    Shirey, Maria R


    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.

  3. Strategic planning for neuroradiologists.

    Berlin, Jonathan W; Lexa, Frank J


    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.

  4. Strategic Belief Management

    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...

  5. How Strategic are Strategic Information Systems?

    Alan Eardley


    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

  6. Lo Strategic Management Accounting



    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.

  7. Crowdnursing - Strategizing Shitstorms

    Christensen, Lars Holmgaard


    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....

  8. Strategic Risk Assessment

    Derleth, Jason; Lobia, Marcus


    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.

  9. 11. Strategic planning.


    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.

  10. Manage "Human Capital" Strategically

    Odden, Allan


    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…

  11. Strategic Talk in Film.

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


    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.

  12. Strategic planning in transition

    Olesen, Kristian; Richardson, Tim


    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’....

  13. On strategic spatial planning

    Tošić Branka


    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

  14. FY17 Strategic Themes.

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


    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.

  15. Shady strategic behavior : Recognizing strategic behavior of Dark Triad followers

    Schyns, Birgit; Wisse, Barbara; Sanders, Stacey


    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

  16. Is strategic stockpiling essential?



    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)

  17. Strategic agility for nursing leadership.

    Shirey, Maria R


    This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

  18. Strategic Issues for Training.

    Pollitt, David, Ed.


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

  19. Full closure strategic analysis.


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

  20. The strategic security officer.

    Hodges, Charles


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

  1. Strategic Communication Institutionalized

    Kjeldsen, Anna Karina


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

  2. Strategic ecosystems of Colombia

    Marquez Calle German


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

  3. Strategic Defense Initiative Overview


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

  4. Value oriented strategic marketing

    Milisavljević Momčilo


    Full Text Available Changes in today's business environment require companies to orient to strategic marketing. The company accepting strategic marketing has a proactive approach and focus on continuous review and reappraisal of existing and seeking new strategic business areas. Difficulties in achieving target profit and growth require turning marketing from the dominant viewpoint of the tangible product to creating superior value and developing relationships with customers. Value orientation implies gaining competitive advantage through continuous research and understanding of what value represents to the consumers and discovering new ways to meet their required values. Strategic marketing investment requires that the investment in the creation of values should be regularly reviewed in order to ensure a focus on customers with high profit potential and environmental value. This increases customer satisfaction and retention and long-term return on investment of companies.

  5. Leading Strategic Leader Teams

    Burleson, Willard M


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

  6. Installation Strategic Planning Guidebook


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

  7. A National Strategic Narrative


    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; sovereignty without tyranny, with assured freedom of expression; and an environment for entrepreneurial freedom and global prosperity, with access

  8. Alibaba's strategic drift

    Kim, Young-Chan; Chen, Pi-Chi


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

  9. Processes of Strategic Renewal,

    Harald Aadne, John; Mahnke, Volker


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

  10. 2015 Enterprise Strategic Vision



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

  11. Strategic market segmentation

    Maričić Branko R.


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

  12. Energy Strategic Planning & Sufficiency Project

    Retziaff, Greg


    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.

  13. Strategic management for university hospitals

    Martha Isabel Riaño-Casallas


    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.

  14. FY16 Strategic Themes.

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


    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.

  15. Strategizing in multiple ways

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


    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....

  16. Thinking strategically about capitation.

    Boland, P


    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.

  17. Tourism and Strategic Planning

    Pasgaard, Jens Christian


    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...

  18. NASA strategic plan


    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.

  19. Strategic Self-Ignorance

    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....

  20. Strategic self-ignorance

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


    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....

  1. Strategic environmental assessment

    Kørnøv, Lone


    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...

  2. Complex Strategic Choices

    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...

  3. Middletown House Nursing Home, Ardamine, Gorey, Wexford.

    Gerritsen, Anneloes E


    Abstract Background It is increasingly recognized that the impact of disease on quality of life should be taken into account when assessing health status. It is likely that tooth loss, in most cases being a consequence of oral diseases, affects Oral Health-Related Quality of Life (OHRQoL). The aim of the present study is to systematically review the literature and to analyse the relationship between the number and location of missing teeth and oral health-related quality of life (OHRQoL). It was hypothesized that tooth loss is associated with an impairment of OHRQoL. Secondly, it was hypothesized that location and distribution of remaining teeth play an important role in this. Methods Relevant databases were searched for papers in English, published from 1990 to July 2009 following a broad search strategy. Relevant papers were selected by two independent readers using predefined exclusion criteria, firstly on the basis of abstracts, secondly by assessing full-text papers. Selected studies were grouped on the basis of OHRQoL instruments used and assessed for feasibility for quantitative synthesis. Comparable outcomes were subjected to meta-analysis; remaining outcomes were subjected to a qualitative synthesis only. Results From a total of 924 references, 35 were eligible for synthesis (inter-reader agreement abstracts κ = 0.84 ± 0.03; full-texts: κ = 0.68 ± 0.06). Meta-analysis was feasible for 10 studies reporting on 13 different samples, resulting in 6 separate analyses. All studies showed that tooth loss is associated with unfavourable OHRQoL scores, independent of study location and OHRQoL instrument used. Qualitative synthesis showed that all 9 studies investigating a possible relationship between number of occluding pairs of teeth present and OHRQoL reported significant positive correlations. Five studies presented separate data regarding OHRQoL and location of tooth loss (anterior tooth loss vs. posterior tooth loss). Four of these reported highest impact for anterior tooth loss; one study indicated a similar impact for both locations of tooth loss. Conclusions This study provides fairly strong evidence that tooth loss is associated with impairment of OHRQoL and location and distribution of tooth loss affect the severity of the impairment. This association seems to be independent from the OHRQoL instrument used and context of the included samples.

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

    Litos, D M


    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.

  5. Mapping strategic diversity: strategic thinking from a variety of perspectives

    Jacobs, D.


    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

  6. Strategic planning and managerial control

    Mihaela Ghicajanu


    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.

  7. New Military Strategic Communications System

    Baldwin, Robert F


    ... 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...

  8. The strategic entrepreneurial thinking imperative

    S. Dhliwayo; J. J. Van Vuuren


    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...

  9. A Handbook for Strategic Planning


    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

  10. Scenario-based strategizing

    Lehr, Thomas; Lorenz, Ullrich; Willert, Markus


    -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...

  11. Strategic decision making

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


    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

  12. Strategic Marketing for Agribusiness.

    Welch, Mary A., Ed.


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

  13. Strategic planning for marketers.

    Wilson, I


    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.

  14. Strategic port development

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


    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...

  15. Naming as Strategic Communication

    Schmeltz, Line; Kjeldsen, Anna Karina


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

  16. Strategic self-management

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


    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...

  17. Capabilities for Strategic Adaptation

    Distel, Andreas Philipp

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

  18. ACNW - 1998 strategic plan


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

  19. Strategic Targeted Advertising

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


    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

  20. What is strategic management?

    Jasper, Melanie; Crossan, Frank


    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.

  1. Scenario-based strategizing

    Lehr, Thomas; Lorenz, Ullrich; Willert, Markus


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

  2. Measuring strategic success.

    Gish, Ryan


    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.

  3. AECB strategic plan 1999


    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)

  4. Essays on Strategic Communication

    Z. Sharif (Zara)


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

  5. Strategic Management of Large Projects

    WangYingluo; LiuYi; LiYuan


    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.

  6. Peaceful Development and Strategic Opportunity

    Yang Yi


    @@ 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:

  7. Strategic Planning and Financial Management

    Conneely, James F.


    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…

  8. Being Strategic in HE Management

    West, Andrew


    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…

  9. Strategic Partnerships in Higher Education

    Ortega, Janet L.


    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…

  10. The Possibilities of Strategic Finance

    Chaffee, Ellen


    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…

  11. Microfoundations of strategic decision effectiveness

    Jansen, R.J.G.; Van Santen, Sarah


    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

  12. Strategic arms limitation

    Allen Greb, G.; Johnson, Gerald W.


    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.

  13. Cognitive Characteristics of Strategic and Non-strategic Gamblers.

    Mouneyrac, Aurélie; Lemercier, Céline; Le Floch, Valérie; Challet-Bouju, Gaëlle; Moreau, Axelle; Jacques, Christian; Giroux, Isabelle


    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.

  14. Innovation and strategic competitiveness

    Jović Mile B.


    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.

  15. Strategic innovation portfolio management

    Stanković Ljiljana


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

  16. Scope of strategic marketing

    Bradley Frank


    Full Text Available Marketing is a philosophy that leads to the process by which organizations, groups and individuals obtain what they need and want by identifying value, providing it, communicating it and delivering it to others. The core concepts of marketing are customers needs, wants and values; products, exchange, communications and relationships. Marketing is strategically concerned with the direction and scope of the long-term activities performed by the organization to obtain a competitive advantage. The organization applies its resources within a changing environment to satisfy customer needs while meeting stakeholder expectations. Implied in this view of strategic marketing is the requirement to develop a strategy to cope with competitors, identify market opportunities, develop and commercialize new products and services, allocate resources among marketing activities and design an appropriate organizational structure to ensure the perform once desired is achieved.

  17. The Strategic Design Perspective

    Rasmussen, Jørgen


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

  18. Interoperability Strategic Vision

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


    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.

  19. Strategic decision making

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


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

  20. Dynamic Strategic Information Transmission

    Mikhail Golosov; Vasiliki Skreta; Aleh Tsyvinski; Andrea Wilson


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

  1. Strategic Targeted Advertising

    Andrea Galeotti; Jose Luis Moraga


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

  2. Strategic Marketing in Tourism

    Silvia Muhcina; Brailoiu Liviu


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

  3. Strategic Corporate Social Responsibility

    Planer-Friedrich, Lisa; Sahm, Marco


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

  4. The strategic research positioning:

    Viala, Eva Silberschmidt

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

  5. Making Risk Management Strategic

    Sax, Johanna; Andersen, Torben Juul


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

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

    Reeder, Melanie


    .... 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...

  7. Strategic management of population programs

    Bernhart, Michael H.


    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...

  8. Strategic planning: today's hot buttons.

    Bohlmann, R C


    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.

  9. Strategic Human Resources Management

    Marta Muqaj


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

  10. Strategic management process in hospitals.

    Zovko, V


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

  11. Strategic thinking for radiology

    Schilling, Ronald B.


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

  12. Strategic Aspects of Bundling

    Podesta, Marion


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

  13. Guam Strategic Energy Plan

    Conrad, M. D.


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

  14. Strategic CSR in Afghanistan

    Azizi, Sameer

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

  15. Strategic Global Climate Command?

    Long, J. C. S.


    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

  16. Encouraging environmentally strategic technologies

    Heaton, G.R.


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

  17. Strategic Urban Governance

    Pagh, Jesper


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

  18. Neurocognitive dysfunction in strategic and non-strategic gamblers.

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


    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.

  19. Operationalizing strategic marketing.

    Chambers, S B


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

  20. Strategic Planning for Higher Education.

    Kotler, Philip; Murphy, Patrick E.


    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)

  1. Macrofoundation for Strategic Technology Management

    Pedersen, Jørgen Lindgaard


    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...

  2. Strategic Interactions in Franchise Relationships

    Croonen, Evelien Petronella Maria


    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

  3. 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...

  4. Strategic delegation improves cartel stability

    Han, M.A.


    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,

  5. Strategic Partnerships in International Development

    Treat, Tod; Hartenstine, Mary Beth


    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…

  6. The Ethics of Strategic Ambiguity.

    Paul, Jim; Strbiak, Christy A.


    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…

  7. Strategic Planning Is an Oxymoron

    Bassett, Patrick F.


    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…

  8. Strategic Planning and Online Learning

    McLaughlin-Graham, Karen; Berge, Zane L.


    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…

  9. Strategic Aspects of Cost Management

    Angelika I. Petrova


    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

  10. Using Model to Plan of Strategic Objectives

    Terezie Bartusková; Jitka Baňařová; Zuzana Kusněřová


    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...

  11. Strategic cycling: shaking complacency in healthcare strategic planning.

    Begun, J; Heatwole, K B


    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.

  12. ABSTRACTS Preliminary Study of Strategic Inner Cores


    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.

  13. Strategic thinking for radiology.

    Schilling, R B


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

  14. Trust in Strategic Alliances

    Nielsen, Bo


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

  15. Strategizing on innovation systems

    Jofre, Sergio

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

  16. Strategic research on materials

    Williams, J.


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

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

    Ahadiat, Ayi


    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...

  18. Complex Strategic Choices Applying Systemic Planning for Strategic Decision Making

    Leleur, Steen


    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...

  19. Networks and meshworks in strategizing

    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...

  20. The Emerging Strategic Entrepreneurship Field

    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...

  1. 7 CFR 25.202 - Strategic plan.


    ... 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...

  2. Strategic Vision: A Selected Bibliography

    Moyer, Jeannette


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

  3. Strategic Airlift: Our Achilles' Heel

    Burns, John


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

  4. Strategic Military Leaders - Leading Tomorrow

    Kit, Ng W


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

  5. Strategic Vision. A Selected Bibliography

    Gibish, Jane


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

  6. Strategic Vision: A Selected Bibliography

    Gibish, Jane


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

  7. Critical Thinking - A Strategic Competency

    Gwilliam, Jeffrey


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

  8. Africa Center for Strategic Studies


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

  9. Education and Strategic Research Collaborations

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

  10. Strategic Implications of Global Health

    Monaghan, Karen


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

  11. Dominant investors and strategic transparency

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


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

  12. Dominant investors and strategic transparency

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


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

  13. Managing transdisciplinarity in strategic foresight

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


    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...

  14. Strategic Planning for Cardiac Services

    Gauthier, Gail D


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

  15. Defeating Terrorism: Strategic Issue Analyses

    Martin, John


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

  16. Strategic Audit and Ownership Strategy

    Mike Franz Wahl


    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.

  17. Maintenance Process Strategic Analysis

    Jasiulewicz-Kaczmarek, M.; Stachowiak, A.


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

  18. CINT 2020 Strategic Plan

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


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

  19. Personal strategic planning

    Rolando Juan Soliz Estrada


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

  20. Strategic Leadership of Corporate Sustainability

    Strand, Robert


    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...

  1. Always Strategic: Jointly Essential Landpower


    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

  2. Institutional Profiles: Some Strategic Tools

    Frans van Vught


    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.

  3. Strengthening Strategic Stability with Russia


    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

  4. The neoliberalisation of strategic spatial planning

    Olesen, Kristian


    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....


    Nadiia Pylypiv


    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.

  6. Strategic aspects of innovation management

    Baruk Jerzy


    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.

  7. The analysis of strategic planning in transport

    Išoraitė, Margarita


    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...

  8. IPPF's strategic vision 2000.

    Mahler, H


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

  9. Children's strategic theory of mind.

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo


    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.

  10. Strategic Decision Making Paradigms: A Primer for Senior Leaders


    decision making . STRATEGIC DECISION MAKING Strategic Change: There are several strategic...influenced by stakeholders outside of the organization. The Ontology of Strategic Decision Making . Strategic decisions are non-routine and involve...Coates USAWC, July 2009 5 The Complexity of Strategic Decision Making Strategic decisions entail “ill-structured,”6 “messy” or

  11. Energy Strategic Planning & Self-Sufficiency Project

    Greg Retzlaff


    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.

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

    Johnsen, Åge


    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...

  13. NATO's Strategic Partnership with Ukraine

    Breitenbauch, Henrik Ø.


    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....

  14. The Test of Strategic Culture

    Dalgaard-Nielsen, Anja


    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....

  15. Limited rationality and strategic interaction

    Fehr, Ernst; Tyran, Jean-Robert


    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...

  16. Strategic planning in healthcare organizations.

    Rodríguez Perera, Francisco de Paula; Peiró, Manel


    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.

  17. IS and Business Leaders' Strategizing

    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...

  18. The Nature of Strategic Communication

    Christensen, Lars Thøger; Svensson, Emma


    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...

  19. Strategic behaviour under regulatory benchmarking

    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


    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)

  20. Strategic campaigns and redistributive politics

    Schultz, Christian


    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...

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

    Bax, Erik H.


    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

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

    Reuben, E.; Suetens, S.


    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

  3. Strategic Planning and Strategic Thinking Clothed in STRATEGO

    Baaki, John; Moseley, James L.


    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…

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

    . 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 ...

  5. Preemption in U.S. Strategic Culture

    Marca, Daniela


    .... 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...

  6. General Kenney as a Strategic Leader

    Manuel, Kent


    .... 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...

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

    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.

  8. GAO Strategic Plan 2007-2012


    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...

  9. Implementing Knowledge Management as a Strategic Initiative

    DiGiacomo, Joseph


    ... 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...

  10. The War in Afghanistan: A Strategic Analysis

    Herring, G


    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...

  11. Strategic Leadership in the Transformation Age

    Kidd, William


    ... 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...

  12. The Danish experience of strategic environment assesment

    Kørnøv, Lone


    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)....

  13. Strategic Planning in Irish Quantity Surveying Pracitces

    Murphy, Roisin


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

  14. Crisis - Strategic Management in Public Relation

    Saari Ahmad


    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...


    Pylypiv, Nadiia; Pіatnychuk, Iryna


    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...

  16. Strategic Management in Times of Crisis

    Groh, Maximilian


    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, ...


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


    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 ...

  18. Rewarding Stakeholders: The Perspective of Strategic Entrepreneurship

    Dissanayake, Srinath


    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...

  19. Strategic entrepreneurship in the future: Theoretical views

    Martinović Milan


    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.

  20. Strategic Groups and Banks’ Performance

    Gregorz Halaj


    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.

  1. Learning in strategic technology alliances

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


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

  2. Consultancy on Strategic Information Planning.

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

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

  3. Strategic Planning: Shaping Future Success


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

  4. Strategic Management in Hybrid Organizations

    Joldersma, F.; Winter, V.


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

  5. Integrating financial and strategic planning.

    Pivnicny, V C


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

  6. Faculty Perceptions of Strategic Visioning.

    Marcus, Laurence R.; Smith, Richard

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

  7. Strategic interactions in environmental economics

    Heijnen, Pim


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

  8. Strategic Planning for School Success.

    Herman, Jerry J.


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

  9. Strategic Asset Seeking by EMNEs

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


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


    Vladislav M. Sannikov


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

  11. Strategic planning for remediation projects

    Tapp, J.W.


    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

  12. A "Quick & Dirty" Strategic Audit

    Brawley, Dorothy E.


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

  13. Selfishness Level of Strategic Games

    Apt, K.R.; Schäfer, G.


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

  14. Strategic Deterrence for the Future


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

  15. Crafting successful strategic technology alliances

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


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

  16. IT Strategic and Operational Controls

    Kyriazoglou, J


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

  17. Safeguards Technology Strategic Planning Pentachart

    Carroll, C. J.


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

  18. Strategic School Planning in Jordan

    Al-Zboon, Mohammad Saleem; Hasan, Manal Subhi


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

  19. Social theories for strategic communication

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


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

  20. Using Intellectual Property Rights Strategically

    Reitzig, Markus


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

  1. Strategic Issues in University Management

    Roosendaal, Hans E.


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

  2. A strategic PACS maturity approach

    van de Wetering, R.


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

  3. Japanese strategic thought toward asia

    Rozman, Gilbert; Ferguson, Joseph


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

  4. Strategic Approaches with Resistant Families.

    Breit, Miranda; And Others


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

  5. Entrepreneurial Spirit in Strategic Planning.

    Riggs, Donald E.


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

  6. Negotiation for Strategic Video Games

    Afiouni, Einar Nour; Øvrelid, Leif Julian


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

  7. Strategic Audit and Marketing Plan

    Wright, Lianna S.


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

  8. Napoleon’s Strategic Failures


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

  9. 76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group


    ... 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...

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

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


    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…

  11. Strategic learning in healthcare organizations.

    O'Sullivan, M J


    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

  12. Extending Ansoff’s Strategic Diagnosis Model

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


    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...

  13. Strategic decision quality in Flemish municipalities

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


    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

  14. 13 CFR 313.6 - Strategic Plans.


    ... 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...

  15. The new strategic balance and cooperative security

    Simpson, J.


    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

  16. 12 CFR 563e.27 - Strategic plan.


    ... 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...

  17. 12 CFR 228.27 - Strategic plan.


    ... 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...

  18. A Strategic Plan Is Just the Beginning

    Wilson, E. B.


    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.…

  19. 23 CFR 1335.6 - Strategic plan.


    ... 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...

  20. The value contribution of strategic foresight

    Rohrbeck, René; Schwarz, Jan Oliver


    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....

  1. Collaborative Strategic Planning: Myth or Reality?

    Mbugua, Flora; Rarieya, Jane F. A.


    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…

  2. Strategic Activism, Educational Leadership and Social Justice

    Ryan, James


    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…

  3. Strategic personnel management in an educational institution



    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.

  4. Strategic thinking in turbulent times

    Bratianu Constantin


    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.

  5. Strategic regulation of gas transport

    Nese, Gjermund; Straume, Odd Rune


    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

  6. A Strategic-Equilibrium Based

    Gabriel J. Turbay


    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

  7. Strategic alliances in engineering, technology and development

    Jazrawi, W.


    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

  8. Human dimension of strategic partnerships

    Petković Mirjana M.


    Full Text Available This paper aims to point to the widespread practice of neglecting behavioral aspects of different forms of fusions and integrations of enterprises that have emerged in the process of privatization through strategic partnerships with foreign companies among Serbian enterprises. The initial hypothesis in this paper is that the process of privatization, restructuring and transformation in Serbian enterprises cannot be completely successful and equally advantageous for all the subjects involved if there is no concern for human dimension of these processes. Without this concern there is a possibility for behavioral problems to arise, and the only way to resolve them is through post festum respecting and introducing elements that should never have been neglected in the first place. This paper refers to the phenomenon of collision of cultures and the ways of resolving it while forming strategic partnerships.

  9. Strategic leadership: the essential skills.

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


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

  10. Corporate Foresight and Strategic Decisions

    Gomez Portaleoni, Claudio; Marinova, Svetla Trifonova; Ul-Haq, Rehan

    . It provides an extensive analysis of extant theories of corporate foresight and strategic management, brings in new notions and insights, and presents an in-depth case study exploration of corporate foresight of a European bank. The understanding of organizational future is influenced by the perceived......The investigation of the future of an organization has always captivated the attention of academics and business managers. Presently, the aspiration to entrench future-relevant insights into management practices is a must. Companies that have made attempts to use corporate foresight have generally...... dealt successfully with internal information sharing processes that in most cases have prepared them for the challenges of the future. Corporate Foresights and Strategic Decisions investigates the relationships between corporate foresight and management decision-making processes in organizations...

  11. Strategic alliances and market risk.

    Havenaar, Matthias; Hiscocks, Peter


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

  12. Strategic Planning for Research Reactors


    This publication is a revision of IAEA-TECDOC-1212 which primarily focused on enhancing the utilization of existing research reactors. This updated version also provides guidance on how to develop and implement a strategic plan for a new research reactor project and will be of particular interest for organizations which are preparing a feasibility study to establish such a new facility. This publication will enable managers to determine more accurately the actual and potential capabilities of an existing reactor, or the intended purpose and type of a new facility. At the same time, management will be able to match these capabilities to stakeholders/users’ needs and establish the strategy of meeting such needs. In addition, several annexes are presented, including some examples as clarification to the main text and ready-to-use templates as assistance to the team drafting a strategic plan.

  13. When unforeseen event become strategic

    Larsen, Mette Vinther; Rasmussen, Jørgen Gulddahl


    This article acknowledges that strategising processes revolve around allowing for continual shifts in an uncertain environment to constructively shape the ways in which managers strategise. The research question pursued in this article is: ‘How do unforeseen events shape managerial strategising......?’ The theoretical background for this article is inspired by research done within the strategy-as-practice and strategy-in-practice communities and uses concepts such as strategic intent, wayfinding/wayfaring and temporal work to explore how the managers from the small Danish Software Company cooperated with actors...... in the mining industry. This cooperation was initially perceived as an unforeseen event but, incrementally and retrospectively, it became strategic. The main theoretical and practice-anchored findings draw attention to the roles that unforeseen events can play in shaping strategising. These findings underline...

  14. A Strategizing Perspective in Foresight

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

  15. European strategic issues for LPG



    A Strategic Team was set up at the AEGPL to: define an energy long term scenario, formulate a LPG road map, identify a positioning for LPG and determine a new image and a new name for the Association. The project will be presented in October, said Main De Greve (SHV) during the AEGPL Congress in Istanbul, where he presented a very interesting analysis on the LPG social and business environment. We publish this text below. (authors)

  16. 2011 Army Strategic Planning Guidance


    TESI ) of 22,000 Soldiers, the Army’s total force by the end of the mid-term period is programmed to be 520K (AC). We will achieve a more...dwell ratios, extending TESI authority to adequately man deploying units and sustain the All-Volunteer Force, right-sizing the generating force, and... TESI Temporary End-Strength Increase WMD Weapons of Mass Destruction 2011 ARMY STRATEGIC PLANNING GUIDANCE Page 19 2011

  17. Cognitive Load and Strategic Sophistication

    Allred, Sarah; Duffy, Sean; Smith, John


    We study the relationship between the cognitive load manipulation and strategic sophistication. The cognitive load manipulation is designed to reduce the subject's cognitive resources that are available for deliberation on a choice. In our experiment, subjects are placed under a large cognitive load (given a difficult number to remember) or a low cognitive load (given a number which is not difficult to remember). Subsequently, the subjects play a one-shot game then they are asked to recall...

  18. Strategic pricing of equity issues

    Klaus Ritzberger; Frank Milne


    Consider a general equilibrium model where agents may behave strategically. Specifically, suppose some firm issues new shares. If the primary market price is controlled by the issuing institution and investors' expectations on future equity prices are constant in their share purchases, the share price on the primary market cannot exceed the secondary market share price. In certain cases this may imply strict underpricing of newly issued shares. If investors perceive an influence on future sha...

  19. Learning in Strategic Technology Alliances



    In this paper we examine the influence of strategic technology alliances on organisational learning. From an empirical perspective we examined the pre- and post- alliance knowledge bases of allying firms. We found that the pre- alliance knowledge base overlap of the allying firms has an inverted U-shaped relationship with the degree of learning taking place in the alliance. Alliances established for the purpose of learning also show a significantly greater increase in knowledge base overlap f...

  20. Strategic Complexity and Global Expansion

    Oladottir, Asta Dis; Hobdari, Bersant; Papanastassiou, Marina


    The purpose of this paper is to analyse the determinants of global expansion strategies of newcomer Multinational Corporations (MNCs) by focusing on Iceland, Israel and Ireland. We argue that newcomer MNCs from small open economies pursue complex global expansion strategies (CGES). We distinguish....... The empirical evidence suggests that newcomer MNCs move away from simplistic dualities in the formulation of their strategic choices towards more complex options as a means of maintaining and enhancing their global competitiveness....

  1. Strategic regulation of gas transport

    Nese, Gjermund; Straume, Odd Rune


    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

  2. The Conceptual Framework of Strategic Management Accounting

    Iershova Natalia Yu.


    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.

  3. NERSC Strategic Implementation Plan 2002-2006

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


    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.

  4. 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

  5. Implementing successful strategic plans: a simple formula.

    Blondeau, Whitney; Blondeau, Benoit


    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.


    V. B. Pogosyan


    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.

  7. Methodological approach to strategic performance optimization

    Hell, Marko; Vidačić, Stjepan; Garača, Željko


    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...

  8. Strategic management cultures: historical connections with science

    Abreu Pederzini, G.


    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...

  9. Strategic Analysis of the Air Astana Company

    Mansurova, Benazir


    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...

  10. Strategic Missile Defense & Nuclear Deterrence

    Grego, Laura

    The United States has pursued defenses against nuclear-armed long-range ballistic missiles since at least the 1950s. At the same time, concerns that missile defenses could undermine nuclear deterrence and potentially spark an arms race led the United States and Soviet Union to negotiate limits on these systems. The 1972 Anti-Ballistic Missile Treaty constrained strategic missile defenses for thirty years. After abandoning the treaty in 2002, President George W. Bush began fielding the Ground-based Midcourse Defense (GMD) homeland missile defense system on an extremely aggressive schedule, nominally to respond to threats from North Korea and Iran. Today, nearly fifteen years after its initial deployment, the potential and the limits of this homeland missile defense are apparent. Its test record is poor and it has no demonstrated ability to stop an incoming missile under real-world conditions. No credible strategy is in place to solve the issue of discriminating countermeasures. Insufficient oversight has not only exacerbated the GMD system's problems, but has obscured their full extent, which could encourage politicians and military leaders to make decisions that actually increase the risk of a missile attack against the United States. These are not the only costs. Both Russia and China have repeatedly expressed concerns that U.S. missile defenses adversely affect their own strategic capabilities and interests, particularly taken in light of the substantial US nuclear forces. This in turn affects these countries' nuclear modernization priorities. This talk will provide a technical overview of the US strategic missile defense system, and how it relates to deterrence against non-peer adversaries as well as how it affects deterrence with Russia and China and the long-term prospects for nuclear reductions

  11. Neural mechanisms mediating degrees of strategic uncertainty.

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


    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.

  12. A Strategic Systems Model for Effective Recruiting

    Woolever, Daniel


    .... After introducing a model for effective and efficient recruiting, this Strategic Research Project describes the Air Force recruiting organizational structure, management processes and practices...

  13. Spring 2005 Industry Study. Strategic Materials

    Boland, Michael; Bromell, Robert; Carpenter, Robert; Clark, Thomas; Donnelly, Thomas; Echernacht, Jr., Kenneth; Higgins, David; Madden, Michael; Martin, Matthew; Murdock, Hal


    .... In order to retain its competitive advantage, the US must initiate a comprehensive National Materials Strategy to focus and revitalize the climate for innovation, to develop strategic partnerships...

  14. Network Effects Versus Strategic Discounting

    Zucchini, Leon; Claussen, Jörg; Trüg, Moritiz

    . Alternatively, research on strategic discounting suggests small operators use on-net discounts to advertise with low on-net prices. We test the relative strength of these effects using data on tariff setting in German mobile telecommunications between 2001 and 2009. We find that large operators are more likely......Mobile telecommunication operators routinely charge subscribers lower prices for calls on their own network than for calls to other networks (on-net discounts). Studies on tariff-mediated network effects suggest this is due to large operators using on-net discounts to damage smaller rivals...

  15. TFV as a strategic tool

    Bonke, Sten; Bertelsen, Sven


    The paper investigates the use of the Transformation-Flow-Value theory as a strategic tool in the development of the project production firm. When producing products such as ships, focus on value more than on cost may be the best approach, but in service industries such as construction, focus...... on flow may often be a far better approach than just looking at the costs. The paper presents a simple, general financial model to support this argument and not least to assist the reader in conducting similar analyses in his own company....

  16. Carlsbad Area Office strategic plan


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

  17. Strategic Workshops on Cancer Nanotechnology

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


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

  18. Emotional intelligence in strategic plan

    Mulet Arasa, David


    Treball Final de Grau en Administració d'Empreses. Codi: AE1049. Curs acadèmic: 2016/2017. Given that there is high labor competitiveness, encouraged by globalization, companies must use all the resources they have as effectively as possible. One of these resources is the human factor, from the point of view of Emotional Intelligence and the competencies raised by Goleman (2008). On the other hand, it has the strategic plan, the framework where all the procedures and objectives...

  19. Organising purchasing and (strategic) sourcing

    Lidegaard, Nina; Boer, Harry; Munkgaard Møller, Morten


    mature role in corporate strategy. These changes have serious implications for the purchasing process, its characteristics and organisation. Previous research indicates that none of the prevailing solutions, functional departments and cross-functional teams, embedded in a centralised, decentralised...... or hybrid overall structure, deliver the expected results. Contingency theory predicts that the success of a firm depends on the fit among characteristics of, amongst others, the firm’s processes and organisational structure. The objective of this paper is to propose and illustrate a processbased...... typological theory of purchasing and (strategic) sourcing organisation....

  20. Strategic cost management as the main component of strategic management accounting

    Ходзицька, Валентина Василівна


    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...

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

    Berghman, Liselore


    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...

  2. Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage

    Handrimurtjahjo, Agustinus Dedy


    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 ...

  3. 78 FR 15970 - Cedarville Rancheria-Liquor Licensing Ordinance of the Cedarville Rancheria, Ordinance No. 2012-05


    ... otherwise. The term shall also include the businesses of the Tribe. It shall be interchangeable in this.... The Executive Committee shall have the authority to issue the following types of liquor licenses... morals. The Executive Committee shall deny an application for issuance, renewal or transfer of a license...

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


    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

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

    L.A. Berghman (Liselore)


    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




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

  7. Strategic Employee Development (SED) Program

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


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

  8. Affective reading and strategic hermeneutics

    Riccardo Frangi


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

  9. Strategic renewal for business units.

    Whitney, J O


    Over the past decade, business units have increasingly taken the role of strategy formulation away from corporate headquarters. The change makes sense: business units are closer to customers, competitors, and costs. Nevertheless, business units can fail, just as headquarters once did, by losing their focus on the organization's priorities and capabilities. John Whitney--turnaround expert and professor of management at Columbia University--offers a method for refocusing companies that he calls the strategic-renewal process. The principles behind the process are straightforward, but its execution demands extensive data, rigorous analysis, and the judgment of key decision makers. However, when applied with diligence, it can produce a strategy that yields both growth and profit. To carry out the process, managers must analyze, one by one or in logical groupings, the company's customers, the products it sells, and the services it offers in light of three criteria: strategic importance, significance, and profitability. Does a given customer, product, or service mesh with the organization's goals? Is it significant in terms of current and future revenues? And is it truly profitable when all costs are care fully considered? Customers, products, and services that do not measure up, says the author, must be weeded out relentlessly. Although the process is a painstaking one, the article offers clear thinking on why-and how-to go about it. A series of exhibits takes managers through the questions they need to raise, and two matrices offer Whitney's concentrated wisdom on when to cultivate--and when to prune.

  10. Strategic raw materials. Risk management

    Bertau, Martin; Matschullat, Joerg; Kausch, Peter


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

  11. Strategic management in company information centre

    Judita Kopacikova, J.


    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)

  12. Strategic management in company information centre

    Judita Kopacikova, J.


    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)

  13. The evolution of scientific views on strategic financial planning abroad

    Vorobyev Alexey Vyacheslavovich


    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.

  14. The evolution of scientific views on strategic financial planning abroad

    Vorobyev Alexey Vyacheslavovich


    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.

  15. 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


    Andreea ZAMFIR


    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.

  17. Strategic Management Foundations and Employee Performance of ...

    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 ...

  18. Strategic alliances in oil and gas industry

    Crump, J.G.


    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

  19. Strategic technology alliance termination : an empirical investigation

    Sadowski, B.M.; Duysters, G.M.


    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

  20. Strategic Human Resource Planning in Academia

    Ulferts, Gregory; Wirtz, Patrick; Peterson, Evan


    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…




    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.

  2. Strategic plan creates a blueprint for budgeting.

    Cook, D


    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.


    Ioan NICOLAE


    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.

  4. Perceptions regarding strategic and structural entry barriers

    Lutz, C.H.M.; Kemp, R.G.M.; Dijkstra, S.G.


    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

  5. 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

  6. Strategic default and equity risk across countries

    Favara, G.; Schroth, E.; Valta, P.


    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

  7. Naval Medical Research and Development Strategic Plan


    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

  8. Strategic Management in the Era of Cooperation

    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...

  9. 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


    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

  10. Collaborative Strategic Planning in Higher Education

    Sanaghan, Patrick


    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.…

  11. Strategic Thinking: The Untapped Resource for Leaders.

    Alfred, Richard L.


    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…

  12. Alertness management in flight operations - Strategic napping

    Rosekind, Mark R.; Gander, Philippa H.; Dinges, David F.


    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.

  13. Teaching Strategic Management with a Business Game.

    Knotts, Ulysses S., Jr.; Keys, J. Bernard


    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…

  14. 24 CFR 91.415 - Strategic plan.


    ... 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...

  15. Applying Mixed Methods Techniques in Strategic Planning

    Voorhees, Richard A.


    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…

  16. Developing Strategic Planning for the Retail Market.

    Greenawalt, Richard A.


    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)

  17. Entrepreneurship and strategic thinking in business ecosystems

    Zahra, Shaker; Nambisan, S.


    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

  18. Strategic planning processes and hospital financial performance.

    Kaissi, Amer A; Begun, James W


    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.

  19. Cyber Pearl Harbor - Strategic Setting [video

    Center for Homeland Defense and Security Naval Postgraduate School


    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.

  20. Effective strategic leadership: Balancing roles during church ...


    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).

  1. Integrating Risk Management and Strategic Planning

    Achampong, Francis K.


    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…

  2. Corporate Governance and Strategic Management Accounting Disclosure

    Setianingtyas Honggowati


    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.

  3. Strategic games and truly playable effectivity functions

    Goranko, Valentin; Jamroga, Wojciech; Turrini, Paolo


    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...

  4. Framework of Strategic Learning: The PDCA Cycle

    Michał Pietrzak


    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.

  5. Evidence for strategic cooperation in humans.

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


    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).

  6. Are human resource professionals strategic business partners?

    Chiu, Randy; Selmer, Jan


    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...

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

    Minhajul Islam Ukil


    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.

  8. The paradox of strategic environmental assessment

    Bidstrup, Morten, E-mail:; Hansen, Anne Merrild, E-mail:


    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.

  9. The paradox of strategic environmental assessment

    Bidstrup, Morten; Hansen, Anne Merrild


    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

  10. Public Affairs: Maintaining Credibility While Evolving with Strategic Communication

    McCarthy, Carla M


    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...

  11. Competing strategically through market orientation.

    Rapert, M I; Yarbrough, L


    As organizations seek to better understand their customers, competitors, and environments, the marketing function effectively serves as the support mechanism for these activities in many industries. Accordingly, in many organizations the marketing concept has been elevated to the stature of a strategic weapon, manifested in the form of market orientation. Market-oriented firms emphasize the collection, organization, and dissemination of information regarding both customers and competitors. This strategy is especially well-suited for the health care industry where customer knowledge is of paramount importance, customer interaction is instantaneous, and customer satisfaction is essential. Results of a national study of general service hospitals suggest that firms which embrace a market orientation benefit through enhanced customer satisfaction and quality.

  12. Strategic Scenario Construction Made Easy

    Duus, Henrik Johannsen


    insights from the area of strategic forecasting (of which scenario planning is a proper subset) and experiences gained from a recent course in that area to develop a simpler, more direct, hands-on method for scenario construction and to provide several ideas for scenario construction that can be used......Scenario planning is a well-known way to develop corporate strategy by creating multiple images of alternative futures. Yet although scenario planning grew from very hands-on strategy development efforts in the military and from operations research dedicated to solving practical problems, the use...... of scenarios in business has, in many cases, remained a cumbersome affair. Very often a large group of consultants, employees and staff is involved in the development of scenarios and strategies, thus making the whole process expensive in terms of time, money and human resources. In response, this article uses...

  13. Strategic marketing planning in library

    Karmen Štular-Sotošek


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

  14. Strategic marketing positioning of Ohrid

    Nikola Cuculeski


    Full Text Available Having in mind the fact that tourism is an industry that involves the work of lots of providers, it is of great importance to especially analyse the strategic marketing approach of a destination. That should be done in order to improve the image and the position in the mind of the consumer. This paper has the aim to show an overview of the strategy in marketing overall, as well as the image that Ohrid has as a destination in terms of tourism. The SWOT analysis provides efforts in order to improve the image and to help in the strategy creation and positioning in terms of tourism. The paper is ought to be part of a bigger research project in this regard, a research project that should help Ohrid in the pursue of gaining a distinctive image and proper marketing strategy.

  15. The Strategic Nature of Compliance

    König, Thomas; Mäder, Lars Kai


    by the anticipated enforcement decision of the monitoring agency and whether this agency is responsive to the probability of enforcement success and the potential sanctioning costs produced by noncomplying implementers. Compared to other monitoring systems, the centralized monitoring system of the European Union (EU......This compliance study models correct and timely implementation of policies in a multilevel system as a strategic game between a central monitoring agency and multiple implementers and evaluates statistically the empirical implications of this model. We test whether compliance is determined......) is praised for exemplary effectiveness, but our findings reveal that the monitoring agency refrains from enforcing compliance when the probability of success is low, and the sanctioning costs are high. This results in a compliance deficit, even though the selective enforcement activities of the monitoring...

  16. Increasing strategic role for SA's minerals



    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

  17. Legitimacy and Strategic Communication in Globalization

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


    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....

  18. Strategic Themes in the Haulier Business

    Borgström, Benedikte; Gammelgaard, Britta; Wieland, Andreas


    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...

  19. A strategic framework for improbable circumstances

    Kennon, Denzil


    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.

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

    Rolando Juan Soliz Estrada


    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.


    Vladimir-Codrin IONESCU; Horea COROIU


    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...

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

    Sousa, Sofia Taveira de


    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...




    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...

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

    Mohd Yunos, Mohd Bulkiah


    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...

  5. Transformational Assessment: A Simplified Model of Strategic Planning

    Bardwell, Rebecca


    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.…

  6. STAGES : a system for generating strategic alternatives for forest management

    Bos, J.


    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

  7. Purdue Extended Campus: Transparency, Accountability, and Assessment in Strategic Planning

    Cunningham, Robin; Eddy, Michael; Pagano, Mark; Ncube, Lisa


    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…

  8. Training and Educating the Strategic Corporal

    Boyce, G. R


    ... achieving the consistent capability of a "Strategic Corporal." The U.S. Marine Corps is obligated to develop and sustain a flexible force that can operate across the entire spectrum of conflict...

  9. Kentucky's highway incident management strategic plan.


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

  10. Behavioral Strategy: Strategic Consensus, Power and Networks

    M. Tarakci (Murat)


    textabstractOrganizations are embedded in a network of relationships and make sense of their business environment through the cognitive frames of their employees and executives who constantly experience battles for power. This dissertation integrates strategic management research with organizational

  11. Strategically using social media to communicate research

    Rummer, Jodie; Darling, Emily


    This was a presentation given to PhD/doctoral candidates at James Cook University introducing them to developing an online presence/identity and strategically using social media to communicate their research and network within their professional communities.




    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.

  13. Post-Conflict Strategic Requirements Workshop

    Menk, Peter


    ... nations and the United Nations. The purpose of the Post-Conflict Strategic Requirements Workshop was to examine the United States military ground forces role in the post-conflict phase of operations...

  14. Open Education: Strategic and organisational challenges

    Stracke, Christian M.


    Open Education: Strategic and organisational challenges. Presentation at Open Education Week, Welten Institute, Open University of the Netherlands, Heerlen, The Netherlands. Held by Stracke, C. M. (2016, 11 March).

  15. Outside finance, dominant investors and strategic transparency

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


    This paper studies optimal financial contracts and product market competition under a strategic transparency decision. When firms seeking outside finance resort to actively monitored debt in order to commit against opportunistic behaviour, the dominant lender can influence corporate transparency.

  16. Improving the United States' Strategic Communication Strategy

    Risberg, Robert H


    ...? Much of the answer to this question is the failure of the United States Government to effectively use strategic communication to inform and influence populations to recognize the value of American...

  17. Science and Technology Business Area Strategic Plan

    Paul, Richard


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

  18. Amtrak's strategic business plan : progress to date


    To address its financial crisis and make its operations more efficient, in 1995 : Amtrak undertook a major corporate restructuring, along with developing its : Strategic Business Plan. This report (1) reviews Amtrak's success to date in : achieving f...

  19. Strategic Arrivals Recommendation Tool, Phase I

    National Aeronautics and Space Administration — During the conduct of a NASA Research Announcement (NRA) in 2012 and 2013, the Mosaic ATM team first developed the Strategic Arrivals Recommendation Tool concept, or...

  20. Effective strategic leadership: Balancing roles during church ...

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

  1. Identities and preferences in corporate political strategizing

    Wilts, A.S.


    This conceptual article draws on structuration theory and social identity theory to isolate firm-internal institutionalization processes as antecedents and drivers of corporate political strategizing. Path dependencies in corporate routines and actors' knowledgeability about these path dependencies

  2. Sino-U.S. Strategic Mutual Trust

    Yuan Peng; Zhang Yimeng


    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.

  3. CEIBS-Fosun Develop Strategic Partnership


      March 1,2005, marked the agreement between the China Europe International Business School(CEIBS) and Fosun Pharmaceuticals as both parties signed the CEIBS-Fosun Strategic Cooperative Partnership Agreement.……

  4. CEIBS-Fosun Develop Strategic Partnership


    @@ March 1,2005, marked the agreement between the China Europe International Business School(CEIBS) and Fosun Pharmaceuticals as both parties signed the CEIBS-Fosun Strategic Cooperative Partnership Agreement.

  5. Strategic Mobility 21 Joint Sea Based Logistics

    Mallon, Lawrence G


    .... Conceptually the SM21 JDDSP would support sea-based logistics through the use of advanced distribution information management systems and the management of sustainment buffer stocks at strategic...

  6. Learning and specialization in strategic alliances

    Kavusan, K.; Noorderhaven, Niels; Duijsters, Geert


    We explore the conditions enabling partners in strategic alliances to acquire valuable technological knowledge from each other, and to specialize in complementary areas. Our findings show that knowledge acquisition across alliance partners is maximized when the technological knowledge bases of

  7. Post-Conflict Strategic Requirements Workshop

    Menk, Peter


    This Issue Paper summarizes the factual discussions and issues raised during the Center for Strategic Leadership, United States Army War College and the Foreign Service Institute Department of State...

  8. Comparative Strategic Cultures Workshop-Phase I

    Stone, Elizbeth L; Twomey, Christopher P; Lavoy, Peter R


    .... There is an extensive academic literature on this issue-often called "strategic culture" and it serves as a sort of folk theorem that practitioners and casual observers of foreign affairs find compelling...




    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.

  10. strategic human resource management practices and organizational

    performance and become a true strategic partner by contributing to the ... or the factors available to a company which help to perform its ... growth, and SHRM is the best way to achieve this. ... organization as measures of organizational growth.

  11. The Trouble With Strategic Communication(s)

    Murphy, Dennis M


    .... There is no overarching U.S. government definition of strategic communication. There is, however, a Department of Defense definition as a result of the most recent Quadrennial Defense Review (QDR...

  12. SSC San Diego Strategic Plan. Revision 2


    .... As an organization, we believe that strategic planning provides a critically needed context for adopting dynamic, agile processes to better use our corporate resources and meet our customers' needs...

  13. Effective strategic leadership: Balancing roles during church ...


    Aug 15, 2011 ... Received: 10 Nov. 2010. Accepted: ... as strategic leadership) or 'inner growth engines' of an organisation that account for its success. (Hoskisson ... a cell church design, the central characteristic being affected was the sense ...

  14. The Dardanelles Campaign - Failure Through Strategic Indecision

    Cariker, Thomas


    At the dawn of the 21st century, the United States faces a strategic paradox: as our national strategy relies increasingly on military engagement and intervention, our forward basing and presence is decreasing...

  15. Strategic Information Resources Management: Fundamental Practices.

    Caudle, Sharon L.


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

  16. Campaign Quality Gap: Developing Strategic Engineering Competency

    Wilson, Jr, Roger A


    Recent policy developments in the Department of Defense (DOD) impose new and significant challenges for the Nation's strategic engineering directorate, the US Army Corps of Engineers (USACE). DOD Directive...

  17. Strategic Communication: A Department of Defense Approach

    Stovicek, Bart E


    US Government (USG) Strategic Communication (SC) is neither a process to be implemented, nor a capability to be employed, rather, it is an effect achieved through the exercise of all elements of national power...

  18. Strategic Spatial Planning as Persuasive Storytelling

    Olesen, Kristian

    the persuasive power of spatial concepts in bringing transport infrastructure projects onto the national political agenda. In conclusion, the paper calls for critical attention to the rationalities underpinning practices of persuasive storytelling in contemporary strategic spatial planning....

  19. Student Affairs Assessment, Strategic Planning, and Accreditation

    Fallucca, Amber


    This chapter illustrates how student affairs units participate in accreditation across regional agency expectations and program-level requirements. Strategies for student affairs units to engage in campus strategic planning processes to further highlight their contributions are also recommended.

  20. Strategic Challenges for the Bush Administration


    ...? To answer these questions, leading policy specialists in the Institute for National Strategic Studies at the National Defense University recently prepared a series of assessments for the Department of Defense...

  1. The New Triad, Disarmament and Strategic Stability

    Gruselle, Bruno


    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

  2. A case study of strategic planning IFB

    Pedro Henrique Rodrigues de Camargo Dias


    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.

  3. Space life sciences strategic plan

    Nicogossian, Arnauld E.


    Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

  4. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan


    ... 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...

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

    Ridder, Hans-Gerd; Schrader, Jan Simon


    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.

  6. Extending Ansoff’s Strategic Diagnosis Model

    Daniel Kipley


    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.

  7. Strategic Orientation of Transportation in Slovenia

    Igor Trupac


    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.

  8. Strategic analysis of International Forest Products Limited

    Modesto, Robin M.


    International Forest Products Limited is a sawmilling company that produces softwood lumber for sale in domestic and international markets including the United States and Japan. Production facilities located in British Columbia, Washington and Oregon produce nearly 1.5 billion board feet of lumber annually. Timber is secured through Crown forest tenure holdings and external open market purchases. This paper includes: a strategic analysis of the firm; an industry analysis; a strategic fit anal...

  9. Primera Reservoir Ltd. strategic position analysis

    Rios, Daniela Carolina Gonzalez Rios


    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...

  10. Conflict Resolution in Organization through Strategic Management

    F. Zafar; H. Ashfaq; Muhammad Ahmad Ali; M. Imran


    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...


    Dario Dunkovic; Durdica Juric; Tereza Nikolic


    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...

  12. Supplier selection for strategic supplier development

    Calvi , R.; Le Dain , Marie-Anne; Fendt , T.C.; Herrmann , C.J.


    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...

  13. Strategic Brand Creation for Yeti Nepal

    Gautam, Sushil


    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...

  14. A survey of strategic market games

    Levando Dmitry


    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.


    Mihaela – Lavinia CIOBANICA


    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...

  16. Strategic Alliances in The Robotics Industry

    Nielsen, Ulrik Bjørn


    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....

  17. China, Argentina agree to further strategic ties


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

  18. Strategic Decision to Utilize Abu Ghraib


    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,

  19. Cultural foundations of strategic management business organization

    I. B. Atamanenko


    In modern sociology understanding of social and cultural factors of strategic activities of market economy is limited and based on perceptions of managerian interaction with organizations to competitive environment. As a result, not enough attention is paid to the cultural and social foundations of the strategy of competition and the staff as an active subject of forming strategic policy organization is excluded out the analysis. In addition, the domestic science understanding of business org...

  20. Strategic planning and the budgeting process

    Craig, J.F.; Probasco, D.R.


    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


    A. S. Lankin


    Full Text Available Choice of the targets is one of most important elements of the resource planning system. Particular feature of the strategic planning is development of future alternatives for the enterprise. Main resource strategic planning cycle elements: examination of principal external and internal environment components; forming the company mission; development of long-term targets; concretization of the long-term targets through short-term aims; examination of strategies and final choice.


    Nicoleta, BELU


    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.

  3. Strategic forces: Future requirements and options

    Speed, R.D.


    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)

  4. Estimating strategic interactions in petroleum exploration

    Lin, C.-Y. Cynthia


    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)

  5. 76 FR 52642 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group


    ... 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...

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

    Chia, Grace Hui Yen


    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...

  7. Strategic Management Accounting Development during Last 30 Years

    Šoljaková, Libuše


    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...

  8. Services of strategic consulting: special features and types

    Klenin Oleh Volodymyrovych


    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...

  9. Leadership side in changing strategic creation of firms

    Malinovska, Elizabeta


    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...

  10. Military nuclear activities. Strategic prospects

    Coldefy, Alain; Wodka-Gallien, Philippe; Tertrais, Bruno; Rouillard, Gwendal; Widemann, Thierry; Guillaume, Louis-Michel; Steininger, Philippe; Guillemette, Alain; Amabile, Jean-Christophe; Granger-Veyron, Nicolas; Carbonnieres, Hubert de; Roche, Nicolas; Guillou, Herve; Bouvier, Antoine; Pastre, Bertrand; Baconnet, Alexis; Monsonis, Guillem; Brisset, Jean-Vincent; Hemez, Remy; Tchernega, Vladimir; Wedin, Lars; Dumoulin, Andre; Razoux, Pierre; Migault, Philippe; Wilson, Ward; Maillard, Benjamin de; Aichi, Leila; Charvoz, Ivan; Rousset, Valery; Lespinois, Jerome de; Kempf, Olivier; Dufourcq, Jean; Gere, Francois; Mauro, Frederic; Delort Laval, Gabriel; Charaix, Patrick; Norlain, Bernard; Collin, Jean-Marie; Jourdier, Francois


    This special dossier aims at providing some key articles about France's deterrence doctrine. It provides a comprehensive overview of the challenges and questions about military nuclear activities and opens up some future prospects about this question. The dossier comprises 37 papers dealing with: 1 - Military nuclear activities: yesterday, today, tomorrow (Coldefy, A.); 2 - Deterrence according to French President Francois Hollande: continuation, precision and inflexions (Tertrais, B.); 3 - French deterrence warrantor of our independence in the 21. century (Rouillard, G.); 4 - The deterrence concept prior to the nuclear weapon era (Widemann, T.); 5 - France: the strategic marine force in operation (Guillaume, L.M.); 6 - Relevance of the airborne component in the nuclear deterrence strategy (Steininger, P.); 7 - Deterrence stakes for the Directorate General of Armaments (Guillemette, A.); 8 - The Charles-de-Gaulle aircraft carrier: the deterrence voice from the sea (Wodka-Gallien, P.); 9 - Deterrence: missions of the army's radiation protection department (Amabile, J.C.; Granger-Veyron, N.; Carbonnieres, H. de); 10 - The French Atomic Energy Commission (CEA) and the French defense strategy (Roche, N.); 11 - DCNS, general contractor in the service of deterrence (Guillou, H.); 12 - The airborne nuclear component for MBDA (Bouvier, A.); 13 - Ballistic missile of the marine nuclear component: industrial stakes (Pastre, B.); 14 - Beyond defense against missiles: a US anti-deterrence strategy (Baconnet, A.); 15 - Deterrence dynamics in South Asia (Monsonis, G.); 16 - Military nuclear activities in East Asia (Brisset, J.V.); 17 - North Korea would own nuclear weapons, so what? (Hemez, R.); 18 - About the risk of nuclear warfare in Europe (Tchernega, V.); 19 - Present day nuclear activities: deterrence and gesticulation (Wedin, L.); 20 - Belgian F-16 replacement: nuclear dimension (Dumoulin, A.); 21 - Israel and nuclear deterrence (Razoux, P.); 22 - Nuclear

  11. Strategic Options Development and Analysis

    Ackermann, Fran; Eden, Colin

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

  12. Grandparental effects on reproductive strategizing


    Full Text Available This paper analyzes data from the household registers for two villages in the Nôbi region of central Japan in the late Edo period (1717-1869 to assess how grandparents may have affected reproductive strategizing in stem families. The particulars of the family system fostered a culturally favored set of reproductive goals, in particular, a daughter as eldest child, followed by a son (and heir, coupled with gender alternation in subsequent reproduction and overall gender balance. This reproductive strategy was generally followed during the stem phase of the domestic cycle, when one or both grandparents were present, especially when the family head was in the senior generation. By contrast, a son-first strategy was favored when childbearing began in the conjugal phase of the cycle. This suggests grandparental influence on the junior couple's reproductive decisions in favor of the cultural ideal. I find that the senior couple's decision to marry the heir early or late strongly affects the reproductive strategies followed by him after marriage. I show that when a grandmother is present at the onset of childbearing, especially if she is relatively young, the junior couple ends up with more offspring on average. A controlled analysis of infanticiding behavior is interpreted in terms of conjugal power and coalition formation. It appears that a grandmother gets her way only when she and her son gang up on the daughter-in-law, but such a coalition is likely only when her son dominates the conjugal relationship (which in turn reflects the grandmother's success in binding the son tightly to her emotionally and in delaying his marriage. Otherwise, the grandmother may be shut out from reproductive decision-making by the solidary conjugal coalition.

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

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


    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.

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

    Arping, S.; Falconieri, S.


    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

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


    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

  16. Context: The strategic management Rosetta Stone

    R. V. Weeks


    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

  17. Children’s strategic theory of mind

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo


    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


    Karolina ILIESKA


    Full Text Available This paper presents the relationship between the level of marketing organizing and program orientation of a tourist enterprise. The focus is on exploring marketing significance related to the selection of tourist enterprise's program orientation and competitive market position in the context of achieving planned goals. The role of marketing management and related new market concept supporting strategic tourist enterprise development in transition process of Balkan economies are of special importance. Marketing concept is the base of market-oriented business. In competitive economy customers may choose from whom and how to buy, while services program is constantly evolving in accordance with their demands. In order to be successful, the tourist enterprise must always provide superior value, better than competitors, when it comes to quality, price and services. Marketing combination of management activities should find the best way to fulfill customer's needs and follow new organizational changes. New organizational changes denote new internal and external dimensions of marketing. Internal are related to teamwork and creation of data basis about customers and business partners, and external with developing partnership relations, not only with the customers, but with the suppliers and distributors. In the wealthy process of the tourist and hotel management activities especially by the promotion, of the tourist offer, we face ourselves with lots of details which are details only at the first sight, in fact they are very important things from which resides that the very good reputation of the offer depends and it also influences the tourism development.The contemporary market is characterized by very sensitive diversification and the complexity of the relationship in the sphere of the offer and other. That is why the promoted activities become more essential. This necessity is much emphasized in the tourist market


    POPESCU Luminiţa Gabriela


    Full Text Available In the actual context, where globalization is moreover dynamic, the concept of solid state, well defined and territorialised is becoming diffuse while the traditional social connections (labour relations, community solidarity are becoming weaker and more fragile. The economic individualisation, migration and cultural fragmentation hold a devastating impact upon the living environment, namely significant growth of anonymity, distrust and discontent. As effect of those realities, the governments are searching responses to these processes of “social liquefaction”. Taking into consideration the fact that that the governance tools based on authority, hierarchy and bureaucracy are becoming useless due to the lack of effectiveness and legitimacy, we witness the emergence of new modes of public governance, in light to reconfigure solid ground, adequate for interventions. The design of a new type of governance should take into consideration its dual character. One component aims accountable community, as the traditional society has demonstrated that it is not able to generate spontaneously neither trust nor social capital. The second component is focused on identifying those strategies providing that accountability should be taken jointly by the public authorities and the other actors such as companies, third sector organisations and citizens. The accomplishment of such a model means to overcome several challenges. On the one hand, are the members of the community aware of the importance of their commitment? Are they truly motivated to participate in such a structure? On the other hand, how prepared are the political representatives and public authorities to accept cooperation with various categories of actors at community level? The space of strategic responsiveness introduced by the current research provides a possible scenario for responding to the above questions. Additionally, the research attempts to provide an answer to a special question

  20. The strategic use of outcome information.

    Thompson, D I; Sirio, C; Holt, P


    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.

  1. Outlining the benefits of Strategic Networking

    Eva Maria Eckenhofer


    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.

  2. Developing Strategic Thinking in Business Education

    Contantin BRĂTIANU


    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.




    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.

  4. Strategic Management of Innovations at Pharmaceutical Enterprises

    Honcharova Svіtlana Yu.


    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.

  5. Policy implications of the Strategic Defense Initiative

    Goodwin, R.C.


    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

  6. 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,

  7. Strategic Alliances: the Potential for Russian Nanoindustry

    Inshakova Elena Ivanovna


    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.

  8. Strategic political postures and political market orientation

    Ormrod, Robert P.; Henneberg, Stephan C.


    by developing an integrated concept of political marketing strategy using two complementary frameworks, namely Strategic Political Postures (SPP) and Political Market Orientation (PMO). We introduce the two main concepts and derive for each of the strategic posture-specific PMO profiles as well as inter......Recently, the areas of strategic political marketing and political market orientation have been the subject of several conceptual articles which have provided the theoretical foundations for further empirical work. However, despite the close conceptual relatedness of the proposed concepts......, these have yet to be integrated to provide a more nuanced framework which both researchers and political marketing practitioners can utilise in the development of strategies and offerings with which to achieve their organizational goals. The aim of this conceptual paper is to address this deficit...

  9. Strategic management by balanced development: meaning

    Yevtushenko Natalya Olexandrivna


    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».

  10. The importance of socially responsible strategic planning

    Štrukelj, Tjaša


    This paper researches the importance of social responsible strategic planning regardless of the sector and shows research results on the case example of the selected tourism sector, which has economic and employment potential and social and environmental implications. Tourism sector is closely interdependent with transport sector and influences it. Therefore, the more we develop the tourism sector, the more the transport sector is developing as well. Based on Mulej’s Dialectical Systems Theory (DST) we found out that enterprises should integrate sustainability and social responsibility into their strategic planning if they want the Earth to survive. This urged the European Union, ISO International Standards Organization, many other organisations and many researchers. To make strategic planning socially responsible, enterprise’s governors should request social responsibility in business policy, which represents their governance guidelines and is implemented through the strategies set up by top managers and realised in the basic realisation process - their business operations.


    Ioan NICOLAE


    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.

  12. Strategic Games and Truly Playable Effectivity Functions

    Goranko, Valentin; Jamroga, Wojtek; Turrini, Paolo


    A well known (and often used) result by Marc Pauly states that for every playable effectivity function E there exists a strategic game that assigns to coalitions exactly the same power as E, and vice versa. While the latter direction of the correspondence is correct, we show that the former does...... not always hold in the case of infinite game models. We point out where the proof of correspondence goes wrong, and we present examples of playable effectivity functions in infinite models for which no equivalent strategic game exists. Then, we characterize the class of truly playable effectivity func- tions......, that does correspond to strategic games. Moreover, we discuss a construction that transforms any playable effec- tivity function into a truly playable one while preserving the power of most (but not all) coalitions. We also show that Coalition Logic is not expressive enough to distinguish be- tween playable...

  13. The Neoliberalisation of Strategic Spatial Planning

    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...

  14. Strategic Entrepreneurship: A Review and Research Agenda

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


    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...

  15. Automatic and strategic processes in advertising effects

    Grunert, Klaus G.


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

  16. Clarity and ambiguity in strategic corporate communication

    Gulbrandsen, Ib Tunby


    as they are decoupled from the strategy itself. Research limitations/implications – As the findings are based on a study of the understanding and practice of corporate communication strategy in one concrete organization, the study points to the need for additional explorations and examinations of ambiguity in strategic...... how they perceived the writing, reading and enactment of their organization’s new corporate communication strategy. Findings – The analysis reveals the presence of both clarity and ambiguity in the employees’ understanding of the strategy. Both in terms of formulation and implementation. For instance...... corporate communication. Originality/value – Despite numerous studies on the presence of ambiguity in strategy making in the neighbouring field of strategic management, the majority of strategic corporate communication literature largely treats ambiguity as something that should be absent. This has caused...

  17. Clarity and ambiguity in strategic corporate communication

    Gulbrandsen, Ib Tunby


    as they are decoupled from the strategy itself. Research limitations/implications – As the findings are based on a study of the understanding and practice of corporate communication strategy in one concrete organization, the study points to the need for additional explorations and examinations of ambiguity in strategic...... how they perceived the writing, reading and enactment of their organization’s new corporate communication strategy. Findings – The analysis reveals the presence of both clarity and ambiguity in the employees’ understanding of the strategy. Both in terms of formulation and implementation. For instance...... corporate communication. Originality/value – Despite numerous studies on the presence of ambiguity in strategy making in the neighbouring field of strategic management, the majority of strategic corporate communication literature largely treats ambiguity as something that should be absent. This has caused...

  18. Implementation synergies that exploit situational knowledge strategically

    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...


    Teodor Frunzeti


    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.

  20. The Asia-Pacific Strategic Triangle

    Schmidt, Johannes Dragsbæk


    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...

  1. Strategic Alignment and New Product Development

    Acur, Nuran; Kandemir, Destan; Boer, Harry


    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...

  2. Strategic planning in media organizations of Iran

    Ali Akbar Farhangi


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


    Mihaela – Lavinia CIOBANICA


    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.

  4. Measuring strategic control in artificial grammar learning.

    Norman, Elisabeth; Price, Mark C; Jones, Emma


    In response to concerns with existing procedures for measuring strategic control over implicit knowledge in artificial grammar learning (AGL), we introduce a more stringent measurement procedure. After two separate training blocks which each consisted of letter strings derived from a different grammar, participants either judged the grammaticality of novel letter strings with respect to only one of these two grammars (pure-block condition), or had the target grammar varying randomly from trial to trial (novel mixed-block condition) which required a higher degree of conscious flexible control. Random variation in the colour and font of letters was introduced to disguise the nature of the rule and reduce explicit learning. Strategic control was observed both in the pure-block and mixed-block conditions, and even among participants who did not realise the rule was based on letter identity. This indicated detailed strategic control in the absence of explicit learning. Copyright © 2011 Elsevier Inc. All rights reserved.

  5. Taking the pulse of strategic outsourcing relationships.

    Getz, Kenneth A; Lamberti, Mary Jo; Kaitin, Kenneth I


    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


    Nataliya Demchenko


    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.

  7. Aikido: a model for brief strategic therapy.

    Saposnek, D T


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

  8. Disentangling Competition Among Platform Driven Strategic Groups

    Kazan, Erol; Tan, Chee-Wee; Lim, Eric


    In platform-driven markets, competitive advantage is derived from superior platform design and configurations. For this reason, platform owners strive to create unique and inimitable platform configurals to maintain and extend their competitiveness within network economies. To disentangle firm...... competition within platform-driven markets, we opted for the UK mobile payment market as our empirical setting. By embracing the theoretical lens of strategic groups and digital platforms, this study supplements prior research by deriving a taxonomy of platform-driven strategic groups that is grounded...

  9. The Dynamics of Strategic Decision-Making

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

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

  10. FY16-20 Strategic Plan.

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


    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.

  11. The SRS analytical laboratories strategic plan

    Hiland, D.E.


    There is an acute shortage of Savannah River Site (SRS) analytical laboratory capacity to support key Department of Energy (DOE) environmental restoration and waste management (EM) programs while making the transition from traditional defense program (DP) missions as a result of the cessation of the Cold War. This motivated Westinghouse Savannah River Company (WSRC) to develop an open-quotes Analytical Laboratories Strategic Planclose quotes (ALSP) in order to provide appropriate input to SRS operating plans and justification for proposed analytical laboratory projects. The methodology used to develop this plan is applicable to all types of strategic planning

  12. How Symmetrical Assumptions Advance Strategic Management Research

    Foss, Nicolai Juul; Hallberg, Hallberg


    We develop the case for symmetrical assumptions in strategic management theory. Assumptional symmetry obtains when assumptions made about certain actors and their interactions in one of the application domains of a theory are also made about this set of actors and their interactions in other...... application domains of the theory. We argue that assumptional symmetry leads to theoretical advancement by promoting the development of theory with greater falsifiability and stronger ontological grounding. Thus, strategic management theory may be advanced by systematically searching for asymmetrical...

  13. Antarctica and the strategic plan for biodiversity.

    Steven L Chown


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

  14. Using VE to Strategically Plan Our Future

    Margie Jeffs; Lori Braase; Alison Conner; Darcie Martinson; Jodi Grgich


    The Value Engineering (VE) Methodology is an effective tool for business or project strategic planning. In conjunction with the “Balanced Scorecard Approach” (Drs. Robert Kaplan, PhD, and David Norton, PhD, from the Balanced Scorecard Collaborative/Palladium Group), function analysis can be used to develop strategy maps and scorecards. The FAST diagram provides an integrated approach to strategy map development by formulating a cause and effect relationship and establishing the “how” and “why” behind the strategy map. By utilizing the VE Job Plan, one is able to move from strategic thinking all the way through to execution of the strategy.

  15. Strategic alliances fit pattern of industry innovation

    Crump, J.G.


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

  16. Towards strategic CSR in the multinational corporations

    Linneberg, Mai Skjøtt; Thorup-Jensen, Line


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

  17. Government and design in a strategic context

    Dickson, Thomas


    This paper poses two questions: 'are there better ways of reaching the goal of getting industry to understand the potential of using design'? and 'how can a government in a welfare state inspire and initiate design at a strategic level through policies other than promotion'?......This paper poses two questions: 'are there better ways of reaching the goal of getting industry to understand the potential of using design'? and 'how can a government in a welfare state inspire and initiate design at a strategic level through policies other than promotion'?...

  18. Strategic Review of Medical Training and Career Structure Interim Report

    Department of Health (Ireland)


    Click here to download Strategic Review of Medical Training and Career Structure Interim Report PDF 44kb Click here to download Strategic Review of Medical Training and Career Structure Terms of Reference PDF 59KB

  19. The role of strategic leadership in effective strategy implementation ...

    study was to investigate the perceived role of strategic leadership in strategy .... The universe of this study was all the strategic leaders in South Africa. ..... Boston, MA: Harvard Business School Press. Locke, E.A. ... New York: Lexington Books,.

  20. U.S. Department of Transportation strategic plan


    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...

  1. Exploring Strategic Maturity in HRD--Rhetoric, Aspiration or Reality?

    McCracken, Martin; Wallace, Mary


    A study investigated the hypothesis that strategic human resource development shapes rather than supports corporate strategy. Data from 96 companies were used to analyze and revise a model of strategic partnerships. (Contains 92 references.) (SK)

  2. Strategic Leader Competencies for the Twenty-First Century

    Becker, Bradley A


    ...: 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...

  3. Strategic Analysis and Plan for Implementing Telemedicine at Fort Greely

    Bolton, Karl


    .... To best accomplish this, a strategic analysis and business case analysis was conducted. Introspective strategic analysis tools revealed an organization that is capable of supporting a telemedicine program at Fort Greely...

  4. Strategic Leader Competencies for the Twenty-First Century

    Becker, Bradley A


    .... 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.

  5. Strategic Ambitions as drivers of improvement at DaimlerChrysler

    Bossink, B.A.G.


    Strategic ambitions can function as drivers of improvement in organizations. Continuous improvement is driven by strategic ambitions to: design quality into the structure of the organization; plan and control improvements; assure improvements; set and realize improvement goals; position the

  6. Strategic Human Capital: Preserving a Vital National Asset

    Scott, Lynn


    .... 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...

  7. Strategic information systems planning for health service providers.

    Moriarty, D D


    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.

  8. The strategic function of quality in the management of innovation

    Bossink, B.A.G.


    Quality management can be used to support strategically the management of innovation. Tools in strategic quality management can be useful in: creating the organizational conditions in which innovations can be developed; supervising and initiating innovation processes; producing innovation content;

  9. Developing a Strategic Leadership Model for the Military Chaplaincy

    Steedley, Kerry


    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...

  10. Theoretical and methodological aspects of strategic sales management of enterprise

    Hurzhiy, N.


    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.


    S. T. Slyusar


    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 > Buy now

  12. Improving the Success of Strategic Management Using Big Data.

    Desai, Sapan S; Wilkerson, James; Roberts, Todd


    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.

  13. Effects of collaborative supply chain solutions on strategic performance management

    Rachan, Wilfred


    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...

  14. Strategic Entry Deterrence Modeling: Literature Review

    D. A. Seliverstov


    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.

  15. Stimulating Strategically Aligned Behaviour among Employees

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


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

  16. Quantifying the European Strategic Airlift Gap


    Refueling and other Exchanges of Services ( ATARES ) is a mechanism to enable exchanges in kind of AT, Air Refueling and other services between member...Interview) english /interview.html Hood, J. D. (April 2009). NATO strategic airlift: Capability or continued

  17. Marketing Communications: How Strategic Advertising Enhances ...

    This study investigates how marketing communications in strategic advertising scientifically brings long-term profits to a company in regard to management of customer relations and brand loyalty. Advertising being a function of attention, perception and trial brings about brand expectation to customers. Customers compare ...

  18. Strategic human resource management practices and ...

    This paper examined the theoretical perspectives of Strategic Human Resource Management Practices (SHRMPs) and organizational growth. The essence was to establish a relationship between SHRMPs and organizational growth. A qualitative research approach was adopted in an attempt to draw a relationship ...

  19. Collaborative Strategic Reading: Fostering Success for All

    Annamma, Subini; Eppolito, Amy; Klingner, Janette; Boele, Amy; Boardman, Alison; Stillman-Spisak, Stephanie J.


    The authors interviewed 17 middle school reading and language arts teachers as part of a larger study on an evidence-based intervention called Collaborative Strategic Reading (CSR). CSR is a multi-component reading instructional model combined with cooperative grouping and peer discussion. We show from the teacher interviews that CSR has benefits…

  20. Strategic Positioning for Sustainable Competitive Advantage: An ...

    Organizational learning is increasingly being considered as one of the fundamental sources of competitive advantage within the context of strategic management. However, most literature has not clearly linked organizational learning with sustainable competitive advantage. This paper, therefore, explores and discusses the ...