WorldWideScience

Sample records for strategic comparative advantage

  1. Achieving competitive advantage through strategic human resource management.

    Science.gov (United States)

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

    1990-01-01

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

  2. Peran Strategic Entrepreneurship dalam Membangun Sustainable Competitive Advantage

    Directory of Open Access Journals (Sweden)

    Agustinus Dedy Handrimurtjahjo

    2014-11-01

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

  3. Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage

    OpenAIRE

    Handrimurtjahjo, Agustinus Dedy

    2014-01-01

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

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

    African Journals Online (AJOL)

    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 ...

  5. Generating Relational Competitive Advantage from Strategic Technological Partnership

    DEFF Research Database (Denmark)

    Hu, Yimei; Zhang, Si; Li, Jizhen

    2012-01-01

    Collaborating with external partners on strategic technological partnerships (STPs) have been popular phenomena for long, which leads new development in existing theories on competitive advantage. Under the relational view, the competitive advantage is jointly generated by alliance firms. Though...... the relational view of competitive advantage has been proposed for more than a decade, few in-depth empirical researches are down within this field, especially case study on R&D strategic alliance from this perspective. Based on these considerations, we investigate an STP between a Danish transnational...... corporation and a Chinese private firm aiming to understand how to generate relational competitive from an STP? Based on the explorative case study, we find that there are three key processes related to relational competitive advantage: partner selection, relational rents generation and relational rents...

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

    Directory of Open Access Journals (Sweden)

    A. J. Vogel

    2010-12-01

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

  7. EXISTS A RELATIONSHIP BETWEEN STRATEGIC HUMAN RESOURCES MANAGEMENT, INNOVATION AND COMPETITIVE ADVANTAGE?

    Directory of Open Access Journals (Sweden)

    ANCA-IOANA MUNTEANU

    2015-02-01

    Full Text Available This paper is purely theoretical, having as starting points both existing information in the literature and their correlations. The text does not have a generalized, but represent personal opinions and conclusions. Critically analyzing the definitions given in the literature the term "strategic human resource management ", we found that most of them referred to the involvement he has it in obtaining competitive advantage of an organization. Also, starting from the study of different approaches to strategic management of human resources, we can see that besides the role that obtain competitive advantage, it supports innovative activity of a company. So we can talk about a link between strategic management of human resources, innovation and achieving competitive advantage. By presenting how strategic human resource management can be implemented in an organization, its high performance practices for human resources, it demonstrates that they support employee creativity through free expression of ideas, involvement in decision making, resulting in the way to innovation and thus to obtain competitive advantage. This work, theoretical, was completed by a presentation that show the interdependencies that exist between the three think elements: strategic human resources management, innovation, competitive advantage.

  8. Features of formation of competitive advantages: a strategic dimension

    Directory of Open Access Journals (Sweden)

    O.Р. Pashchenko

    2015-09-01

    Full Text Available The article examines the features of formation of competitive advantages, the depth of theoretical and methodological basis for the formation of competitive advantages at an enterprise. The author has reviewed the approaches to the formation of stable and long-term competitive advantages. The author has also overviewed the requirements which are to be met by competitive advantages of a company and the factors that affect the possibility of competitive advantages. The author develops her own approach to the definition of «competitive enterprise strategy», suggests to understand the concept as the perspective of company development, the way of achieving the goals a company sets for itself guided by its policy, using internal and external competitive advantages. The author implements the model of strategic management of enterprise development based on competitive advantage creating. The suggested model will take into account the maximum possible factors that impact on the development and implementation of strategies. Due to the model risks will also be reduced. The paper determines that the important stage of enterprise development strategic management based on competitive advantage creating is the management of changes and the management of resistance to changes caused by the influence of factors of external and internal environment.

  9. THE EFFECTS OF STRATEGIC MANAGEMENT PRACTICES AND RISK PERCEPTION ON COMPETITIVE ADVANTAGE

    OpenAIRE

    Demir, Bülent

    2018-01-01

    Theaim of this research is to examine the impact of strategic management practicesand risk perception on the competitive advantage. In the research, strategicmanagement practices and risk perception were considered as independentvariables and competitive advantage as dependent variable.Theresearch is expected to contribute to the theoretical and practical aspects ofthe literature. The theoretical contribution of the research is that the effectof strategic management practices and the risk per...

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

    OpenAIRE

    Chia, Grace Hui Yen

    2009-01-01

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

  11. Shared, competitive, and comparative advantages: a competence-based view of industrial-district competitiveness

    OpenAIRE

    César Camisón

    2004-01-01

    The author's aim is to construct and validate empirically a theoretical model that allows performance and competitiveness in firms located in industrial districts to be explained. From the strategic perspective adopted, economic revenues are explained by three types of advantage: shared advantages, competitive advantages, and comparative advantages. Neither integration in the district, nor its attraction due to the shared competences within it, are significant predictors of performance. Empir...

  12. Competitive Intelligence in Perspective to be a Source of Competitive Advantage and Strategic Contributions

    Directory of Open Access Journals (Sweden)

    Felipe Gama Buzzerio

    2014-12-01

    Full Text Available This article examines the prospect of Competitive Intelligence (CI constitute a source of competitive advantage in light of the Resource Based View and its contribution to the strategic management of the company. Relies on exploratory and descriptive research using the qualitative method. Six managers responsible for CI activities institutionalized in large different business companies were interviewed. Data were processed and analyzed with the application of content analysis. It was concluded that the CI is unable to be a source of competitive advantage but rather as an effective support to decision making process in the surveyed companies. Apparently CI products meet the specific needs of internal customers, facilitate the integration of CI with marketing and operations, help in the identification of risks through the analysis of strategic information, which is a differentiator compared to other types of intelligences.

  13. STRATEGIC ALLIANCE AND STRATEGIC PLANNING EFFECT TO COMPANY PERFORMANCE IN CREATING COMPETITIVE ADVANTAGE (STUDY CASE AT INDOFOOD CBP SUKSES MAKMUR COMPANY - FOOD SEASONING DIVISION )

    OpenAIRE

    Ardiyanto, Yan

    2016-01-01

    This research head for analyze the effect of inter variable to answered set problems how is strategic alliance and strategic planning to improve company performance for create competitive advantage. This research gives theoritic and managerial implication concern pace which have to take by PT. Indofood CBP Sukses Makmur Food Seasoning Division to improve their company performance for create competitive advantage which got from product strategic alliance and strategic planning. Population in t...

  14. Strategic advantages of high-rise construction

    Directory of Open Access Journals (Sweden)

    Yaskova Natalya

    2018-01-01

    Full Text Available Traditional methods to assess the competitiveness of different types of real estate in the context of huge changes of new technological way of life don’t provide building solutions that would be correct from a strategic perspective. There are many challenges due to changes in the consumers’ behavior in the housing area. A multiplicity of life models, a variety of opportunities and priorities, traditions and new trends in construction should be assessed in terms of prospective benefits in the environment of the emerging new world order. At the same time, the mane discourse of high-rise construction mainly relates to its design features, technical innovations, and architectural accents. We need to clarify the criteria for economic evaluation of high-rise construction in order to provide decisions with clear and quantifiable contexts. The suggested approach to assessing the strategic advantage of high-rise construction and the prospects for capitalization of high-rise buildings poses new challenges for the economy to identify adequate quantitative assessment methods of the high-rise buildings economic efficiency, taking into account all stages of their life cycle.

  15. Strategic advantages of high-rise construction

    Science.gov (United States)

    Yaskova, Natalya

    2018-03-01

    Traditional methods to assess the competitiveness of different types of real estate in the context of huge changes of new technological way of life don't provide building solutions that would be correct from a strategic perspective. There are many challenges due to changes in the consumers' behavior in the housing area. A multiplicity of life models, a variety of opportunities and priorities, traditions and new trends in construction should be assessed in terms of prospective benefits in the environment of the emerging new world order. At the same time, the mane discourse of high-rise construction mainly relates to its design features, technical innovations, and architectural accents. We need to clarify the criteria for economic evaluation of high-rise construction in order to provide decisions with clear and quantifiable contexts. The suggested approach to assessing the strategic advantage of high-rise construction and the prospects for capitalization of high-rise buildings poses new challenges for the economy to identify adequate quantitative assessment methods of the high-rise buildings economic efficiency, taking into account all stages of their life cycle.

  16. Strategic Mergers of Strong Institutions to Enhance Competitive Advantage

    Science.gov (United States)

    Harman, Grant; Harman, Kay

    2008-01-01

    Strategic mergers are formal combinations or amalgamations of higher education institutions with the aim of enhancing competitive advantage, or merging for "mutual growth". Recently, in a number of countries, there has been a decided shift from mergers initiated by governments, and dealing mainly with "problem" cases, towards…

  17. STRATEGIC ALLIANCES AS A COMPETITIVE ADVANTAGE IN THE GLOBALIZED LOGISTICS SCENARIO

    Directory of Open Access Journals (Sweden)

    Marcos Antônio Maia de Oliveira

    2012-01-01

    Full Text Available This paper considers strategic alliances as a means of obtaining advantage in the globalized logistics scenario. Through a particular case study of partnership and strategic alliance between national companies (Rapidão Cometa, Expresso Araçatuba and Transportadora Americana and an international one (FedEx Express, one may comprehend the impact on Rapidão Cometa, in as much as the increase in market share within the logistics market, as well as the subsequent consolidation before major national logistics operators, is concerned.Logistics - a field that holds a strategic function - supports the efficient management of the flow of materials / products, information and resources, both within the company and between the different organizations that participate in the entire value creation cycle.In Brazil, the perception of logistics as an integrating process and as a strategic tool came to light as of the 90´s, a decade mile stoned by rampant growth of international trade, by economic stabilization and by the privatization of infrastructure (Fleury, 2000.The environment in which companies currently operate is very complex and highly competitive. Therefore, they are seeking differentiation and the setting of competitive advantages over competitors. To achieve these goals, each tries to find its own path, however, amongst many a point in common might be perceived: the choice to apply logistics. (Ferraes Neto, 2001.

  18. Managerial attitudes, strategic intent, environmental initiatives and competitive advantage

    DEFF Research Database (Denmark)

    Reyes Rodríguez, Juan Felipe; Ulhøi, John Parm; Madsen, Henning

    2013-01-01

    To stay at the competitive forefront successful firms have for quite a while addressed environmental issues as part of their strategy. The competitive 'imperative' is however not restricted to large enterprises entirely. This paper reports empirical findings from a series of identical surveys per...... will be provided that allows for making recommendations with regard to possible new strategic directions. Before concluding, key implications for future research, managers and other related decision-makers are briefly addressed....... performed regularly since 1999. The purpose has been to track and analyse the development of the strategic responses of SMEs in Denmark. Furthermore, identification of potential shifts in the influence of motivators and the impact on competitive advantage has also been focused. In so doing, evidence...

  19. Pengaruh Strategic Costing Sebagai Strategic Management Accounting Techniques Terhadap Competitive Advantage Dan Organizational Performance

    OpenAIRE

    Cynthia, Cynthia

    2015-01-01

    The purpose of this study was to test the affect of Strategic Costing on Organizational Performance through Competitive Advantage that acted as the intervening variable on manufacturing companies in Surabaya and Sidoarjo. The sample of this study was 50 manufacturing companies in Surabaya and Sidoarjo. The data was collected by distributing questionnaires to the companies. This study used path modeling analysis technique with PLS tools. The results from this study showed that there were posi...

  20. STRATEGIC ALLIANCES – VIABLE ALTERNATIVE TO CREATE A COMPETITIVE ADVANTAGE IN A GLOBAL MARKET

    Directory of Open Access Journals (Sweden)

    Irina NICOLAU

    2010-12-01

    Full Text Available In the past years, in the light of the economic turbulences all around the world, one of the most important ways to assure a competitive advantage is creating a strategic alliance. Such collaborative ventures between firms were developed as a response to the changes which have been happening to the world economy as increased competition, higher costs of developing new products, accelerated technological changes and, maybe the most important – the recent world economic crises. Being part of a strategic alliance creates competitive advantage for the companies by establishing their presence worldwide, by building up operating experience in overseas markets and gaining access to those national markets that were inaccessible before. At the same time, a strategic alliance means management commitment, special skills and forward planning for each company which takes part to an alliance.

  1. Competitive versus comparative advantage

    OpenAIRE

    Neary, J. Peter

    2002-01-01

    I explore the interactions between comparative, competitive and absolute advantage in a two-country model of oligopoly in general equilibrium. Comparative advantage always determines the direction of trade, but both competitive and absolute advantage affect resource allocation, trade patterns and trade volumes. Competitive advantage in the sense of more home firms drives foreign firms out of marginal sectors but also makes some marginal home sectors uncompetitive. Absolute advantage in the se...

  2. Using integration technology as a strategic advantage.

    Science.gov (United States)

    Fry, P A

    1993-08-01

    The underlying premise of the Managed Competition Act previously cited is that through managed competition providers will be forced to lower care costs while increasing the level of positive care outcomes. Because it may also be that tomorrow's hospitals will find a severe rationing of technology, what can they do to prepare? Most of the systems in place today already have built within them all the necessary potential to address this premise and technology requirement with no change, no conversion, no expense for new equipment and software, and no disruption in day-to-day operations, just a little re-engineering. Today, however, these systems are similar to a 20-mule team pulling in different directions: all the power is there, but the wagon remains motionless and totally unable to reach its objective. It takes a skilled wagonmaster to bring them together, to make the mules work as a cohesive unit, to make the power of 20 mules greater than the sum of 20 mules. So it is and will be for the hospital of tomorrow. System integration is no longer a question of whether but of when. Those hospitals that use it today as a strategic advantage will be in a better position tomorrow to use it as a competitive strategic advantage in an environment that will reward low cost and high positive care outcomes and will penalize those that cannot compete. The technology is already here and economically within reach of nearly every hospital, just waiting to be used. The question that must nag all of us who want to make the health care system of America better is, Why not make the when now? Rich Helppie, president of Superior Consultant Company, summarized the solution well: The old ways will not give way to the new overnight. The re-engineering process in healthcare must evolve. Compared to the last 20 years, however, such evolution may appear to be a massive, forthright, complete, comprehensive, drastic and rapid revolution. Survival is the name of the game, and for healthcare

  3. Analyzing Sustainable Competitive Advantage: Strategically Managing Resource Allocations to Achieve Operational Competitiveness

    Directory of Open Access Journals (Sweden)

    Abdul Malek Nurul Aida

    2015-12-01

    Full Text Available In today’s dynamic business environment, a key challenge for all companies is to make adaptive adjustments to their manufacturing strategy. This study demonstrates the competitive priorities of manufacturing strategy in hydro-power case company to evaluate the level of sustainable competitive advantage and also to further analyze how business strategies are aligned with manufacturing strategies. This research is based on new holistic analytical evaluation of manufacturing strategy index, sense and respond, and sustainable competitive advantage models. These models help to describe, evaluate, and optimize resource allocation to meet the performance requirements in dynamic decision making. Furthermore, these models evaluate operational competitiveness for manufacturing strategies according to the multi-criteria priority. The results show that the adjustments of competitive priorities in manufacturing strategies by implementing the proposed holistic analytical models are helpful in strategically managing business operations. The discussion derives the most critical attributes in business operations while alignment of resource allocation with competitive priorities help to strategically focus those attributes. In conclusion, we argue that resource allocation and manufacturing strategies have become the most important capabilities in a business environment where companies focus to get a sustainable competitive advantage.

  4. Strategic investment, multimarket interaction and competitive advantage: An application to the natural gas industry

    OpenAIRE

    Ritz, R. A.

    2016-01-01

    This paper presents a game-theoretic analysis of multimarket competition with strategic capacity investments, motivated by recent developments in international natural gas markets. It studies the competitive implications of heterogeneity in firm structure arising from asset specificity. A single-market focus confers advantage even in the absence of superior value or cost. Lower costs and a sharper organizational focus are self-enforcing in generating competitive advantage. This establishes a ...

  5. Comparative Advantage

    DEFF Research Database (Denmark)

    Zhang, Jie; Jensen, Camilla

    2007-01-01

    that are typically explained from the supply-side variables, the comparative advantage of the exporting countries. A simple model is proposed and tested. The results render strong support for the relevance of supply-side factors such as natural endowments, technology, and infrastructure in explaining international...

  6. Creating competitive advantage in international marketing: strategic alliances at exportation logistics – a case study

    Directory of Open Access Journals (Sweden)

    Leonel Mazzali

    2008-07-01

    Full Text Available This paper analyses the creation process of a competitive advantage in the international business, starting on the concept of the supply chain management. First, the aim of this study is to show that the dimension of the success in the international negotiations depends on the formation of strategic alliances. Second, that the formation of the alliances demands the adaptation of cultures and strategies of all the involved parties. It was opted for a qualitative research, with descriptive character, associated to the experience of an executives group of the Cia Cacique de Café Solúvel and its partners, on the constitution of a logistic alliance. It is clearly shown, on one hand, that the alliance between the main company and its partners consolidates the necessity of strategic interdependence in the interior of the supply chain. On the other hand, the success of it is based on the identification and selection of the partners, the effective alignment of interests and strategies, the construction of the confidence, the equal treatment and transparence in the negotiation. Key-words: export logistics; strategic alliances; competitive advantage

  7. EXISTS A RELATIONSHIP BETWEEN STRATEGIC HUMAN RESOURCES MANAGEMENT, INNOVATION AND COMPETITIVE ADVANTAGE?

    OpenAIRE

    Anca-Ioana MUNTEANU

    2015-01-01

    This paper is purely theoretical, having as starting points both existing information in the literature and their correlations. The text does not have a generalized, but represent personal opinions and conclusions. Critically analyzing the definitions given in the literature the term "strategic human resource management ", we found that most of them referred to the involvement he has it in obtaining competitive advantage of an organization. Also, starting from the study of different approache...

  8. Strategic Supply

    National Research Council Canada - National Science Library

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

    2006-01-01

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

  9. Corporate Finance and Comparative Advantage

    OpenAIRE

    Peter Egger; Christian Keuschnigg

    2009-01-01

    Since innovative firms are often financially constrained, access to external funds is important for the expansion of innovative industries. This paper reports four important results. First, comparative advantage is shaped by factor endowments as well as fundamental determinants of corporate finance. In particular, a larger equity ratio of firms and tough governance standards relax finance constraints and create a comparative advantage in innovative industries. Second, factor price equalizatio...

  10. The relationship between the level of completeness of strategic performance measurement system and percieved advantages and disadvantages

    NARCIS (Netherlands)

    de Waal, A.A.; Kourtit, K.; Nijkamp, P.

    2009-01-01

    Purpose: The purpose of this paper is to identify whether there exists a relationship between the level of completeness of a strategic performance management (SPM) system implementation and the advantages and disadvantages an organization experiences from this system. Design/methodology/approach:

  11. The competitive advantage of nations: the importance of the national environment for strategic management in the EC

    NARCIS (Netherlands)

    F.A.J. van den Bosch (Frans); T. Elfring (Tom); P. de Wolf (Peter)

    1991-01-01

    textabstractSummary: In this paper we investigate the usefulness for strategic management of Porter's framework of analysis of the competitive advantage of nations in particular regarding the importance of the changing national environment within the EC. It appears that Porter's framework

  12. Pengaruh Competitor Accounting Sebagai Strategic Management Accounting Techniques Terhadap Competitive Advantage Dan Organization Performance

    OpenAIRE

    Alan, Hartanto

    2015-01-01

    The purpose of this study was to know the affect of Competitor Accounting as a Strategic Management Accounting Techniques toward Competitive Advantage and Organization Performance on manufacturing companies in Surabaya and Sidoarjo. In this study primary data was used by using questionnaire distributed to manufacturing companies in Surabaya and Sidoarjo. This study used path modeling analysis technique with PLS tools. From the examination showed that there were positive and significant affect...

  13. Strategic growth options

    NARCIS (Netherlands)

    Kulatilaka, N.; Perotti, E.C.

    1998-01-01

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

  14. Innovation and strategic competitiveness

    Directory of Open Access Journals (Sweden)

    Jović Mile B.

    2003-01-01

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

  15. The Relationship between the Level of Completeness of a Strategic Performance Management System and Perceived Advantages and Disadvantages

    NARCIS (Netherlands)

    de Waal, A.A.; Kourtit, K.; Nijkamp, P.

    2011-01-01

    Purpose: The purpose of this paper is to identify whether there exists a relationship between the level of completeness of a strategic performance management (SPM) system implementation and the advantages and disadvantages an organization experiences from this system. Design/methodology/approach:

  16. ANALIZELE COMPARATIVE – METODE EFICIENTE DE DIAGNOSTICARE ÎN MANAGEMENTUL STRATEGIC

    Directory of Open Access Journals (Sweden)

    Eugen Remes

    2010-09-01

    Full Text Available Strategic diagnosis seeks to identify strategic position of a firm at some point. Strategic diagnosis is a complex process that includes several basic steps through which strategies are developed and implemented within the firm. Any strategic diagnosis process involves performing complex analysis that contributes to highlighting the position of the company lies at the start of a strategic approach. Among various strategic analysis methods, in this paper we refer only to the comparative analyses, with all its specificities. Comparative analysis are based on a number of specific instruments, such as historical analysis, comparative analysis with industry norms, best practice analysis, benchmarking. Of all these methods, benchmarking is the method of comparative analysis the most commonly used in management. By benchmarking firms can observe the own development and evolution, the resources, the skills, the capabilities, the results and the types of strategies applied more or less successfully.

  17. Strategic Purchasing in Practice: Comparing Ten European Countries.

    Science.gov (United States)

    Klasa, Katarzyna; Greer, Scott L; van Ginneken, Ewout

    2018-02-05

    Strategic purchasing of health care services is widely recommended as a policy instrument. We conducted a review of literature of material drawn from the European Observatory on Health Systems and Policies Health Systems in Transition series, other European Observatory databases, and selected country-specific literature to augment the comparative analysis by providing the most recent healthcare trends in ten selected countries. There is little evidence of purchasing being strategic according to any of the established definitions. There is little or no literature suggesting that existing purchasing mechanisms in Europe deliver improved population health, citizen empowerment, stronger governance and stewardship, or develop purchaser organization and capacity. Strategic purchasing has not generally been implemented. Policymakers considering adopting strategic purchasing policies should be aware of this systemic implementation problem. Policymakers in systems with strategic purchasing built into policy should not assume that a purchasing system is strategic or that it is delivering any expected objectives. However, there are individual components of strategic purchasing that are worth pursuing and can provide benefits to health systems. Copyright © 2018. Published by Elsevier B.V.

  18. STRATEGIC RECONFIGURATION AND MANAGEMENT OF RETAIL CENTRES CREATING COMPETITIVE ADVANTAGE THROUGH COMMUNICATIVE COMPETENCE

    Directory of Open Access Journals (Sweden)

    Tore Omholt

    2002-01-01

    Full Text Available In the last decade, the retail industry in many countries, including some Asian countries has undergone great changes due to a more dynamic and turbulent environment. This amongst other things has led to a concentration of retail functions in out-of-town regional shopping centres. This development can be explained by pointing to the traditional, segmentalist ways of strategic management in the retail sector, which to a large degree has looked upon location as the most important, and in many cases, the only source of competitive advantage. It has also treated the retail centre as a nexus of contracts based in turn on a series of bilateral contracts. These ways are in our opinion no longer able to deal with an increasingly dynamic environment, especially in traditional town centres. We are given some examples, however, where successful strategic response is characterized by extensive market research and intimate consumer knowledge, but these kinds of capabilities or skills seem to be confined to the typical multinational chain organization. One seldom finds innovative town centres or dynamic shopping centres with similar capabilities. Our view is that a dynamic reconfiguration will have to take place and be coordinated in a more multilateral fashion without having to resort to excessive communication and information processing to achieve a transformative reconfiguration. In this paper we have tried to show that an approach based on a socio-cybernetic framework and the development of several types of communicative competences, may be effective for the development of competitive advantage for a retail centre.

  19. How Strategic are Strategic Information Systems?

    Directory of Open Access Journals (Sweden)

    Alan Eardley

    1996-11-01

    Full Text Available There are many examples of information systems which are claimed to have created and sustained competitive advantage, allowed beneficial collaboration or simply ensured the continued survival of the organisations which used them These systems are often referred to as being 'strategic'. This paper argues that many of the examples of strategic information systems as reported in the literature are not sufficiently critical in determining whether the systems meet the generally accepted definition of the term 'strategic' - that of achieving sustainable competitive advantage. Eight of the information systems considered to be strategic are examined here from the standpoint of one widely-accepted 'competition' framework- Porter's model of industry competition . The framework is then used to question the linkage between the information systems and the mechanisms which are required for the enactment of strategic business objectives based on competition. Conclusions indicate that the systems are compatible with Porter's framework. Finally, some limitations of the framework are discussed and aspects of the systems which extend beyond the framework are highlighted

  20. Government's impact on the business environment and strategic management : Porter's missing fifth determinant of the competitive advantage of nations?

    NARCIS (Netherlands)

    F.A.J. van den Bosch (Frans); A-P. de Man (Ard-Pieter)

    1994-01-01

    textabstractShould 'government' be a fifth force in Michael Porter's model of the Competitive Advantage of Nations and, if so, what should be the appropriate level of analysis? In the strategic management literature, frameworks explaining the impact of the national environment, and more particularly

  1. Scandinavian Cooperative Advantage

    DEFF Research Database (Denmark)

    Strand, Robert; Freeman, R. Edward

    2015-01-01

    . We conclude by endorsing the expression “Scandinavian cooperative advantage” in an effort to draw attention to the Scandinavian context and encourage the field of strategic management to shift its focus from achieving a competitive advantage toward achieving a cooperative advantage....

  2. Accessing offshoring advantages

    DEFF Research Database (Denmark)

    Mykhaylenko, Alona; Motika, Agnes; Wæhrens, Brian Vejrum

    2015-01-01

    . Assuming that different levels of synergy may exist between particular offshoring strategic decisions (choosing offshore outsourcing or captive offshoring and the type of function) and different offshoring advantages, this work advocates that the actual fact of realization of certain offshoring advantages...

  3. The Effects of Strategic Alliance Membership on the Disadvantages of Electronic Commerce Adoption: A Comparative Study of Swedish and Australian Regional Small Businesses

    OpenAIRE

    Robert C. MacGregor; Lejla Vrazalic

    2005-01-01

    Despite the proclaimed advantages of small business strategic alliances, little research has been carried out to determine whether these structures “cushion†the disadvantages arising from e-commerce adoption for member businesses. There has also been a lack of research into comparing e-commerce use in those small businesses that are members of a strategic alliance to those that have opted to remain outside such arrangements. This article aims to correct the situation by presenting the fin...

  4. Strategic Entrepreneurship

    DEFF Research Database (Denmark)

    Klein, Peter G.; Barney, Jay B.; Foss, Nicolai Juul

    Strategic entrepreneurship is a newly recognized field that draws, not surprisingly, from the fields of strategic management and entrepreneurship. The field emerged officially with the 2001 special issue of the Strategic Management Journal on “strategic entrepreneurship”; the first dedicated...... periodical, the Strategic Entrepreneurship Journal, appeared in 2007. Strategic entrepreneurship is built around two core ideas. (1) Strategy formulation and execution involves attributes that are fundamentally entrepreneurial, such as alertness, creativity, and judgment, and entrepreneurs try to create...... and capture value through resource acquisition and competitive posi-tioning. (2) Opportunity-seeking and advantage-seeking—the former the central subject of the entrepreneurship field, the latter the central subject of the strategic management field—are pro-cesses that should be considered jointly. This entry...

  5. Tanzania's Revealed Comparative Advantage and Structural ...

    African Journals Online (AJOL)

    example, the contribution from vegetable products fell by 7%, and that from textiles .... 43 -‐ Furskins and artificial fur, manufactures thereof ... example, while Tanzania has comparative advantage in raw hides and skins (see Figure 6), it.

  6. Indonesian Comparative Advantage Entering the ASEAN Economic Community

    Directory of Open Access Journals (Sweden)

    Riandi .

    2017-03-01

    Full Text Available The purpose of this study is to examine the comparative advantage of Indonesian commodities in order to enter the ASEAN Economic Community (AEC. This study uses the export data during the period of 2003-2013 among five ASEAN countries participating in the AEC, including Indonesia, Malaysia, The Philippines, Singapore, and Thailand. All data obtained from the UN Comtrade database following the Harmonized System (HS at the two-digit classification level. This study applies dynamic revealed comparative advantage (DRCA index developed by Edwards and Schoer (2001 which is the development of revealed comparative advantage (RCA index by Balassa (1965. The results show that Indonesia is ready to enter the AEC. From this research, there are several Indonesian main commodities which have comparative advantage in ASEAN, including fish, crustaceans, molluscs, aquatic invertebrates ones (HS-03, edible fruit, nuts, peel of citrus fruit, melons (HS-08, oil seed, oleagic fruits, grain, seed, fruit, etc, nes (HS-12, lac, gums, resins, vegetable saps and extracts nes (HS-13, rubber and articles thereof (HS-40, paper & paperboard, articles of pulp, paper and board (HS-48, special woven or tufted fabric, lace, tapestry etc (HS-58, articles apparel, accessories, not knit or crochet (HS-62, and vehicles other than railway, tramway (HS-87. Those commodities are in line with Indonesian government export's strategy direction which mainly focuses on several sectors, including fishery, vegetable products, rubber, wood and wood products, textiles, and transportation. Therefore, Indonesian government should focus to improve those commodities in AEC. Keywords: Indonesian Comparative Advantage, Main Export Commodities, Export Strategy Direction, ASEAN Economic Community

  7. Strategic Adjustment Capacity, Sustained Competitive Advantage, and Firm Performance: An Evolutionary Perspective on Bird Flocking and Firm Competition

    Directory of Open Access Journals (Sweden)

    Shou Chen

    2017-01-01

    Full Text Available Imitating the positioning rules in the bird flocking system, the strategic adjustment capacity is decomposed into three aspects, which are the organizational learning capacity from the top firms, the extent to which firms maintain or rely on the best operational capacity vector in history, and the ability to overcome the disadvantage while maintaining the advantage of the operational capacity vector from the previous years, respectively. Financial vectors are constructed to represent the results of corporate strategic adjustment and listed firms in the China A stock are chosen as the samples. As empirical analysis reveals, there is a positive correlation between the organizational learning capacity from the top firms and the firm performance and a U-shaped relation between the learning capability from the previous best operational capacity vector and the firm performance. However, no significant correlation between the inertia control ability of the current operational capacity vector of the firms and their performance improvement can be observed. This study verifies that the issue of corporate competitiveness and performance can be investigated by utilizing the principles of competition in nature. Moreover, a firm can obtain a sustainable competitive advantage by improving its ability to learn from top firms in the industry.

  8. A Kantian argument against comparatively advantageous genetic modification.

    Science.gov (United States)

    Jensen, David

    2011-08-01

    The genetic modification of children is becoming a more likely possibility given our rapid progress in medical technologies. I argue, from a broadly Kantian point of view, that at least one kind of such modification-modification by a parent for the sake of a child's comparative advantage-is not rationally justified. To argue this, I first characterize a necessary condition on reasons and rational justification: what is a reason for an agent to do an action in one set of circumstances must be a reason for any in those circumstances to do the action. I then show that comparatively advantageous genetic modification violates this principle since a child's "getting ahead" through genetic modification cannot be rationally justified unless other children also could receive the modification, thus rendering the advantage useless. Finally, I consider the major objection to this it seems to disallow all cases of a parent's helping a child get ahead, something that parents normally engage in with their children. I argue that typical practices of developing a comparative advantage in a child, as well as practices of societal competition in general, do not conflict because they involve circumstances that mitigate the universal character of reasons. Many ordinary cases of competitive advantage that we think of as unjust, in fact, can be explained by my argument.

  9. On the measurement of comparative advantage

    NARCIS (Netherlands)

    Hoen, A.R.; Oosterhaven, J.

    This paper shows-that the standard measure of revealed comparative advantage (RCA), ranging from 0 to infinity, has problematic properties. Due to its multiplicative specification, it has a moving mean larger than its expected value of 1, while its distribution strongly depends on the number of

  10. On the measurement of comparative advantage

    NARCIS (Netherlands)

    Hoen, Alex R.

    2001-01-01

    This article shows that the distribution of the standard measure of revealed comparative advantage (RCA), which runs from 0 to 8, has problematic properties. Due to its multiplicative specification, it has a moving mean without a useful interpretation, while its distribution depends on the number of

  11. An investigation of how design managers in organisations in Bahrain manage and evaluate visual communication design for strategic advantage

    OpenAIRE

    Hallak, Lilian Issa Anton

    2015-01-01

    The role of visual communication design continues to increase in importance around the world. In Bahrain, organisations are increasingly considering visual communication design as a means of accomplishing organisational goals. The research aims to understand the process by which design managers in organisations in Bahrain manage and evaluate visual communication designs to gain strategic advantage. Even though the management of visual communication design has not yet been recognised as a ...

  12. Strategic Role of HRM in Turkey: A Three-Country Comparative Analysis

    Science.gov (United States)

    Ozcelik, Ayse Oya; Aydinli, Fulya

    2006-01-01

    Purpose: To explore the strategic role of human resource management (HRM) in Turkey by comparing Turkish companies to Spanish and German companies. Design/methodology/approach: The questionnaire form of the Cranet-G 1999-2000 Survey (Cranfield Network on Strategic International Human Resource Management) has been used to collect the data. The…

  13. The textile and clothing industry in the Danube region countries: Comparative advantages

    Directory of Open Access Journals (Sweden)

    Ignjatijević Svetlana

    2016-01-01

    Full Text Available The subject of this study is the analysis of comparative advantages of international export in the TC (textile and clothing industry of the Danube region countries with a special focus on Serbia. The aim of this study is to analyze the comparative advantage and suggest possible economic and legal measures to strengthen export. This study observed export per capita and participation of TC industry export, and measured the comparative advantage and specialization of the Danube region countries in the period between 2005 and 2013. In the course of research, we used the Balassa (RCA and Lafay (LFI indexes of comparative advantage, and the GL index and RUV index of horizontal and vertical specialization in intra-industry exchange. The research has revealed positive comparative advantage in the export of the textile industry in the Czech Republic, Germany and Slovenia. In the clothing industry export, positive comparative advantage was revealed in the cases of: Bulgaria, Hungary, Moldova, Romania, Slovakia and Serbia. The research has shown a positive comparative advantage of the TC industry sector in Serbia. The results of our research into the TC industry reveal the existence of correlation between comparative advantage and intra-industry specialization in international trade.

  14. Brokers and Competitive Advantage

    OpenAIRE

    Michael D. Ryall; Olav Sorenson

    2007-01-01

    The broker profits by intermediating between two (or more) parties. Using a biform game, we examine whether such a position can confer a competitive advantage, as well as whether any such advantage could persist if actors formed relations strategically. Our analysis reveals that, if one considers exogenous the relations between actors, brokers can enjoy an advantage but only if (1) they do not face substitutes either for the connections they offer or the value they can create, (2) they interm...

  15. STRATEGIC TRANSFORMATION PROCESSES IN ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    JOSÉ G. VARGAS HERNÁNDEZ

    2003-01-01

    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.

  16. Finance, Comparative Advantage, and Resource Allocation

    OpenAIRE

    Jaud, Melise; Kukenova, Madina; Strieborny, Martin

    2013-01-01

    The authors show that exported products exit the US market sooner if they violate the Heckscher-Ohlin notion of comparative advantage. Crucially, this pattern is stronger when exporting country has a well-developed banking system, measured by a high ratio of bank credit over the GDP. Banks thus push firms away from exports that are facing an uphill battle on a competitive foreign market du...

  17. [Regional anaesthesia as advantage in competition between hospitals. Strategic market analysis].

    Science.gov (United States)

    Heller, A R; Bauer, K R; Eberlein-Gonska, M; Albrecht, D M; Koch, T

    2009-05-01

    The German Social Act V section sign 12 is aimed towards competition, efficiency and quality in healthcare. Because surgical departments are billing standard diagnosis-related group (DRG) case costs to health insurance companies, they claim best value for money for internal services. Thus, anaesthesia concepts are being closely scrutinized. The present analysis was performed to gain economic arguments for the strategic positioning of regional anaesthesia procedures into clinical pathways. Surgical procedures, which in 2005 had a relevant caseload in Germany, were chosen in which regional anaesthesia procedures (alone or in combination with general anaesthesia) could routinely be used. The structure of costs and earnings for hospital services, split by types and centres of cost, as well as by underlying procedures are contained in the annually updated public accessible dataset (DRG browser) of the German Hospital Reimbursement Institute (InEK). For the year 2005 besides own data, national anaesthesia staffing costs are available from the German Society of Anaesthesiology (DGAI). The curve of earnings per DRG can be calculated from the 2005 InEK browser. This curve intersects by the cost curve at the point of national mean length of stay. The cost curve was calculated by process-oriented distribution of cost centres over the length of stay and allows benchmarking within the national competitive environment. For comparison of process times data from our local database were used. While the InEK browser lacks process times, the cost positions 5.1-5.3 (staffing costs anaesthesia) and the national structure adjusted anaesthesia staffing costs 2005 as published by the DGAI, were used to calculate nationwide mean available anaesthesia times which were compared with own process times. Within the portfolio diagram of lengths of stay for each DRG and process times most procedures are located in the economic lower left, in particular those with high case mix (length of stay and

  18. Features of formation of competitive advantages: a strategic dimension

    OpenAIRE

    O.Р. Pashchenko

    2015-01-01

    The article examines the features of formation of competitive advantages, the depth of theoretical and methodological basis for the formation of competitive advantages at an enterprise. The author has reviewed the approaches to the formation of stable and long-term competitive advantages. The author has also overviewed the requirements which are to be met by competitive advantages of a company and the factors that affect the possibility of competitive advantages. The author develops her ow...

  19. Theorizing Strategic Human Resource Development: Linking Financial Performance and Sustainable Competitive Advantage

    Science.gov (United States)

    Hu, Po

    2007-01-01

    This paper is to explore potential new underlying theory of strategic human resource development based on critiques of current theoretical foundations of HRD. It offers a new definition and model of Strategic HRD based on resource-based view of firm and human resource, with linkage to financial performance and competitiveness. Proposed new model…

  20. Strategic Alliances in The Robotics Industry

    DEFF Research Database (Denmark)

    Nielsen, Ulrik Bjørn

    2014-01-01

    The purpose of the master-thesis was to examine how Blue Ocean Robotics can structure its strategic alliances to gain a competitive advantage in the market development of robotics in international markets.......The purpose of the master-thesis was to examine how Blue Ocean Robotics can structure its strategic alliances to gain a competitive advantage in the market development of robotics in international markets....

  1. Competitive advantage and corporate communications

    Directory of Open Access Journals (Sweden)

    Mitić Sanja

    2013-01-01

    Full Text Available Strategic importance of corporate communications and its role in the development of competitive advantage has attracted interest of numerous researchers in the fields of organization, management, marketing and public relations. Recent studies particularly emphasise the growing importance of soft factors, such as reputation in the development of competitive advantage. Concept of reputation is strongly connected with stakeholder theory, which stresses the importance of corporate communications for competitive advantage of firms. The paper focuses on competitive advantage and the link among strategy, reputation and corporate communications.

  2. A microbial model of economic trading and comparative advantage.

    Science.gov (United States)

    Enyeart, Peter J; Simpson, Zachary B; Ellington, Andrew D

    2015-01-07

    The economic theory of comparative advantage postulates that beneficial trading relationships can be arrived at by two self-interested entities producing the same goods as long as they have opposing relative efficiencies in producing those goods. The theory predicts that upon entering trade, in order to maximize consumption both entities will specialize in producing the good they can produce at higher efficiency, that the weaker entity will specialize more completely than the stronger entity, and that both will be able to consume more goods as a result of trade than either would be able to alone. We extend this theory to the realm of unicellular organisms by developing mathematical models of genetic circuits that allow trading of a common good (specifically, signaling molecules) required for growth in bacteria in order to demonstrate comparative advantage interactions. In Conception 1, the experimenter controls production rates via exogenous inducers, allowing exploration of the parameter space of specialization. In Conception 2, the circuits self-regulate via feedback mechanisms. Our models indicate that these genetic circuits can demonstrate comparative advantage, and that cooperation in such a manner is particularly favored under stringent external conditions and when the cost of production is not overly high. Further work could involve implementing the models in living bacteria and searching for naturally occurring cooperative relationships between bacteria that conform to the principles of comparative advantage. Copyright © 2014 The Authors. Published by Elsevier Ltd.. All rights reserved.

  3. The Relational View of Interorganizational Competitive Advantage

    DEFF Research Database (Denmark)

    Hu, Yimei; Zhang, Si; Li, Jizhen

    Collaborating with external partners on R&D and forming strategic partnership for R&D have been popular phenomena for long, which leads new development in existing theories. Though the relational view of competitive advantage has been proposed for more than a decade, few in-depth empirical...... they generate relational rents (interorganizational competitive advantage) from this alliance? Based on this case study, we will propose some implications for the R&D collaboration between Chinese and Scandinavian countries. Also, the case will help us to test and enrich the existing theories...... on interorganizational competitive advantage. At the end of the paper, based on existing theories and the case study result, we will propose our conceptual framework on researching R&D strategic alliance between Scandinavian and Chinese firms....

  4. Explaining foreign ownership by comparative and competitive advantage. Empirical evidence.

    OpenAIRE

    Bellak, Christian

    1999-01-01

    This paper provides empirical evidence on the determinants of foreign ownership in manufacturing industries. Foreign ownership, according to the theory of international production, is the result of the combination of comparative and competitive advantage. An adequate examination of the ownership structure of an industry requires the ability to establish empirically the extent to which international competitiveness of firms rests on comparative and competitive advantage. Analysis is based on a...

  5. Revealed Comparative Advantage and the Alternatives as Measures of International Specialization

    DEFF Research Database (Denmark)

    Laursen, Keld

    2015-01-01

    This paper provides an analysis of Balassa's 'revealed comparative advantage' (RCA). It shows that when using RCA, it should be adjusted such that it becomes symmetric around its neutral value. The proposed adjusted index is called 'revealed symmetric comparative advantage' (RSCA). The theoretica...... Balance, Chi Square, and Bowen's Net Trade Index. The result of the analysis is that RSCA-on balance-is the best measure of comparative advantage....... discussion focuses on the properties of RSCA and empirical evidence, based on the Jarque-Bera test for normality of the regression error terms, using both the RCA and RSCA indices. We compare RSCA to other measures of international trade specialization including the Michaely index, the Contribution to Trade...

  6. Revealed Comparative Advantage of Services in Cariforum Countries

    Directory of Open Access Journals (Sweden)

    Marie Freckleton

    2014-09-01

    Full Text Available A pesar de la importancia de las exportaciones de servicios a los países del CARIFORUM no hay muchos estudios sobre de la competitividad de las exportaciones. Este artículo examina la ventaja comparativa revelada de las exportaciones de servicios de los países del CARIFORUM. El análisis muestra que la mayoría de los países del CARIFORUM han puesto de manifiesto las ventajas comparativas en el turismo, pero también hay casos de ventaja comparativa revelada en otros servicios como transporte, seguros y servicios empresariales, servicios personales, culturales y recreativos. Los resultados sugieren que existe un potencial de CARIFORUM para diversificar las exportaciones de servicios con el fin de pro-mover el crecimiento económico y reducir la vulnerabilidad. Sin embargo, en la medida en que los países del CARIFORUM pueden tomar ventaja de las oportunidades existentes de acceso al Mercado de los servicios depende de su capacidad de mejorar la capacidad de oferta de servicios y promover la competitividad de los servicios. English: Despite the importance of services ex-ports to CARIFORUM countries there is limited research on the competitiveness of such exports. This article examines the revealed comparative advantage of services exports in CARIFORUM countries. The analysis shows that most CARIFORUM countries have revealed comparative advantage in tourism but there are also cases of revealed comparative advantage in other services including transport, insurance, business services and personal, cultural and recreational services. The results suggest that there is potential for CARIFORUM to diversify exports of services in order to promote economic growth and reduce vulnerability. However, the extent to which CARIFORUM countries can take advantage of existing market access opportunities for services depends on their ability to improve the capacity to supply services and to promote the competitiveness of services.

  7. Competitive advantage and corporate communications

    OpenAIRE

    Mitić Sanja; Ognjanov Galjina

    2013-01-01

    Strategic importance of corporate communications and its role in the development of competitive advantage has attracted interest of numerous researchers in the fields of organization, management, marketing and public relations. Recent studies particularly emphasise the growing importance of soft factors, such as reputation in the development of competitive advantage. Concept of reputation is strongly connected with stakeholder theory, which stresses the importance of corporate communications ...

  8. Rewarding Stakeholders: The Perspective of Strategic Entrepreneurship

    OpenAIRE

    Dissanayake, Srinath

    2013-01-01

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

  9. Gaining Relational Competitive Advantages

    DEFF Research Database (Denmark)

    Hu, Yimei; Zhang, Si; Li, Jizhen

    2015-01-01

    Establishing strategic technological partnerships (STPs) with foreign partners is an increasingly studied topic within the innovation management literature. Partnering firms can jointly create sources of relational competitive advantage. Chinese firms often lack research and development (R......&D) capabilities but are increasingly becoming preferred technological partners for transnational corporations. We investigate an STP between a Scandinavian and a Chinese firm and try to explore how to gain relational competitive advantage by focusing on its two essential stages: relational rent generation...... and appropriation. Based on an explorative case study, we develop a conceptual framework that consists of process, organizational alliance factors, and coordination modes that we propose lead to relational competitive advantage....

  10. Assessment of protection and comparative advantage in rice ...

    African Journals Online (AJOL)

    The main analytical framework used was the Policy Analysis Matrix (PAM). The policy distortions were measured through Nominal Protection Coefficient (NPC) and Effective Protection Coefficient (EPC). Private Profitability Coefficient (PPC) was used to measure the comparative advantage a processor has in producing ...

  11. Determinants of Enterprises Radical Innovation and Performance: Insights into Strategic Orientation of Cultural and Creative Enterprises

    Directory of Open Access Journals (Sweden)

    Tsui-Yii Shih

    2018-06-01

    Full Text Available A firm’s strategic orientation determine its business direction and scope of operation. Several researchers have tried to identify how strategic orientations affect business development. However, only a few scholars have explored how strategic orientations shape a firm’s organizational capability. In addition, the extent to which radical innovation contributes to a firm’s operations has not been well researched. Given these research shortcomings, this study explores the integration of firms’ strategic orientations, radical innovation, competitive advantages, and business performance within a conceptual framework. A sample of 86 cultural and creative firms was obtained. The results of the regression analysis and of the PLS SEM model are compared in this study. Our findings suggest that factors from either market orientation or entrepreneurial orientation add to a firm’s radical innovation capability and adoption. Lastly, the brand advantage is identified to be the most important factor in firms’ performance after a radical innovation capability and product advantage. This paper offers several contributions to the research. First, it advances knowledge of the strategic orientations of cultural and creative firms in a developing market. Second, it demonstrates the usefulness of radical innovation capability in profiling the development of competitive advantages. Lastly, it adds to our understanding of factors that facilitate the business performance of cultural and creative entrepreneurs.

  12. A Comparative Study of Strategic HRD Approaches for Workforce Planning in the Tourism Industry

    Science.gov (United States)

    Bartlett, Kenneth; Johnson, Karen; Schneider, Ingrid E.

    2006-01-01

    This study compares the outcomes of two often used approaches for strategic HRD planning. Using methods framed within a strategic HRD planning framework the outcomes of a qualitative primary data approach are examined against quantitative labor market projections in a study of the future Minnesota tourism workforce. Results show each planning…

  13. On strategic spatial planning

    Directory of Open Access Journals (Sweden)

    Tošić Branka

    2014-01-01

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

  14. Product Market Integration, Comparative Advantages and Labour Market Performance

    DEFF Research Database (Denmark)

    Andersen, Torben M.; Rose Skaksen, Jan

    2003-01-01

    Product Market Integration, Comparative Advantages andLabour Market Performance@*In a two-country model with trade driven by comparative advantages, it is considered howimperfectly competitive labour markets are affected by lower frictions in international goodstrade. Easier goods trading...... is equivalent to increased mobility of employment acrosscountries and thus a change in the trade-off between wages and employment faced by wagesetters. While the effects of product market integration on the trade-off between wages andemployment in general is ambiguous, it is shown that product market...... integration works like ageneral improvement in productivity via the specialization it allows through trade.Unambiguously, real wages and employment and welfare improve upon reductions in tradefrictions, and therefore workers are better off irrespective of whether the market power ofunions is enhanced or muted...

  15. An Investigation of Customer Accounting Systems as a Source of Sustainable Competitive Advantage

    DEFF Research Database (Denmark)

    Holm, Morten; Kumar, V.; Plenborg, Thomas

    2016-01-01

    This study examines whether using customer accounting systems for resource allocation purposes is a source of sustainable competitive advantage. Based on a longitudinal data set comparing the performance of firms that adopt customer accounting and their industry benchmarks, we find that financial...... accounting systems is a source of temporary rather than sustainable competitive advantage. The results are robust to other strategic events around the time of adoption, different matching of peers, and the influence of other factors that could be expected to influence firm performance. We discuss...

  16. Understanding Sustainable Competitive Advantage: The Role of Positioning, Resources and Organisational Capabilities

    OpenAIRE

    David J. Collis

    1998-01-01

    This paper applies the value-based framework (Brandenburger and Stuart 1994) to the strategic management concepts of positioning, resources and organisational capabilities. It observes that each is a discrete level in the analysis of sustainable competitive advantage which can rigorously be interpreted as the determinants of location and speed of movement in value space. It concludes that strategic management will never find the ultimate explanation of competitive advantage because all orders...

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

    OpenAIRE

    İplik, Fatma Nur; Topsakal, Yunus; Doğan, Oğuz

    2014-01-01

    Strategic innovation is an issue that is frequently debated by the recent studies. The contemporary organizations almost in all industries seek to increase their strategic innovation capabilities in order to possess a sustainable competitive advantage. Similarly, in the hospitality industry strategic innovation is an essential instrument of gaining competitive advantage in the marketplaces. In modern days of hospitality and tourism, satisfying consurmers with providing only accommodation and ...

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

    OpenAIRE

    Fatma Nur Iplik; Yunus Topsakal; Oğuz Doğan

    2014-01-01

    Strategic innovation is an issue that is frequently debated by the recent studies. The contemporary organizations almost in all industries seek to increase their strategic innovation capabilities in order to possess a sustainable competitive advantage. Similarly, in the hospitality industry strategic innovation is an essential instrument of gaining competitive advantage in the marketplaces. In modern days of hospitality and tourism, satisfying consurmers with providing only accommodation a...

  19. Strategic Management in the Era of Cooperation

    DEFF Research Database (Denmark)

    Strand, Robert

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

  20. Strategic Thinking: The Untapped Resource for Leaders.

    Science.gov (United States)

    Alfred, Richard L.

    2001-01-01

    Strategic thinking is an organized, analytical process by which college leaders can assess: (1) existing and potential competitors; (2) sources of competitive advantage; and (3) college capabilities and competitive position. Three outcomes of strategic thinking are: (1) clear institutional strategy and direction; (2) improved institutional…

  1. Is Financial Development Another Source of Comparative Advantage? Evidence from China

    Institute of Scientific and Technical Information of China (English)

    Qun Bao; Jiayu Yang

    2009-01-01

    Using panel data for 29 provinces in China during 1990-2004, the present paper attempts to explore a possible link between financial development and China' s foreign trade. Three measures of comparative advantage in manufactured goods have been applied in our study, including Balassa's revealed coraparative advantage, the net manufactured export index, and the Michaely index. We also use four indicators of financial development to identify the different fimctions of regional financial development, and to determine both size and efficiency features of financial institutions. The estimation results suggest that besides factor endowments, foreign firms and infrastructure, financial development has a quantitatively large and robust effect on China' s manufactured goods trade. Therefore, further reform of China' s financial system should be encouraged to fully exploit the comparative advantage of China's foreign trade.

  2. A STRATEGIC MANAGEMENT MODEL FOR SERVICE ORGANIZATIONS

    OpenAIRE

    Andreea ZAMFIR

    2013-01-01

    This paper provides a knowledge-based strategic management of services model, with a view to emphasise an approach to gaining competitive advantage through knowledge, people and networking. The long-term evolution of the service organization is associated with the way in which the strategic management is practised.

  3. ENTERPRISE IRELAND: Design for Competitive Advantage Conference

    OpenAIRE

    Dee, Peter

    2003-01-01

    A stimulating conference bringing together world leading experts on design to address the importance of brand development strategies to achieve competitive advantage. Peter Dee - Strategic Design and Marketing Consultant, specialised in the creation of brand development strategies for Enterprise Ireland’s Design Unit. Peter was responsible for the design and development of the the brand identity for the Enterprise Ireland Design for Competitive Advantage Conference in Dublin.

  4. Comparative Strategic Cultures Workshop-Phase I

    National Research Council Canada - National Science Library

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

    2005-01-01

    .... 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...

  5. Strategic information systems planning for health service providers.

    Science.gov (United States)

    Moriarty, D D

    1992-01-01

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

  6. The Emerging Strategic Entrepreneurship Field

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Lyngsie, Jacob

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

  7. Value oriented strategic marketing

    Directory of Open Access Journals (Sweden)

    Milisavljević Momčilo

    2013-01-01

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

  8. Logistics potentials in business competitive advantage creation

    Directory of Open Access Journals (Sweden)

    Rafał Matwiejczuk

    2013-12-01

    Full Text Available Background: Companies constantly search for ways to achieve and sustain long-term competitive advantage. Among the factors influencing the competitive advantage creation there are so called logistics potentials, which constitute a component part of a business strategic potentials. Logistics resources, logistics capabilities and logistics competences are the main components of the logistics potentials structure and hierarchy. Methods: In order to recognize the logistics potentials which determine the competitive advantage creation one may use the assumptions and elements of contemporary management concepts, including strategic management. In particular the article deals with Resource-Based View (RBV, Dynamic Capabilities Concept (DCC and - first of all - Competence-Based Management (CBM. Results and conclusions: Several significant research projects have presented a wide scope and a large number of possibilities of logistics potentials (and logistics competences in particular influence on business competitive advantage creation. The article briefly presents the research results conducted by: (1 Michigan State University (USA, (2 European Logistics Association (ELA in cooperation with A.T. Kearney, (3 Computer Sciences Corporation and (4 Capgemini. The research results have pointed out to differentiated but at the same distinctive symptoms of logistics competences influence on competitive advantage creation. The article also refers to the results of the research carried out by the Chair of Logistics & Marketing at Opole University (Poland in companies operating in Poland. The research has been mainly dealing with the significance of logistics competences in competitive advantage creation.

  9. Shift in Comparative Advantage, Dynamic Market and Purchasing Power Parity in the East Asia

    OpenAIRE

    Widodo,Tri

    2008-01-01

    The regional economic integrations, bilateral trade agreements (BTAs), and otherinternational strategic alliances have affected countries' dynamic comparative advantagesand specialization. Whether there are systematic changes in the comparative advantageand specialization of trade in the East-Asian countries has been a crucial issue for thefuture development of the East-Asian economic integration. One of the most importantissues in the international trade is exchange rate. Purchasing Power Pa...

  10. Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies

    Directory of Open Access Journals (Sweden)

    Albana Berisha Qehaja

    2017-01-01

    Full Text Available There is no doubt that strategic management tools and techniques are important parts of the strategic management process. Their use in organizations should be observed in a practice-based context. This paper analyzes the empirical studies on the usage of strategic management tools and techniques. Hence, the main aim of this study is to investigate and analyze which enterprises, according to their country development level, use more strategic management tools and techniques and which of these are used the most. Also, this paper investigates which strategic management tools and techniques are used globally according to the results of empirical studies. The study presents a summary of empirical studies for the period 1990–2015. The research results indicate that more strategic tools and techniques are used in developed countries, followed by developing countries and fewest in countries in transition. This study is likely to contribute to the field of strategic management because it summarizes the most used strategic tools and techniques at the global level according to varying stages of countries’ economic development. Also, the findings from this study may be utilized to maximize the full potential of enterprises and reduce the cases of entrepreneurship failures, through creating awareness of the importance of using strategic management tools and techniques.

  11. THE EFFECT OF COMPETITIVE ADVANTAGE AND HUMAN ADVANTAGE ON INDUSTRIAL COMPETITIVE STRATEGY (Case Study: SMIs in Gorontalo Province

    Directory of Open Access Journals (Sweden)

    Trifandi Lasalewo

    2016-09-01

    Full Text Available Small and Medium Industries (SMIs have a strategic role in the Indonesian economy, as they earn 61.9 percent of the foreign exchange which goes to make up the nation’s Gross Domestic Product, and nationally they are able to absorb 97 percent of the workforce. The Global Competitiveness Report also notes that SMIs serve as the business units that affect every nation’s competitiveness. Considering this strategic role, the selection of a competitive strategy for these SMIs is absolutely necessary. Through an in-depth literature review, this study aims to explore what variables influence the competitive strategy of industries, particularly the SMIs. By using a Systematic Literature Review (SLR with a total of 31 main literature (articles, papers and books, this study has found two dominant factors that influence industrial competitive strategy: Competitive advantage and human advantage, which are subsequently developed into six independent variables (construct variables, i.e. cost, delivery, product quality, product variety, know-how and innovativeness, with a total of 44 indicators. The results of measurements of the sample of SMIs in Gorontalo Province, using Structural Equation Modeling, found that both competitive advantage and human advantage jointly influence 40.2 percent of the industrial competitive strategies. These results indicate that competitive strategies, such as creating products with unique features, on-time delivery, flexibility in production, and employee involvement in the innovations, are indispensable to SMIs in order for them to produce quality products and be able to maintain their advantage.

  12. Strategic Long Range Planning for Universities. AIR Forum 1980 Paper.

    Science.gov (United States)

    Baker, Michael E.

    The use of strategic long-range planning at Carnegie-Mellon University (CMU) is discussed. A structure for strategic planning analysis that integrates existing techniques is presented, and examples of planning activities at CMU are included. The key concept in strategic planning is competitive advantage: if a university has a competitive…

  13. The relation between proactive environmental strategies and competitive advantage

    Science.gov (United States)

    Butnariu, A.; Avasilcăi, S.

    2015-11-01

    There are two distinct orientations of the environmental management that companies may adopt: the model of compliance and the strategic model. The strategic model treats environmental expenses as investments that will lead to competitive advantage for the company. Nevertheless, there are few scientific works that prove the relation between corporate environmental investments and competitive advantage. Thereby, in order to bring clarifications about the profound implications of environmental investments, in the first stage of our research we have proposed the hypothesis that the environmental investments would probably lead to competitive advantage by creating capabilities that are mediators of this relation. In the second stage we have tested this hypothesis, using the research method of survey. A questionnaire was sent to managers in textile Romanian industry, and 109 answers were received. The data was analysed using the linear multiple regression method and the results confirm our hypothesis.

  14. A Path to Collaborative Strategic Learning

    Energy Technology Data Exchange (ETDEWEB)

    Nancy M. Carlson

    2003-10-01

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

  15. MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING

    OpenAIRE

    Dario Dunkovic; Durdica Juric; Tereza Nikolic

    2010-01-01

    Strategic management accounting has an important role to play in providing information about the major sources of competitive advantage of an enterprise. In increasingly dynamic environments the provision of strategically relevant information is of paramount importance for the formulation and execution of business strategies. Management control systems together with traditional management accounting represent a starting point for the development of modern management accounting concepts. There...

  16. Comparative Advantages of Spin-off Firms: An Evolutionary Perspective

    Directory of Open Access Journals (Sweden)

    Bilgehan Uzunca

    2011-11-01

    Full Text Available As predicted by evolutionary economics, historical antecedents matter when it comes to the relationship between survival of entrants and organizational capabilities. Spinoff firms provide an exemplary case of such relationship where the founders’ pre-entry capabilities that are inherited from the parent firm increases their survival chances. Looking closer and deeper to the evolutionary spinoff success mechanisms, I examine three specific genetic features which make spinoff firms more advantageous compared to other entrants; namely 1 Genotype: Transfer of blueprint, 2 Phenotype: Organizational learning, and 3 Memes: Informal relations and social capital. A detailed theoretical analysis of each mechanism prevails how they function and provide sustainable competitive advantage to spinoff firms. Testable hypotheses are provided about each mechanism.

  17. Comparative local advantages and technological competitiveness for Italian industry

    International Nuclear Information System (INIS)

    Palma, Daniela; Zini, Alessandro

    2005-01-01

    This article describes the evolution of the Italian manufacturing sector's competitiveness over the past ten years and the role played bu the local technology-based comparative advantages in shaping national competitiveness. Data obtained with local-based econometric techniques point to a gradual weakening of core know-how in high-tech industries strongly rooted in the Northwest [it

  18. Structure, environment and strategic outcome: a study of Pennsylvania nursing homes.

    Science.gov (United States)

    Aaronson, W E; Zinn, J S; Rosko, M D

    1995-02-01

    This study applies Porter's model of competitive advantage to the nursing home industry. Discriminant analysis is used to identify organizational and environmental characteristics associated with nursing homes which have demonstrated valued strategic outcomes, and to distinguish the more successful nursing homes from their rivals. The results of the discriminant analysis suggest that nursing homes with superior payer mix outcomes are distinguishable from their less successful rivals in areas associated with a focused generic strategy. The study suggests that nursing homes which are better staffed, of smaller size and lower price are more likely to achieve high levels of self-pay utilization. Independent living units, continuing care retirement communities in particular, are likely to act synergistically with nursing home organizational characteristics to enhance competitive advantage by linking the value chain of the nursing home to that of retirement housing. Nursing homes with higher proportions of Medicare were found to provide a unique product when compared to their rivals. Profit status does not discriminate better self-pay strategic utilization, but for-profit facilities are more likely to pursue a Medicare strategy. Concern was raised that, as nursing homes become more strategically oriented, Medicaid access may become more problematic.

  19. RECONSIDERING COMPETITIVE ADVANTAGES

    Directory of Open Access Journals (Sweden)

    Valentina Zaharia

    2011-12-01

    Full Text Available Development of the competitive advantage involves a considerable effort from any organization. In particular, those organizations involved in a strong competitive market require the development of strategies to allocate long-term strategic marketing resources, efficiently and with easily quantifiable results. Faced with a multitude of phenomena and processes sometimes contradictory on different markets of consumption, contemporarily marketing has the mission to develop as creative as possible the business strategy of the organizations, their capacity of interacting with customers and other categories of audience. Such concepts as strategic positioning, relational marketing, management of the relationship with the consumer, marketing integrated research, a.s.o. are only a few of the tools with the help of which the marketing managers will implement successful operational strategies. All these developments are creating a real new paradigm of Marketing aimed to better explain the new types of complex market relationship in which the 21st Century organization is .

  20. About essence of the “strategic competitiveness” concept

    Directory of Open Access Journals (Sweden)

    T. I. Ovchinnikova

    2016-01-01

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

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

    Science.gov (United States)

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

    2016-01-01

    Strategic management involves determining organizational goals, implementing a strategic plan, and properly allocating resources. Poor access to pertinent and timely data misidentifies clinical goals, prevents effective resource allocation, and generates waste from inaccurate forecasting. Loss of operational efficiency diminishes the value stream, adversely impacts the quality of patient care, and hampers effective strategic management. We have pioneered an approach using big data to create competitive advantage by identifying trends in clinical practice, accurately anticipating future needs, and strategically allocating resources for maximum impact.

  2. Spring 2005 Industry Study. Strategic Materials

    National Research Council Canada - National Science Library

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

    2005-01-01

    .... 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...

  3. THE EFFECT OF ENTREPRENEURSHIP ORIENTATION, INFORMATION TECHNOLOGY, STRATEGIC PLANNING TO COMPETITIVE ADVANTAGES WITH BUSINESS PERFORMANCE AS INTERVENING VARIABLES: EMPIRICAL STUDY FOOD PROCESSING SMES IN NORTH SULAWESI.

    OpenAIRE

    Billy Josef Anis; Budiman Christiananta; Lena Ellitan.

    2018-01-01

    This study aims to examine the influence of Entrepreneurship Orientation, Information Technology, Strategic Planning, to Business Performance and Competitive Advantage of micro and small entrepreneurs of food processing industry in North Sulawesi. In the case of the existence of micro and small entrepreneurs in this area, especially the processed food processing industry being studied, micro and small entrepreneurs are expected to build their ability to compete more and give quality value to ...

  4. IMPORTANCE OF STRATEGIC ALLIANCES IN COMPANY’S ACTIVITY

    OpenAIRE

    Elena BARANOV

    2013-01-01

    Strategic alliance is an agreement between two or more organizations to cooperate in a specific business activity, so that each benefits from the strengths of the other, and gains competitive advantage. The formation of strategic alliances has been seen as a response to globalization and increasing uncertainty and complexity in the business environment. Strategic alliances involve the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such ...

  5. Strategic alliances in engineering, technology and development

    International Nuclear Information System (INIS)

    Jazrawi, W.

    1991-01-01

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

  6. Strategic Management of a Family-Owned Airline

    DEFF Research Database (Denmark)

    Boyd, Britta; Hollensen, Svend

    2011-01-01

    The concept of absorptive capacity (ACAP) observing a firm’s ability to value, assimilate and utilize new external knowledge is applied in this paper. This comparative study focuses on strategic management processes and competitiveness of different airlines. The aim is to discover differences...... in resources and capabilities leading to competitive advantages within the aviation industry. From a competence and ACAP perspective family and non-family airlines are analysed by interviewing the owners, managers and selected employees of the businesses. The analysis shows how Cimber Sterling Group A...

  7. Comparative Examination of Fair Value Accounting and Historical Cost Accountingin Perspective of Advantages and Disadvantages

    OpenAIRE

    Arı, Mustafa; Yılmaz, Rıfat

    2015-01-01

    In this study, it has examined that advantages and disadvantages of fair value accounting and historical cost accounting in comparatively. We discuss advantages and disadvantages of produced financial information according to fair value accounting and historical cost accounting in perspective of reliability, relavance, transparency, intelligibility, comparability, timeliness and financial stability. Literature review results of this study indicate that there are advantages and disadvantages b...

  8. Lying for Strategic Advantage: Rational and Boundedly Rational Misrepresentation of Intentions

    OpenAIRE

    Crawford, Vincent P.

    2001-01-01

    Starting from Hendricks and McAfee's (2000) example of the Allies' decision to feint at Calais and attack at Normandy on D-Day, this paper models misrepresentation of intentions to competitors or enemies. Allowing for the possibility of bounded strategic rationality and rational players' responses to it yields a sensible account of lying via costless, noiseless messages. In many cases the model has generically unique pure-strategy sequential equilibria, in which rational players exploit bound...

  9. Does strategic planning enhance or impede innovation and firm performance

    NARCIS (Netherlands)

    Song, Michael; Im, Subin; van der Bijl, H.M.; Song, Lisa Z.

    2011-01-01

    Does strategic planning enhance or impede innovation and firm performance? The current literature provides contradictory views. This study extends the resource-advantage theory to examine the conditions in which strategic planning increases or decreases the number of new product development projects

  10. Does strategic planning enhance or impede innovation and firm performance?

    NARCIS (Netherlands)

    Song, Michael; Im, Subin; van der Bij, Hans; Song, Lisa Z.

    Does strategic planning enhance or impede innovation and firm performance? The current literature provides contradictory views. This study extends the resource-advantage theory to examine the conditions in which strategic planning increases or decreases the number of new product development projects

  11. Strategic approach to outsourcing the research and development function

    OpenAIRE

    Firend, A.R

    2010-01-01

    This paper proposes an approach for outsourcing the R&D function. This model is to serve as a strategic approach to outsourcing that considers number of elements with strategic competitive advantage as an ultimate objective. This paper suggest that outsourcing research and development should be planed and conducted from a strategic standpoint and have positive impact on organizational competitive position by incorporating it into the overall\\ud strategy of the organization to reduce the numbe...

  12. An analysis of Central America and Eastern Europe Revealed Comparative Advantages

    Directory of Open Access Journals (Sweden)

    Mauricio Garita Gutierrez

    2014-03-01

    Full Text Available Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0pt 5.4pt 0pt 5.4pt; mso-para-margin:0pt; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} The present study applies the revealed comparative advantages through the Balassa Index to determine the comparative advantages, disadvantages, and intra-product commerce tendencies between Central America and Eastern Europe with the purpose of determining the possibility of a free trade agreement for Central America. The approach of the study is through the connection between the European Economic Union and the Central American Common market, which shares a common background and relates them to research of Bela Balassa (1965 to determine how commerce between Central America and Eastern Europe has performed and the possibilities of growth that this commerce has through a free trade agreement. The study demonstrates the importance of analyzing competitive advantages. This paper presents the difference in competitive advantage between Eastern Europe and Central American establishing the benefits when negotiating a free trade agreement between both economic blocks. Therefore, analyzing and negotiating between products of competitive advantages may lead to a more sustainable economic growth.

  13. Financial Development, the Choice of Technology, and Comparative Advantage

    OpenAIRE

    Gong, Binglin; Zhou, Haiwen

    2017-01-01

    In this general equilibrium model, banks and manufacturing firms engage in oligopolistic competition. A more advanced manufacturing technology has a higher fixed cost but a lower marginal cost of production. We show that manufacturing firms located in a country with a more efficient financial sector choose more advanced technologies and this country has a comparative advantage in the production of manufactured goods. Even though the foreign country has a less developed financial sector tha...

  14. The strategic use of outcome information.

    Science.gov (United States)

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

    2000-10-01

    Most health care executives see outcome measurement as a technical or tactical matter rather than as a strategic tool. Accordingly, provider investment in outcome measurement and management is relatively small. Nevertheless, outcome information can be key to achieving an organization's strategic objectives. Advances in risk adjustment and improvements in technology for data collection and analysis have made outcome measurement a practical tool for individual hospital use. Strategically integrated outcome measurement efforts can give providers a competitive advantage over organizations that only use outcomes tactically. One of the best examples of an acute care provider that has used outcome information for strategic advantage is Intermountain Health Care (IHC; Salt Lake City). In 1997 IHC made clinical quality and outcomes the primary focus of its five-year strategic plan. To support the new strategy IHC's board of trustees approved the development of an outcome information system that generated data along clinical processes of care and the creation of a new management structure to use these data to hold professionals accountable and to set and achieve clinical improvement goals. From 1996 to 1999, IHC's share of the commercial health care market in Utah increased from roughly 50% to about 62% of the market, with the result that it has stopped actively marketing its services. Health care executives will not willingly invest in outcomes until they believe that they have business value. Therefore, making the business case for outcomes can help improve the quality of health care and the lives of individuals.

  15. Creating Collaborative Advantages Through Coordination of Regional Development Activities

    OpenAIRE

    Sumpor, Marijana

    2006-01-01

    Through the increasing importance of networking and use of participatory strategic planning approaches in the regional development practice, it seems that local and regional development theory moves from the concept of competitive advantages towards collaborative advantages. This conceptual move implies a redefinition of inter- and intra-institutional relations of the public and private sector, and therefore, calls for defining new forms of governance. The exploration of the concept of collab...

  16. A Prelude to Strategic Management of an Online Enterprise

    Science.gov (United States)

    Pan, Cheng-Chang; Sivo, Stephen A.; Goldsmith, Clair

    2016-01-01

    Strategic management is expected to allow an organization to maximize given constraints and optimize limited resources in an effort to create a competitive advantage that leads to better results. For both for-profit and non-profit organizations, such strategic thinking helps the management make informed decisions and sustain long-term planning. To…

  17. An Overview of Strategic Alliances between Universities and Corporations

    Science.gov (United States)

    Elmuti, Dean; Abebe, Michael; Nicolosi, Marco

    2005-01-01

    Purpose: Strategic alliances generally represent inter-firm cooperative agreements aimed at achieving competitive advantage for the partners. In recent years, there has been a dramatic increase in strategic alliances by multinational firms. This paper aims to explore the essence of these alliances and why they have become such a growing area of…

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

    Directory of Open Access Journals (Sweden)

    Fatma Nur Iplik

    2014-06-01

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

  19. Stratway: A Modular Approach to Strategic Conflict Resolution

    Science.gov (United States)

    Hagen, George E.; Butler, Ricky W.; Maddalon, Jeffrey M.

    2011-01-01

    In this paper we introduce Stratway, a modular approach to finding long-term strategic resolutions to conflicts between aircraft. The modular approach provides both advantages and disadvantages. Our primary concern is to investigate the implications on the verification of safety-critical properties of a strategic resolution algorithm. By partitioning the problem into verifiable modules much stronger verification claims can be established. Since strategic resolution involves searching for solutions over an enormous state space, Stratway, like most similar algorithms, searches these spaces by applying heuristics, which present especially difficult verification challenges. An advantage of a modular approach is that it makes a clear distinction between the resolution function and the trajectory generation function. This allows the resolution computation to be independent of any particular vehicle. The Stratway algorithm was developed in both Java and C++ and is available through a open source license. Additionally there is a visualization application that is helpful when analyzing and quickly creating conflict scenarios.

  20. Barriers to Strategic Design: A Perspective from China

    Directory of Open Access Journals (Sweden)

    Sylvia Xihui Liu

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

  1. Strategic Approaches with Resistant Families.

    Science.gov (United States)

    Breit, Miranda; And Others

    1983-01-01

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

  2. Ensuring dynamic strategic fit of firms that compete globally in alliances and networks: proposing the Global SNA - Strategic Network Analysis - framework

    Directory of Open Access Journals (Sweden)

    T. Diana L. Van Aduard de Macedo-Soares

    2011-02-01

    Full Text Available In order to sustain their competitive advantage in the current increasingly globalized and turbulent context, more and more firms are competing globally in alliances and networks that oblige them to adopt new managerial paradigms and tools. However, their strategic analyses rarely take into account the strategic implications of these alliances and networks, considering their global relational characteristics, admittedly because of a lack of adequate tools to do so. This paper contributes to research that seeks to fill this gap by proposing the Global Strategic Network Analysis - SNA - framework. Its purpose is to help firms that compete globally in alliances and networks to carry out their strategic assessments and decision-making with a view to ensuring dynamic strategic fit from both a global and relational perspective.

  3. Comparative Analysis of Competitive Strategy Implementation

    OpenAIRE

    Maina A. S. Waweru

    2011-01-01

    This paper presents research findings on Competitive Strategy Implementation which compared the levels of strategy implementation achieved by different generic strategy groups, comprising firms inclined towards low cost leadership, differentiation or dual strategic advantage. The study sought to determine the preferences for use of implementation armaments and compared how such armaments related to the level of implementation achieved. Respondents comprised 71 top executives from 59 companies...

  4. Strategic Alliance as the basis of the performance of railway transport of Ukraine

    OpenAIRE

    Blenduk, R.

    2014-01-01

    In the article the essence of the strategic union, identified causes and reasons for their creation, outlined the advantages of cooperation with strategic partners in the strategic alliance. The role of strategic unions in the efficiency of rail transport. For rail transport the main partners for the creation of a strategic union at the present stage can be a company in the field of storage, rendering services in the field of import / export, information processing, organization of transport,...

  5. Child center closures: Does nonprofit status provide a comparative advantage?

    Science.gov (United States)

    Lam, Marcus; Klein, Sacha; Freisthler, Bridget; Weiss, Robert E.

    2013-01-01

    Reliable access to dependable, high quality childcare services is a vital concern for large numbers of American families. The childcare industry consists of private nonprofit, private for-profit, and governmental providers that differ along many dimensions, including quality, clientele served, and organizational stability. Nonprofit providers are theorized to provide higher quality services given comparative tax advantages, higher levels of consumer trust, and management by mission driven entrepreneurs. This study examines the influence of ownership structure, defined as nonprofit, for-profit sole proprietors, for-profit companies, and governmental centers, on organizational instability, defined as childcare center closures. Using a cross sectional data set of 15724 childcare licenses in California for 2007, we model the predicted closures of childcare centers as a function of ownership structure as well as center age and capacity. Findings indicate that for small centers (capacity of 30 or less) nonprofits are more likely to close, but for larger centers (capacity 30+) nonprofits are less likely to close. This suggests that the comparative advantages available for nonprofit organizations may be better utilized by larger centers than by small centers. We consider the implications of our findings for parents, practitioners, and social policy. PMID:23543882

  6. Child center closures: Does nonprofit status provide a comparative advantage?

    Science.gov (United States)

    Lam, Marcus; Klein, Sacha; Freisthler, Bridget; Weiss, Robert E

    2013-03-01

    Reliable access to dependable, high quality childcare services is a vital concern for large numbers of American families. The childcare industry consists of private nonprofit, private for-profit, and governmental providers that differ along many dimensions, including quality, clientele served, and organizational stability. Nonprofit providers are theorized to provide higher quality services given comparative tax advantages, higher levels of consumer trust, and management by mission driven entrepreneurs. This study examines the influence of ownership structure, defined as nonprofit, for-profit sole proprietors, for-profit companies, and governmental centers, on organizational instability, defined as childcare center closures. Using a cross sectional data set of 15724 childcare licenses in California for 2007, we model the predicted closures of childcare centers as a function of ownership structure as well as center age and capacity. Findings indicate that for small centers (capacity of 30 or less) nonprofits are more likely to close, but for larger centers (capacity 30+) nonprofits are less likely to close. This suggests that the comparative advantages available for nonprofit organizations may be better utilized by larger centers than by small centers. We consider the implications of our findings for parents, practitioners, and social policy.

  7. Strategic Advantage in the 1990s: Total Quality Management Enabled by Information Technology

    Science.gov (United States)

    1991-01-01

    in respect to balance of trade? The answer is that we are not doing well.. .we have been on an economic decline for three decades.2 This decline has...SERVICES & DAILY WORKLIFE FIGURE 6. STRATEGIC MANAGEMENT MODEL Planning should follow a structured process but be less bureaucratic and burdensome (i.e

  8. The effective strategic leadership in the global competitive environment

    OpenAIRE

    Miceski, Trajko

    2012-01-01

    This paper focuses on strategic leadership and its importance as a potential source of competitive advantage in today's era of globalization. Strategic leadership can be defined as ability to: influence without coercion, prediction, vision, maintaining flexibility, anticipation of positive change, mobilizing and effectuation of human resources and many other activities that allow the company to the forefront in the global competitive environment.

  9. Sustainable Competitive Advantage for Educational Institutions: A Suggested Model.

    Science.gov (United States)

    Mazzarol, Tim; Soutar, Geoffrey Norman

    1999-01-01

    Outlines a model of factors critical to establishing and maintaining sustainable competitive advantage for education-services enterprises in international markets. The model, which combines industrial economics, management theory, and services marketing, seeks to explain the strategic decision-making environment in which the education exporter…

  10. Study on the knowledge management of strategic alliances in high technology enterprises

    Institute of Scientific and Technical Information of China (English)

    TANG Yu; WANG Hong-qi; WANG Shan-shan

    2005-01-01

    With the development of knowledge economy, the competition between high technology enterprises has gradually evolved into the competition of core competence based on knowledge, because high technology enterprises are typical knowledge-based enterprises. Few enterprises, especially for high technology firms, have all of the knowledge they need to compete effectively in the marketplace both at home and abroad, so more and more high technology companies are taking the advantage of strategic alliances to get their complementary knowledge. Since knowledge is the source of an enterprise' s competitiveness, knowledge management has become the most important means for enterprises to gain competitive advantage. There has been an increased growth in the literature on strategic alliances in recent decades. But what is less discussed in the existing literature on strategic alliances is the issue of knowledge management of strategic alliances in high technology enterprises. Based on the characteristics of strategic alliances in high technology enterprises, and in line with the implication and the goal of knowledge management, this study tries to delve into this issue. The paper analyzes the key factors relevant to the knowledge management of strategic alliances in high technology enterprises and proposes guide lines on the process and measures that should be taken in the knowledge management of strategic alliances in high technology enterprises.

  11. The Leading Economic Sectors Building Comparative and Competitive Advantages in Romania's Foreign Trade

    Directory of Open Access Journals (Sweden)

    Adriana Giurgiu

    2008-05-01

    Full Text Available For now on, as a member state of the EU, Romania and the Romanian commercial operators should maximize the foreign trade’s opportunities given by the rich portfolio of free trade agreements of the European Union and try to reorient our exports towards countries where the products of which the structure of our Romanian exports is consisted of hold a comparative and competitive advantage, in order to reduce the Romanian long-term trade balance deficit. Therefore, this paper focuses on finding out the leading sectors with high potential to maintain and consolidate the comparative and competitive advantages of the Romania’s foreign trade.

  12. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Cezar VASILESCU

    2013-10-01

    Full Text Available The field of strategic management has offered a variety of frameworks and concepts for the past years, many with the declared aim of “taking business and its management seriously”. Strategic planning can help an organization to build its sustained competitive advantage in the face of an uncertain marketplace, but it requires new ways of thinking in order to create feasible alternatives. This article examines how the Chief Information Officer (CIO can use strategy and planning as an enabler to meet the mission of an organization. The analysis focuses on some common problems that occur in strategic planning. Managers need to identify these potential issues, so that they can recognize and deal with them if they arise in their own strategic planning. A systems approach is taken which presents planning as an open inclusive process that seeks to produce flexible systems capable of growth and adaptation to meet changing needs and missions.

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

    Directory of Open Access Journals (Sweden)

    Gordon G. Sollars

    2012-01-01

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

  14. Gaining Competitive Advantage by Emphasizing the Positive Attributes of Resources Held

    OpenAIRE

    Avrigeanu Alina Florentina

    2012-01-01

    This paper aims to present the elements of the internal environment of firms and how they contribute to achieve a relative advantage. Altough VRIO framework is a precious strategic management tool it can be effective only in correlation with analysis of the external environment given, for example, need to find external references for estimating the value, scarcity and inimitability of a resource and selection of reference elements from the same market or the same strategic group.

  15. Institutional advantage

    NARCIS (Netherlands)

    Martin, Xavier

    Is there such a thing as institutional advantage—and what does it mean for the study of corporate competitive advantage? In this article, I develop the concept of institutional competitive advantage, as distinct from plain competitive advantage and from comparative institutional advantage. I first

  16. IMPORTANCE OF STRATEGIC ALLIANCES IN COMPANY’S ACTIVITY

    Directory of Open Access Journals (Sweden)

    Elena BARANOV

    2013-01-01

    Full Text Available Strategic alliance is an agreement between two or more organizations to cooperate in a specific business activity, so that each benefits from the strengths of the other, and gains competitive advantage. The formation of strategic alliances has been seen as a response to globalization and increasing uncertainty and complexity in the business environment. Strategic alliances involve the sharing of knowledge and expertise between partners as well as the reduction of risk and costs in areas such as relationships with suppliers and the development of new products and technologies. A strategic alliance is sometimes equated with a joint venture, but an alliance may involve competitors, and generally has a shorter life span. Strategic partnership is a closely related concept. This article analyzes definition of strategic alliance, its benefits, types, process of formation, and provides a few cases studies of strategic alliances. This paper tries to synthesize the scope and role of marketing functions in the determination of effectiveness of strategic alliances. Several propositions from a marketing viewpoint concerning the analysis of alliance process are formulated. On the basis of the propositions, a framework is developed for future research.

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

    Science.gov (United States)

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

    2012-08-07

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

  18. Advantages and contributions in the balanced scorecard implementation

    Directory of Open Access Journals (Sweden)

    Patrícia Quesado

    2018-02-01

    Full Text Available Purpose: In this paper we aim to identify and analyse a set of advantages and contributions derived from the Balanced Scorecard (BSC implementation. Design/methodology/approach: In order to answer the research question, we have carried out a qualitative research based on the exclusively bibliographical review of theoretical / conceptual and empirical works previously done on the subject (systematic review of the literature. Findings: The results allow us to conclude that the BSC is more than a simple performance evaluation system, to become a true strategic management tool able to clarify and translate the mission and organizational strategy, making possible the communication process, the strategic alignment and the organizational learning. Originality/value: The study presents a contribution to the current state of knowledge, since the identification of the advantages and contributions in the BSC introduction and implementation can facilitate its adoption and development in the organizations that intend to implement this tool. In addition, a theoretical basis is provided for subsequent research, evidencing the breadth of research on the topic studied.

  19. ORGANIZATIONAL STRATEGIC PLANNING OF HUMAN RESOURCES

    Directory of Open Access Journals (Sweden)

    Nicoleta, BELU

    2014-11-01

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

  20. Climate change and Australia’s comparative advantage in broadacre agriculture

    OpenAIRE

    Sanderson, Todd; Ahmadi-Esfahani, Fredoun Z.

    2010-01-01

    Australia has long been a major exporter of the products of broadacre agriculture, a production system well suited to the economic and climatic conditions of the country. According to the conventional wisdom, Australia holds a comparative advantage in these products, among which wheat and livestock products predominate. However, the future validity of this proposition is sensitive to the projected impacts of climate change. This paper develops a framework with which to quantify the future pat...

  1. The paradox of strategic environmental assessment

    Energy Technology Data Exchange (ETDEWEB)

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

    2014-07-01

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

  2. The paradox of strategic environmental assessment

    International Nuclear Information System (INIS)

    Bidstrup, Morten; Hansen, Anne Merrild

    2014-01-01

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

  3. Seeking the competitive advantage: it's more than cost reduction.

    Science.gov (United States)

    South, S F

    1999-01-01

    Most organizations focus considerable time and energy on reducing operating costs as a way to attain marketplace advantage. This strategy was not inappropriate in the past. To be competitive in the future, however, focus must be placed on other issues, not just cost reduction. The near future will be dominated by service industries, knowledge management, and virtual partnerships, with production optimization and flexibility, innovation, and strong partnerships defining those organizations that attain competitive advantage. Competitive advantage will reside in clarifying the vision and strategic plan, reviewing and redesigning work processes to optimize resources and value-added work, and creating change-ready environments and empowered workforces.

  4. Disentangling Competition Among Platform Driven Strategic Groups

    DEFF Research Database (Denmark)

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

    2015-01-01

    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...

  5. Institutional Research's Role in Strategic Planning

    Science.gov (United States)

    Voorhees, Richard A.

    2008-01-01

    Institutions that have organized and centralized their data enjoy an obvious advantage in grappling with strategic planning and other issues. As the drumbeat for accountability, planning, and demonstrating effectiveness to internal and external stakeholders intensifies, the stature and importance of institutional research offices on most campuses…

  6. Developing Strategic Marketing Plan for International Tourism Industry

    OpenAIRE

    Zhang, Mingmo

    2013-01-01

    International travel agency is the case company where I did my practical training. This thesis focuses on analyzing the case company’s current situation, market environment and competition situation in the tourism market. The main objective is to analyze the complex situation of the case company to develop a strategic marketing plan for the case company to gain competitive advantage. In order to reach the objective, the thesis finds answers to the questions of what the current strategic marke...

  7. Consumer Insight as Competitive Advantage Using Big Data and Analytics

    OpenAIRE

    Adnan Veysel Ertemel

    2015-01-01

    Digital revolution serves as a competitive advantage to businesses that are able to analyze consumer behavior in order to gain insights for their strategic advantage. After the advent of Internet, the past two decades witnessed generation of vast amount of business data. The amount of data is so huge that traditional database management system approaches falls short of managing and analyzing this data. This paper explores the characteristics of this phenomenon called Big Data together with An...

  8. Strategic Management of Innovations at Pharmaceutical Enterprises

    Directory of Open Access Journals (Sweden)

    Honcharova Svіtlana Yu.

    2014-01-01

    Full Text Available The article is devoted to theoretical and practical issues of the use of the concept of strategic management of innovations at pharmaceutical enterprises. It studies main barriers, which restrict development of Ukrainian pharmaceutical enterprises. It analyses the state and tendencies of development of innovation activity of pharmaceutical enterprises and studies foreign experience of innovation activity. It marks out specific features of strategic management of innovation development in pharmaceutical industry. It specifies the role and advantages of methods of strategic analysis in the system of management of a pharmaceutical enterprise. It considers the essence of “innovation development” and “innovation model of development” notions and analyses their organisational and legal provision. It justifies strategic tasks of the pharmaceutical filed to focus on in order to achieve a breakthrough when building an innovation model of economic development. The article proves that the most important factors that ensure growth of efficiency of pharmaceutical production are: wide application of the concept of strategic management and creation of innovations.

  9. Strategic Entrepreneurship: A Review and Research Agenda

    DEFF Research Database (Denmark)

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

    2009-01-01

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

  10. Competitive advantage: an analytical framework based on entrepreneurship

    Institute of Scientific and Technical Information of China (English)

    LIU Zhibiao

    2006-01-01

    This article observes and studies the role and effect of entrepreneurship within the theoretical framework of resource-based view(RBV).It advances competitive advantage theory based on entrepreneurship by proving the distinctiveness of entrepreneurship. Distinctive cognition competence of entrepreneurs provides them with personal specific assets,which determines both the competence to explore new business opportunities and the competence to integrate resources for risk activities.The characteristics of such intangible resource as entrepreneurship,such as its distinctiveness,limitedness of competition,and incomplete mobility of factors,are the most important sources of competitive advantage of enterprises in the strategic management theory of RBV.

  11. Alianças estratégicas e vantagem competitiva: uma visão analítica da cadeia de fornecedores Strategic alliances and competitive advantages: an analytic view of the supply chain

    Directory of Open Access Journals (Sweden)

    Jansen Maia Del Corso

    2005-12-01

    Full Text Available O objetivo deste trabalho é identificar as evidências de alianças estratégicas entre a empresa Electrolux do Brasil e seus principais fornecedores, analisando os elementos que as caracterizam, e, a partir daí, conhecer as vantagens competitivas adquiridas ou conquistadas tanto para a empresa quanto para os fornecedores com a sua implementação. As novas diretrizes estratégicas da empresa exigiram da área de suprimentos trabalhar de forma mais integrada com seus fornecedores, aproveitando o máximo possível de cada relação. A pesquisa está ancorada num estudo de caso cujo processo de amostragem foi o não probabilístico e a seleção dos entrevistados feita de forma intencional. O estudo foi dividido em três fases: 1ª obteve-se a seleção dos principais fornecedores; 2ª verificaram-se as características das relações entre a empresa e seus principais fornecedores, selecionando-se as cinco relações com o perfil mais próximo à aliança estratégica, com base nas características apontadas por Merli (1998; 3ª constataram-se a real existência das alianças e as vantagens competitivas geradas por elas, via entrevistas semi-estruturadas com os gestores dos fornecedores e os principais stakeholders envolvidos na relação. Por fim, foi possível concluir que as alianças identificadas geram vantagens competitivas tanto para o cliente quanto para os fornecedores.Evidence of strategic alliances between Electrolux do Brasil and its suppliers as sought as well as the related aspects to understand competitive advantages involved. New strategic directives of Electrolux demanded closer cooperation with between purchasing and suppliers to better exploit each relationship. The sample used in this case study was not probabilistic and those participating in the semi-structured interviews were intentionally selected. Dealings with major suppliers were first examined to determine the five relationship aspects whose characteristics are

  12. Cross-border merger & acquisition activity and revealed comparative advantage in manufacturing industries

    NARCIS (Netherlands)

    Brakman, Steven; Garretsen, Harry; van Marrewijk, Charles; van Witteloostuijn, Arjen

    2013-01-01

    We estimate an important implication of oligopolistic international trade modeling for the predicted pattern of cross-border mergers and acquisitions (M&As). Our core argument is that cross-border M&As are, among other factors, driven by cross-country differences in comparative advantage. We find

  13. AY 2002-2003 Industry Study: Final Report Strategic Materials

    National Research Council Canada - National Science Library

    Adams, Karen G

    2003-01-01

    Strategic materials are those materials, along with research, development, and technology that are critical in ensuring a US competitive advantage, both economically and with respect to national security capabilities...

  14. COMPARATIVE ADVANTAGE OF CLOTHING SECTOR IN THE EU-28 MARKET

    OpenAIRE

    TRIPA Simona

    2017-01-01

    The study presented here is aimed at analyzing the comparative advantages in the European clothing sector with the focus on Balkan states. The dynamics of change over a 15‐year period following economic reforms are revealed. For all Balkan countries export plays an important role in promoting economic growth and development and the clothing industries play a significant role and continue to contribute to the economic prosperity in this countries. The evolution of the RCA index for garment ind...

  15. The Source of Competitive Advantage and Entrepreneurial Judgment in the RBV

    DEFF Research Database (Denmark)

    Ishikawa, Ibuki

    The purpose of this paper is to identify the source of competitive advantage in the resource based view of strategic management literature. In particular, it is argued that the source of competitive advantage is rooted in entrepreneur judgment. In this argument, this paper consists largely of three...... on Lachmann (1947,1956), Mises (1946) and Knight (1921) to improve the RBV framework; thirdly, to apply the Austrian perspective to the RBV and demonstrate that the source of competitive advantage is derived from entrepreneurial judgment per se, not the resource per se, and to discuss some possible future...... the source of competitive advantage.Jel Code: B25, D21, D81, M13...

  16. Strategic Risk Assessment

    Science.gov (United States)

    Derleth, Jason; Lobia, Marcus

    2009-01-01

    This slide presentation provides an overview of the attempt to develop and demonstrate a methodology for the comparative assessment of risks across the entire portfolio of NASA projects and assets. It includes information about strategic risk identification, normalizing strategic risks, calculation of relative risk score, and implementation options.

  17. IMPROVEMENT OF STRATEGIC MANAGEMENT OF THE INDUSTRIAL ENTERPRISE

    Directory of Open Access Journals (Sweden)

    Anna E. Gorokhova

    2015-01-01

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

  18. Competitive Advantages of Indonesian Plywood Industry: A Perspective from Porter???s Five Forces Model

    OpenAIRE

    Makkarennu

    2015-01-01

    The Understanding industry structure is of great concern to industry strategic since depending against the competitive forces and shaping them in a company???s favor area essential to strategy. Competitive advantages provide the framework for assessing strategy and understanding the source of competitive advantage. This paper applies Porter Five Forces Model to identify the positioning of competitive advantages of plywood industry in South Sulawesi, Indonesia. Qualitative research was carried...

  19. Strategic Human Resources Management

    Directory of Open Access Journals (Sweden)

    Marta Muqaj

    2016-07-01

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

  20. Understanding the use of strategic intelligence as a strategic management tool in the long-term insurance industry in South Africa

    Directory of Open Access Journals (Sweden)

    René Pellissier

    2011-10-01

    The paper obtained the qualitative views and opinions of strategic decision makers, on an executive managerial level within the South African long-term insurance industry, on their organisations use of strategic intelligence. It was found that there are marked differences in the conformity and usage of strategic intelligence and its components between the organisations surveyed, with a measurable difference between large and small organisations. It is, however, generally viewed that the use of a strategic intelligence framework could greatly enhance decision-making. Data collection for the research undertaken was limited to the 82 long-term insurance companies, which were registered with the South African Financial Services Board. More specifically the focus was on the organisations listed on the Johannesburg Securities Exchange within the Life Assurance sector, within which a final response rate of 36.1% was achieved, including the 100% response rate from the six listed organisations. By understanding the extent to which strategic intelligence is utilised in the South African longterminsurance industry, and the benefits or problems that are experienced by implementing and using strategic intelligence as an input to the strategic management process we can comprehend the value that strategic intelligence adds in the decision making process. The originality of this work concludes in the identification and utilisation of the most important factors of a strategic intelligence framework that will greatly enhance global corporate decisionmakingand result in competitive advantage and constant innovation within the South African business environment.

  1. Consumer Insight as Competitive Advantage Using Big Data and Analytics

    Directory of Open Access Journals (Sweden)

    Adnan Veysel Ertemel

    2015-12-01

    Full Text Available Digital revolution serves as a competitive advantage to businesses that are able to analyze consumer behavior in order to gain insights for their strategic advantage. After the advent of Internet, the past two decades witnessed generation of vast amount of business data. The amount of data is so huge that traditional database management system approaches falls short of managing and analyzing this data. This paper explores the characteristics of this phenomenon called Big Data together with Analytics as a tool for marketers to gain insights about consumer behavior and hence provide competitive advantage to the businesses. It also discusses some best practices as case studies.

  2. Congruent Knowledge Management Behaviors as Discriminate Sources of Competitive Advantage

    Science.gov (United States)

    Magnier-Watanabe, Remy; Senoo, Dai

    2009-01-01

    Purpose: While knowledge management has been shown to be a strategic source of competitive advantage, processes designed to enhance the productivity of knowledge do not, however, equally contribute to the organization's capabilities. Consequently, this research aims to focus on the relationship between each mode of the knowledge management process…

  3. Developing Strategic Thinking in Business Education

    Directory of Open Access Journals (Sweden)

    Contantin BRĂTIANU

    2015-09-01

    Full Text Available The new business environment becomes more and more turbulent with rapid and unpredictable changes. Operational management focusing on present issues and profit maximization is not able to look into the future and anticipate market dynamics. Companies need to develop strategic management as an overarching framework able to search into the future and construct strategies for achieving a competitive advantage. That needs a new way of thinking and decision making. The core of that process is strategic thinking. The purpose of this paper is to analyze the content of strategic thinking and to investigate how it is developed in business education. I shall analyze the content of strategic thinking using a metaphorical approach and considering a spectrum of monochromatic thinking models based on some determinant features. For the second part I performed a survey based on a questionnaires addressed to 5000 students enrolled in undergraduate and graduate programs of economics and business from the main schools of economic sciences in Romania. The questionnaire contains 47 items able to reveal the dimensions of the strategic thinking pattern we consider of being significant for the managers in this new knowledge economy. Results show the need for improving the content of business education curriculum, and the teaching approach.

  4. Strategic Directions for the Bucharest Strategy and City Brand

    Directory of Open Access Journals (Sweden)

    Ana-Claudia Ţapardel

    2012-11-01

    Full Text Available On the international stage, public administration has become an essential factor, capable of providing a nation with the competitive advantage. Improving standards in local administration in our country has included not only a vigorous and sustained process of reform, but also a drive to modernise and perfect management within the public sector. These aspects are essential, since decisions made by partners and investors are to an ever larger extent influenced by the quality, efficiency and credibility of public administration. Following these considerations, and based upon an empirical research conducted with the aid of a survey and a comparative analysis between the manner in which the branding and development strategies were developed in Vancouver and Bucharest, the present paper aims to identify the main strategic directions and branding elements necessary in elaborating a strategy and in accumulating a dossier of best practices, in order to implement successfully the strategic planning process and the branding strategy in the local communities of Romania.

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

    Science.gov (United States)

    Bonnaire, Céline; Bungener, Catherine; Varescon, Isabelle

    2017-04-01

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

  6. Strategic rigidity and foresight for technology adoption among electric utilities

    International Nuclear Information System (INIS)

    Shah, Arsalan Nisar; Palacios, Miguel; Ruiz, Felipe

    2013-01-01

    The variation in the adoption of a technology as a major source of competitive advantage has been attributed to the wide-ranging strategic foresight and the integrative capability of a firm. These possible areas of competitive advantage can exist in the periphery of the firm's strategic vision and can get easily blurred as a result of rigidness and can permeate in the decision-making process of the firm. This article explores how electric utility firms with a renewable energy portfolio can become strategically rigid in terms of adoption of newer technologies. The reluctance or delay in the adoption of new technology can be characterized as strategic rigidness, brought upon as a result of a firm's core competence or core capability in the other, more conventional technology arrangement. This paper explores the implications of such rigidness on the performance of a firm and consequently on the energy eco-system. The paper substantiates the results by emphasizing the case of Iberdrola S.A., an incumbent firm as a wind energy developer and its adoption decision behavior. We illustrate that the very routines that create competitive advantage for firms in the electric utility industry are vulnerable as they might also develop as sources of competitive disadvantage, when firms confront environmental change and uncertainty. - Highlights: • Present a firm-level perspective on technology adoption behavior among electric utilities. • Firms with mature technology can become rigid towards newer technologies. • Case study analysis of a major electric utility firm. • Implications of ‘technology rigidness’ on the energy eco-system

  7. Strategic planning as used by chief executive officers.

    Science.gov (United States)

    Boissoneau, R; Belton, P; Schwahn, B

    1992-01-01

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

  8. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    POP Zenovia Cristiana

    2013-07-01

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

  9. GAINING SUSTAINABLE COMPETITIVE IT ADVANTAGES: MULTIPLE CASE STUDIES IN INTERNATIONALIZED BUSINESSES

    Directory of Open Access Journals (Sweden)

    Eduardo Armando

    2010-07-01

    Full Text Available This research studies how the studied firms gain sustainable competitive advantages (SCAs. The issue has been studied in the literature on business strategy: the challenge for managers is to identify, develop, protect and use resources and skills that provide the firm with SCAs. Eight cases were studied. All concerned Information Technology firms that sell to other companies. The variables used were qualitative. Data was collected from primary and secondary sources of information. The primary sources consisted of the studied firms, where interviews with management were held. The main results are: (1 One firm develops products abroad and this aspect is a competitive advantage. (2 There are cases that resort to a model that provides them with great operating flexibility. (3 One firm obtained SCAs by developing a strategy whereby it implemented a franchise model for development and distribution. The franchise system encourages entrepreneurial behavior among the franchisees. (4 One case gained a competitive advantage through the complexity and sophistication of its products. (5 Some of the cases searched for market niches that were less exposed to competition.Key-words: Strategic management. Strategic planning. Advanced Technology firms. Management of multinationals. 

  10. An assessment of implementation and evaluation phases of strategic plans in Iranian hospitals.

    Science.gov (United States)

    Sadeghifar, Jamil; Tofighi, Shahram; Roshani, Mohamad; Toulideh, Zahra; Mohsenpour, Seyedramezan; Jafari, Mehdi

    2017-01-01

    To assess the implementation and evaluation phases of strategic plans in selected hospitals. We conducted a cross-sectional study of implementation and evaluation of strategic plan in 24 hospitals in 2015, using a questionnaire which consisted of two separate sections for strategic implementation and strategic evaluation. Data were analyzed with SPSS version 18. Nearly one-third of hospitals claimed that they allocate their budget based on priorities and strategic goals. However, it turned out that although goals had been set, no formal announcements had been made. Most of the hospitals stated that they used measures when evaluating the plan. For hospital staff, clarifying the hospital's priorities was the most important advantage of a strategic plan. There is no clear definition for strategic management in Iranian hospitals, which results in chaotic implementation and control of strategic planning.

  11. A STRATEGIC ASSESSMENT OF THE ONLINE SPORTS BETTING INDUSTRY IN THE UNITED KINGDOM

    OpenAIRE

    Skogman, Ville

    2015-01-01

    A strategic assessment of the sports betting industry in the United Kingdom. The dissertation focuses on the field of strategic management, through which it tries to identify the competitive advantage of three operators in the United Kingdom online sports betting market; Betfair Group plc, Bet365 and William Hill plc.

  12. Scope of strategic marketing

    Directory of Open Access Journals (Sweden)

    Bradley Frank

    2004-01-01

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

  13. Strategic positioning and repositioning of oil companies in the upstream business: understanding the historical evolution of firms' strategic behavior

    International Nuclear Information System (INIS)

    Teixeira Carneiro, J.M.; Ferreira Deschamps Cavalcanti, M.A.; Dos Santos, E.M.

    1999-01-01

    This is the second article of a series whose objective is to use the analytical framework proposed by Michael Porter, from the University of Harvard, to study the global oil competition game and the competitive advantages of oil companies. The paper focuses on the historical changes in the positioning and behavior of various actors in the upstream oil industry. The authors start by describing the main oil actors and their initial strategic positioning before 1973. Then, the changes and the firm's strategic repositioning during the oil crisis in the 1970's and 1980's are analyzed. (author)

  14. Personal strategic planning mobile application: preliminary study ...

    African Journals Online (AJOL)

    With the recent advances in the capabilities of smartphones and their growing penetration rate among the individuals, it is possible to take advantage of these devices to design a mobile application to promote personal strategic planning. The paper reviews relevant literature and designs an instrument to investigate the ...

  15. IMPORTANCE OF STRATEGIC INFORMATION FOR DEVELOPMENT OF BC «BENETON» TREVISO

    Directory of Open Access Journals (Sweden)

    Pavle Rubin

    2010-09-01

    Full Text Available The problem of this study comes from the fact that in the modern world full of turbulent changes and large number of information (or data, we need to recognize information that have strategic importance. Mentioned information should be used in problem solving approach and for creating competitive advantage. The aim was to determine the importance of strategic information used in basketball club "Beneton" Treviso development process. The concept of club development strategy was analyzed, and strategic plan formulation and implementation were presented. Study describes Beneton's way to the European top ( for a relatively short period of time, by using quality management and marketing practices, with full appreciation of strategic information.

  16. The structure and comparative advantages of China's scientific research: Quantitative and qualitative perspectives

    NARCIS (Netherlands)

    Wang, L.

    2014-01-01

    In recent decades there has been a sharp increase in China's scientific output. Behind its fast growth, little is known about China's comparative advantages in different academic disciplines. Meanwhile, despite China's rising position (now in second place worldwide for research output), its research

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

    Directory of Open Access Journals (Sweden)

    Fera Tri Wulandari

    2016-01-01

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

  18. Quantifying Pemex E and P benefits from foreign strategic associations

    International Nuclear Information System (INIS)

    Baker, G.

    1993-01-01

    The recent critique by the Heritage Foundation of the management of Mexico's petroleum sector deserves attention by oil industry observers of Mexico as well as government and academic analysts. The foundation argues that sweeping changes are needed-for Mexico's own good-in upstream and downstream policy. The following analysis presents one form of quantifying the upstream argument: the Mexican government stands to gain $5.7 billion/year in taxable revenue from state petroleum company Petroleos Mexicanos by 2000 from strategic associations with international petroleum companies. In addition, there are efficiency advantages that Pemex would gain by strategic associations with international petroleum companies. The ripple effects would include not only oil production and tax revenue increases from Pemex operations but also the advantages of new management skills, new sources of funding and technology, and lower operating and overhead costs in Pemex. It will not be possible, however, for the Mexican government to choose one or more strategic partners by quantitative methods alone. To the contrary, a significant measure of trust will be required

  19. The Co-evolution of Honesty and Strategic Vigilance

    Science.gov (United States)

    Heintz, Christophe; Karabegovic, Mia; Molnar, Andras

    2016-01-01

    We hypothesize that when honesty is not motivated by selfish goals, it reveals social preferences that have evolved for convincing strategically vigilant partners that one is a person worth cooperating with. In particular, we explain how the patterns of dishonest behavior observed in recent experiments can be motivated by preferences for social and self-esteem. These preferences have evolved because they are adaptive in an environment where it is advantageous to be selected as a partner by others and where these others are strategically vigilant: they efficiently evaluate the expected benefit of cooperating with specific partners and attend to their intentions. We specify the adaptive value of strategic vigilance and preferences for social and self-esteem. We argue that evolved preferences for social and self-esteem are satisfied by applying mechanisms of strategic vigilance to one's own behavior. We further argue that such cognitive processes obviate the need for the evolution of preferences for fairness and social norm compliance. PMID:27790162

  20. The co-evolution of honesty and strategic vigilance

    Directory of Open Access Journals (Sweden)

    Christophe Heintz

    2016-10-01

    Full Text Available We hypothesize that when honesty is not motivated by selfish goals, it reveals social preferences that have evolved for convincing strategically vigilant partners that one is a person worth cooperating with. In particular, we explain how the patterns of dishonest behavior observed in recent experiments can be motivated by preferences for social and self-esteem. These preferences have evolved because they are adaptive in an environment where it is advantageous to be selected as a partner by others and where these others are strategically vigilant: they efficiently evaluate the expected benefit of cooperating with specific partners and attend to their intentions. We specify the adaptive value of strategic vigilance and preferences for social and self esteem. We argue that evolved preferences for social and self-esteem are satisfied by applying mechanisms of strategic vigilance to one’s own behavior. We further argue that such cognitive processes obviate the need for the evolution of preferences for fairness and social norm compliance.

  1. Time planning and Cost Management in Strategic Alliances

    Directory of Open Access Journals (Sweden)

    Ana-Maria Giurea

    2016-03-01

    Full Text Available The paper highlights a mutual support example out of ten simulations regarding strategic alliances based on the hypothesis that every partner allocates its resources and budget in an equitable manner according to total expected time (PERT. In today’s strategic alliances, the partner plays an essential role regarding the support capacity of the firm, assuming the statement: “many hands make light work”. The equitable allocations of time and cost, that the firms are able to honor, will be an advantage within the strategic mutual support. If one of the partners fails to respond with the same resources that the other partner offers, within a certain phase of the process, he will have the possibility to prove his capacity of support in another phase, when the other partner cannot afford to allocate the same resources. Mutual support between partners, time planning and cost management represent the best ways for a complex mechanism, such as the strategic alliance, to work properly.

  2. A Comparative, Holistic, Multiple-Case Study of the Implementation of the Strategic Thinking Protocol© and Traditional Strategic Planning Processes at a Southeastern University

    Science.gov (United States)

    Robinson, Deborah J.

    2012-01-01

    This study explores the strategic thinking and strategic planning efforts in a department, college and university in the Southeastern United States. The goal of the study was to identify elements of strategic planning processes that meet the unique organizational features and complexities of a higher education institution. The study employed a…

  3. Strategic Leadership and Entrepreneurial Capability for Game Change

    DEFF Research Database (Denmark)

    Abdelgawad, Sondos G.; Zahra, Shaker A.; Velikova, Silviya Svejenova

    2013-01-01

    In this article, we introduce the concept of entrepreneurial capability (EC) to capture a firm’s capacity to sense, select, and shape opportunities, and synchronize their strategic moves and resources in pursuit of these opportunities. We define EC and explain its dimensions, highlighting its role...... in achieving and sustaining a firm’s competitive advantage. We also propose that EC is instrumental for realizing a firm’s game-changing strategies, that is, those strategic moves that fundamentally alter the nature, domain and dynamics of competition. Furthermore, we propose that strategic leadership plays...... an essential role in honing a company’s EC and aligning it with its game-changing strategy by creating an organizational context where transforming the business ecosystem becomes feasible. Finally, we articulate the implications of EC for managerial practices and for advancing future research...

  4. Strategic Coopetition of Global Brands: A Game Theory Approach to ‘Nike + iPod Sport Kit’ Co-branding

    OpenAIRE

    Rodrigues, Flávio; Souza, Victória; Leitão, João

    2009-01-01

    Co-branding can be implemented by establishing an agreement of strategic coopetition that allows companies to compete and cooperate simultaneously in order to obtain competitive advantages through operational synergy. With this type of agreement, brands enter markets sharing loyal customers they would be unlikely to reach individually. The main advantages associated with implementation of this form of strategic coopetition are the possibility of jointly communicating brand image, reputation a...

  5. Vrancea Vineyard: A Rural Area with a European Comparative Advantage –The Wine

    Directory of Open Access Journals (Sweden)

    ALINA CHICOŞ

    2008-01-01

    Full Text Available This article intends to disseminate the partial results of a work that lasted more than three years and involved a substantial number of resources at both national and international level within the COHESION Project, implemented under the C.I.P. Interreg IIIB CADSES Neighbourhood Program. The Vrancea vineyard was the pilot area for the Romanian study and the main activities of the Romanian team (Urbanproiect Bucuresti, Partner Project no.13 within the project has been focused on this area.The COHESION (Integrated COncepts EnHancing CohESion of EurOpeaN Space Project aimed at enforcing the cohesion of the CADSES area, through developing policies to meet the problems of the European rural space. To this context, the project developed during 2003-2005 applied a methodology focused on increasing competitiveness of areas. An indicative product (wine, in which the involved areas provide a comparative advantage, has been targeted and integrated development pilot projects have been implemented in the participating areas. The Project's area of intervention consisted in the territories of Karditsa, Achaia and Nemea in Greece, the territory of Steirisches Vulkanland in Austria, Meissen in Germany, Appennino Reggiano in Italy, Northwest Bohemia in Czech Republic, and Vrancea in Romania.The aim of the project was “to investigate the development process in remote agricultural areas from practical point of view, i.e. locate the factors that hamper or promote local development in the remote agricultural zones of the CADSES area, and provide this information to other local development actors, so as to facilitate their action and thus contribute to accelerating convergence of the space in question and cohesion of the European territory” (PINDOS Strategic Planning Centre, 2006. The approach planned and applied by COHESION was the bottom up approach. Parallel and similar development projects (pilot activities were generated in a number of the areas involved and

  6. Adapting a strategic management model to hospital operating strategies. A model development and justification.

    Science.gov (United States)

    Swinehart, K; Zimmerer, T W; Oswald, S

    1995-01-01

    Industrial organizations have employed the process of strategic management in their attempts to cope effectively with global competitive pressures, while attempting to build and maintain competitive advantage. With health-care organizations presently trying to cope with an increasingly turbulent environment created by the uncertainty as to pending legislation and anticipated reform, the need for such organizational strategic planning is apparent. Presents and discusses a methodology for adapting a business-oriented model of strategic planning to health care.

  7. Sustainable Competitive Advantages: An Exploratory Study of the Brazilian Cell Phone SectorHttp://Dx.Doi.Org/10.5585/Riae.V9i2.1674

    Directory of Open Access Journals (Sweden)

    Rodolfo Borges Felipe

    2010-11-01

    Full Text Available In an environment of rapid changes one should seek definitions of what would be the strategic solutions adopted by organizations to ensure a competitive edge. This article is targeted to identify and verify the longevity of potential competitive advantages in Brazil’s mobile telephone sector through the analysis of the strategic actions taken by its operators between 2000 and 2008. Therefore, a two stage qualitative research with exploratory-descriptive features was adopted and carried out. The first stage saw the development of a theoretical framework based on the theory of competitive advantage. In the second step, the impact of strategic actions with the potential to become a competitive advantage in the four major mobile phone companies in the country was analyzed, and the examination of the sustainability of competitive advantages created from those actions was also undertaken. The study concluded that, although being a highly dynamic and competitive sector, there is evidence of the occurrence of a sustainable competitive advantage in the mobile telephone sector in Brazil.

  8. Strategic financial statement analysis and valuation of Aker solutions ASA

    OpenAIRE

    Farstadvoll, Haakon Simonsen

    2017-01-01

    The purpose of this paper is to estimate the fair value of Aker Solutions ASA per 31.05.2017. The fair value is held up against the market price to make a recommendation as to what investment strategy an external, well-diversified investor should follow. The strategic analysis concludes that Aker Solutions has a potential strategic advantage in the longer term, but faces strong challenges in the market in the short term. A fundamental valuation by a DCF approach is used as the ...

  9. Strategic Entry Deterrence Modeling: Literature Review

    Directory of Open Access Journals (Sweden)

    D. A. Seliverstov

    2017-01-01

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

  10. Library performance and service competition developing strategic responses

    CERN Document Server

    White, Larry Nash

    2008-01-01

    A practice-driven and proven resource for library administrators of all types of libraries. The work describes how the library can identify the service environment factors impacting customers; strategic needs; identify library competitors; strategic abilities and service environment impacts; and use the combined results to develop proactive competitive responses that drive the service environment instead of reacting to the service environment. These strategic competitive responses would allow the library to increase the value of its service impact and effectiveness while increasing customer appreciation and the libraries advantage in the competitive service environment. Written by a highly knowledgeable practitioner from the library field Experience of the author (library and for-profit management experience) provides a hybrid/blended view of library competition and management responses from both the library and for-profit management worlds Written to applicable to all types of libraries.

  11. Human dimension of strategic partnerships

    Directory of Open Access Journals (Sweden)

    Petković Mirjana M.

    2004-01-01

    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.

  12. Strategic contractual relationships in the automotive sector

    Directory of Open Access Journals (Sweden)

    Cleiciele Albuquerque Augusto

    Full Text Available Abstract The aim of the present study is to understand contractual relations through the complementarity of the Transaction Costs Theory, Measurement Costs Theory, and the Resource-Based View. Initially, we sought to define an analytical model appropriate to the complementarity objective, considering the categories of each approach. The proposition was: given the possibility of measuring the attributes of products, the contractual relationship can be used to guarantee property rights over assets of high specificity and strategic value, avoiding the costs of vertical integration. Secondly, a qualitative descriptive cross-cut (2014 and 2015 study was carried out. In this phase, the complementarity proposition was analyzed based on data obtained through semi-structured interviews with logistics, production, and purchasing managers of automakers located in the state of Paraná, and some of their direct suppliers. Our proposition indicates that when there is the possibility of measuring product attributes, the contractual relationship can be used to secure property rights of high-specificity assets and strategic resources, avoiding the costs of vertical integration. This proposition was verified because, in the case of high-specificity auto parts, the measurability of their dimensions ensures protection of specific and residual property rights. In the case of strategic resources, when there is a possibility of measurement and control, contracting is allowed, even including the acquisition of innovations that bring competitive advantage (Bluetooth, integrated GPS with SD card, back-up sensor, air bags. It was observed that, even though competitive advantages constitute valuable and rare resources for automakers at their launch, this did not prevent contracting. Verification can offer an alternative path to rational Transaction Costs Theory, as proposed by Williamson, and the use of vertical integration as a form of controlling strategic resources

  13. Strategic delegation improves cartel stability

    NARCIS (Netherlands)

    Han, M.A.

    2010-01-01

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

  14. Combining morphological analysis and Bayesian Networks for strategic decision support

    CSIR Research Space (South Africa)

    De Waal, AJ

    2007-12-01

    Full Text Available Morphological analysis (MA) and Bayesian networks (BN) are two closely related modelling methods, each of which has its advantages and disadvantages for strategic decision support modelling. MA is a method for defining, linking and evaluating...

  15. Balance of Comparative Advantages in the Processed Food Sector of the Danube Countries

    Directory of Open Access Journals (Sweden)

    Svetlana Ignjatijević

    2015-05-01

    Full Text Available In this paper, we investigated the level of competitiveness of the processed food sector of the Danube region countries, in order to show the existence of comparative advantage and the correlation of exports. We used the Balassa (RCA–revealed comparative advantage index and TPI (trade performance indexes. At first, using the Pearson and Spearman index, we examined the existence of correlations between the processed food sector of the Danube countries. Then, we applied the Least Significant Difference (LSD test to further compare the value and answered the question: between which Danube countries are there significant differences? With the study, we found that the distribution of the RCA index in Bosnia and Herzegovina, Hungary, Moldova and Slovenia deviates from normality. We also found the existence of a strong correlation of the RCA index of the Czech Republic with Romania, Hungary with Moldova and Serbia, Moldova with Serbia and Bulgaria with Ukraine. Finally, we concluded that the development of trade in the countries of the Danube region requires the participation of all relevant interest groups and could play an important role in providing faster economic development, that is in achieving sustainable development of the countries, with the sustainable use of available resources.

  16. Strategic Factor Markets Scale Free Resources and Economic Performance

    DEFF Research Database (Denmark)

    Geisler Asmussen, Christian

    2015-01-01

    -theoretic model, it shows how the impact of strategic factor markets on economic profits is influenced by product market rivalry, preexisting competitive (dis)advantages, and the interaction of acquired resources with those preexisting asymmetries. New insights include the result that resource suppliers will aim...

  17. Analysis on stability of strategic alliance: A game theory perspective

    Institute of Scientific and Technical Information of China (English)

    CHEN Fei-qiong; FAN Liang-cong

    2006-01-01

    Strategic alliance has suffered much instabilities since its first implementation. Scholars have carried out many embedded, precise and comprehensive researches from both theory and empiricism. Here we try to find certain stable solutions by employing game theory, in an attempt to construct theoretical bases for strategic alliance, which people called "one of the most important organizational innovation in the end of the 20th century" (Shi, 2001), to exploit its advantages in the process of globalization. Finally, this article puts forward some advices for its success.

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

    Science.gov (United States)

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

    2016-01-01

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

  19. Is strategic stockpiling essential?

    International Nuclear Information System (INIS)

    Anon.

    2007-01-01

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

  20. Volatility Exposure for Strategic Asset Allocation

    OpenAIRE

    Briere, Marie; Burgues, Alexandre; Signori, Ombretta

    2008-01-01

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

  1. Strategic CSR in Afghanistan

    DEFF Research Database (Denmark)

    Azizi, Sameer

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

  2. Assessing the comparative productivity advantage of bioenergy feedstocks at different latitudes

    International Nuclear Information System (INIS)

    Runge, Carlisle Ford; Sheehan, John J; Senauer, Benjamin; Foley, Jonathan; Gerber, James; Johnson, Justin Andrew; Polasky, Stephen; Runge, Carlisle Piehl

    2012-01-01

    We evaluate the comparative productivity of maize and sugarcane biofuel feedstocks as a function of latitude. Solar radiation for photosynthesis varies by latitude and contributes to differential productivity of tropical and temperate zones. We calculate comparative productivity in two ways—the amount of net sugar energy produced per unit area, and the amount produced per unit of net primary productivity (NPP). NPP measures the accumulation of energy in an ecosystem and can be used as a proxy for the capacity of an ecosystem to support biodiversity and a broader array of ecosystem services. On average sugarcane produces three times more energy per unit area than does maize. The comparative productivity advantage of sugarcane decreases with increases in latitude. Latitudes closer to the equator have higher NPP, so there is a greater trade-off between biofuel production and ecosystem productivity in the equatorial zones. The comparative productivity of sugarcane relative to maize is reduced when comparing biofuel energy per unit of NPP. Sugarcane is still twice as productive on average compared to maize in the amount of biofuel energy produced per unit of NPP. Regions near the equator have lower biofuel energy per unit NPP, making them less attractive for biofuels production. (letter)

  3. Have Countries with Lax Environmental Regulations a Comparative Advantage in Polluting Industries?

    OpenAIRE

    Quiroga, Miguel; Sterner, Thomas; Persson, Martin

    2007-01-01

    We aim to study whether lax environmental regulations induce comparative advantages, causing the least-regulated countries to specialize in polluting industries. The study is based on Trefler and Zhu’s (2005) definition of the factor content of trade. For the econometrical analysis, we use a cross-section of 71 countries in 2000 to examine the net exports in the most polluting industries. We try to overcome three weaknesses in the empirical literature: the measurement of environmental endowme...

  4. Materazzi effect and the strategic use of anger in competitive interactions.

    Science.gov (United States)

    Gneezy, Uri; Imas, Alex

    2014-01-28

    We propose that individuals use anger strategically in interactions. We first show that in some environments angering people makes them more effective in competitions, whereas in others, anger makes them less effective. We then show that individuals anticipate these effects and strategically use the option to anger their opponents. In particular, they are more likely to anger their opponents when anger negatively affects the opponents' performances. This finding suggests people understand the effects of emotions on behavior and exploit them to their advantage.

  5. An Analysis of Knowledge Sharing Approaches for Emerging-technology-based Strategic Alliances in Electronic Industry

    Institute of Scientific and Technical Information of China (English)

    LIU Ju; LI Yong-jian

    2006-01-01

    Emerging technologies are now initiating new industries and transforming old ones with tremendous power. They are different games compared with established technologies with distinctive characteristics of knowledge management in knowledge-based and technological-innovation-based competition. How to obtain knowledge advantage and enhance competences by knowledge sharing for emerging-technology-based strategic alliances (ETBSA) is what we concern in this paper. On the basis of our previous work on emerging technologies'distinctive attributes, we counter the wide spread presumption that the primary purpose of strategic alliances is knowledge acquiring by means of learning. We offers new insight into the knowledge sharing approaches of ETBSAs - the knowledge integrating approach by which each member firm integrates its partner's complementary knowledge base into the products and services and maintains its own knowledge specialization at the same time. So that ETBSAs should plan and practice their knowledge sharing strategies from the angle of knowledge integrating rather than knowledge acquiring. A four-dimensional framework is developed to analyze the advantages and disadvantages of these two knowledge sharing approaches. Some cases in electronic industry are introduced to illustrate our point of view.

  6. Strategic Enterprise Resource Planning for Global Supply Chain Competitiveness

    Science.gov (United States)

    Nageswararao, A. V.; Sahu, Dasarathi; Mohan, V. Krishna

    2011-01-01

    Strategic Enterprise Resource planning (SERP) systems are networked and integrated information mechanisms which are developed to achieve competitive advantage for organizations operating in global scale. It plays a vital role in Integrating various stake holders and channel partners involved in day to day operations. In the present Globalized…

  7. Strategic Planning and Online Learning

    Science.gov (United States)

    McLaughlin-Graham, Karen; Berge, Zane L.

    2005-01-01

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

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

    Science.gov (United States)

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

    2018-03-01

    Participation in strategic and non-strategic games is mostly explained in the literature by gender: men gamble on strategic games, while women gamble on non-strategic games. However, little is known about the underlying cognitive factors that could also distinguish strategic and non-strategic gamblers. We suggest that cognitive style and need for cognition also explain participation in gambling subtypes. From a dual-process perspective, cognitive style is the tendency to reject or accept the fast, automatic answer that comes immediately in response to a problem. Individuals that preferentially reject the automatic response use an analytic style, which suggest processing information in a slow way, with deep treatment. The intuitive style supposes a reliance on fast, automatic answers. The need for cognition provides a motivation to engage in effortful activities. One hundred and forty-nine gamblers (53 strategic and 96 non-strategic) answered the Cognitive Reflection Test, Need For Cognition Scale, and socio-demographic questions. A logistic regression was conducted to evaluate the influence of gender, cognitive style and need for cognition on participation in strategic and non-strategic games. Our results show that a model with both gender and cognitive variables is more accurate than a model with gender alone. Analytic (vs. intuitive) style, high (vs. low) need for cognition and being male (vs. female) are characteristics of strategic gamblers (vs. non-strategic gamblers). This study highlights the importance of considering the cognitive characteristics of strategic and non-strategic gamblers in order to develop preventive campaigns and treatments that fit the best profiles for gamblers.

  9. Strategic thinking in turbulent times

    Directory of Open Access Journals (Sweden)

    Bratianu Constantin

    2017-07-01

    Full Text Available The purpose of this paper is to present a structural analysis of strategic thinking spectrum in turbulent times. Business excellence cannot be achieved without a well-defined strategic thinking spectrum able to elaborate and implement strategies in a fast changeable and unpredictable business environment. Strategic thinking means to think for a desirable future which can be ahead 4-5 years of the present time and to make decisions to the best of our knowledge for that unknown business environment. Thus, the research question is: How can we conceive the spectrum of strategic thinking such that we shall be able to deal with a complex and unknown future in achieving a competitive advantage? The methodology used to answer this question is based on metaphorical thinking, and multidimensional analysis. I shall consider four main dimensions: time, complexity, uncertainty, and novelty. On each of these dimensions I shall analyze the known thinking models and their attributes with respect to request formulated in the research question. Then, I shall choose those thinking models that correspond to the future characteristics and integrate them in a continuous spectrum. On each dimension I shall consider three basic thinking models. On the time dimension they are: inertial, dynamic and entropic thinking. On the complexity dimension they are: linear, nonlinear and systemic thinking. On the uncertainty dimension they are: deterministic, probabilistic and chaotic thinking. Finally, on the novelty dimension we have: template, intelligent and creative thinking. Considering all requirements for the unknown future, we conclude that strategic thinking spectrum should contain: entropic, nonlinear and systemic, probabilistic and chaotic, intelligent and creative thinking models. Such a spectrum increases the capacity of our understanding and as a consequence it enhances the capability of making adequate decisions in conditions of complexity and uncertainty.

  10. Strategic planning in Brazilian protected areas: Uses and adjustments.

    Science.gov (United States)

    Barreto, Cristiane Gomes; Drummond, José Augusto L

    2017-09-15

    Management plans for protected areas commonly use strategic planning tools in their drafting. It is proposed that the adequate use of the instruments of planning and management of protected areas can improve their strategic competitiveness, providing greater financial and administrative independence, enabling them to be economically sustainable organizations. This study evaluated the application of concepts and strategy formulation, strategy principles and competitiveness, organizational diagnosis, strategic maps, scenarios, and other strategic planning instruments used for conservation management in Brazil. 25 management plans of 25 different protected areas were selected and studied, with special attention to the indicators used in each plan. Results indicate that there is a high suitability for the application of SP tools to the universe of protected areas, although management plans did not take full advantage of these tools. We also found that the broader use of these tools did not guarantee greater managerial effectiveness. We suggest that other governance variables beyond planning strategies must be improved, to ensure a better performance of protected areas. Copyright © 2017 Elsevier Ltd. All rights reserved.

  11. Pricing Strategy and Quick Response Adoption System with Strategic Customers

    Directory of Open Access Journals (Sweden)

    Junfeng Dong

    2017-01-01

    Full Text Available This study determined the competitive advantage of a quick response (QR system when a firm faces forward-looking customers with heterogeneous and uncertain valuations for a product, uncertain demand, and two selling periods. We identify two classes of pricing strategies, namely, no-price commitment strategy and price commitment strategy. Interestingly, the unique equilibrium is proven to exist if and only if most customers have high tastes on a product’s value. We also prove that when customers possess beliefs about the markdown in the second period being smaller enough, a firm obtains a high profit with price commitment; otherwise he obtains a high profit without price commitment. Moreover, we distinguish the competitive advantage of a QR system from two strategies. When a firm uses no-price commitment strategy, the value of QR system in the first period decreases and in the second period increases with customer’s strategic behavior. When a firm provides price commitment, the value of QR system in the first period may increase, decrease, or decrease first and then increase with customer’s strategic behavior. And the value of QR in the second period under price commitment strategy decreases or rises first and then decreases with customer’s strategic behavior.

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

    Directory of Open Access Journals (Sweden)

    Lesi Hertati

    2015-08-01

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

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

    Science.gov (United States)

    Kim, W C; Mauborgne, R

    1997-01-01

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

  14. Strategic planning model for Startups: A case study of Iranian packaging industry

    Directory of Open Access Journals (Sweden)

    Mohammad Mahdavi Mazdeh

    2011-04-01

    Full Text Available In today’s turbulent and competitive world, strategic planning plays an important role for the success of firms. Despite the fact that there are literally numerous models proposed for different companies in various states and structures, the possibility of using strategic planning for startups has never been seriously considered. In this paper, we present a survey by asking experts to find out whether strategic planning is suitable for startups. We also propose a model for strategic planning in startups based on the strategic planning models for small businesses and entrepreneurship concepts. The model is similar to other models and what differentiates this models form other approaches is the methodology used for internal and external analysis and the parameters taken into consideration. The proposed model is examined on an Iranian food packaging industry for validation. The preliminary results indicate that the success of startups depends on two sets of parameters: “entrepreneurial opportunities” and “competitive advantages and entrepreneurial characteristics”.

  15. Big data and analytics strategic and organizational impacts

    CERN Document Server

    Morabito, Vincenzo

    2015-01-01

    This book presents and discusses the main strategic and organizational challenges posed by Big Data and analytics in a manner relevant to both practitioners and scholars. The first part of the book analyzes strategic issues relating to the growing relevance of Big Data and analytics for competitive advantage, which is also attributable to empowerment of activities such as consumer profiling, market segmentation, and development of new products or services. Detailed consideration is also given to the strategic impact of Big Data and analytics on innovation in domains such as government and education and to Big Data-driven business models. The second part of the book addresses the impact of Big Data and analytics on management and organizations, focusing on challenges for governance, evaluation, and change management, while the concluding part reviews real examples of Big Data and analytics innovation at the global level. The text is supported by informative illustrations and case studies, so that practitioners...

  16. Priority Determination for Higher Education Strategic Planning Using Balanced Scorecard, FAHP and TOPSIS (Case study: XYZ University)

    Science.gov (United States)

    Yudatama, Uky; Sarno, Riyanarto

    2016-01-01

    The process of strategic planning is needed by a higher education in some cases, especially in preparing to face the challenges and competition. The results of strategic planning will help the higher education to provide a framework for achieving a competitive advantage as well as determine the direction of future policy in accordance with the desired objectives. In recent decades, the Balanced Scorecard has been applied in the field of information technology as a very popular tool and is used extensively, because it is a model that can explain between information technologies with "Business Objectives" in a comprehensive manner. This study uses 4 perspectives in the Balanced Scorecard and 7 standards in higher education quality assessment as sub-criteria. Fuzzy AHP and Fuzzy TOPSIS are used to determine the priority as making strategic policy recommendations in a higher education. The final result of this research shows the score of Customer Perspective 0.35365 is higher than other perspective, while the score in Research and Student Affairs gains significant score when compared with the others, namely 0.69753948 is also higher. This means that both of them get very serious attention as a strategic planning basis for policy making.

  17. THE CORRELATION BETWEEN STRATEGIC PLANNING AND ECONOMIC MOROCCAN SME’s PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Hassan ABBAR

    2016-11-01

    Full Text Available Among management activities, the strategic function retains increasingly attention of authors being interested in SME's (small and medium-sized enterprise performance. Indeed, there are many authors who think that by following a strategy building formal process, SMEs can increase chances of success, while others consider that by trusting their manager’s intuition, SMEs can stimulate creativity and develop important competitive advantages at the same time. Further to these controversies, we aim through this communication to partake in this debate mattering to both researchers and managers by revising the relation between strategic planning and SMEs' economic performance. So as to handle this matter, we verify nearby 100 Moroccan SMEs, the degree of importance they grant to strategic planning. We also examine how SMEs strategic planning may or not be associated with their economic performance as measured by average variation sales over the last three years.

  18. Strategic Decisions and Implications of the German Assault on Norway in 1940

    National Research Council Canada - National Science Library

    Amundsen, Steinar

    2005-01-01

    ... several objectives along the long Norwegian seaboard and in the deep Norwegian fjords. Ultimately setting the preconditions for a long-term occupation of Norway, Weseruebung was an operational success and secured strategic advantages for Germany...

  19. THE IMPLEMENTATION OF STRATEGIC MANAGEMENTACCOUNTING BASED ON VALUE CHAIN ANALYSIS: VALUE CHAINACCOUNTING

    Directory of Open Access Journals (Sweden)

    Mustafa KIRLI

    2011-01-01

    Full Text Available To compete successfully in today’s highly competitive global environment,companies have made customer satisfaction an overriding priority. They have alsoadopted new management approaches, changed their manufacturing systems andinvested in new technologies. Strategic managementaccounting examines thedecision-making linked with the business operationsand strategic work offinancial administration as support for the same. Strategic managementaccounting is a theory and practice of accounting that looks at an organization'scost position, cost advantages and product differentiation in order to make marketdecisions. The value chain is a systematic approachto examining the developmentof competitive advantage. The chain consists of a series of activities that createand build value. Value chain analysis refers to a structured method of analyzingthe effects of all core activities on cost and/or differentiation of the valuechain.With the growing division of labour and the global dispersion of theproduction ofcomponents, systemic competitiveness and so value chain analysishave become increasingly important. Value chain accounting is the combinationof value chain analysis and accounting theory.Valuechain accounting is animportant part of value chain management and a further development of strategicmanagement accounting. Value chain accounting is anew approach onaccounting subject which is combined by the theories of value chain management,supply chain management, accounting management andinformation technology.From the analysis about value chain theory and strategic management accountingtheory,this paper proposes an accounting managementframework based on valuechain analysis called value chain accounting.

  20. Strategic HRM for SMEs: Implications for Firms and Policy

    Science.gov (United States)

    Brand, Maryse J.; Bax, Erik H.

    2002-01-01

    This paper is on the growing importance of strategic human resource management (SHRM) for small and medium-sized enterprises (SMEs). Many small firms encounter serious human resource problems, while at the same time these human resources play a vital role in developing and sustaining their competitive advantages. In (S)HRM literature specific…

  1. Comparative Analysis of OECD Member Countries' Competitive Advantage in National Human Resource Development System

    Science.gov (United States)

    Oh, Hunseok; Choi, Yeseul; Choi, Myungweon

    2013-01-01

    The purpose of this study was to assess, evaluate, and compare the competitive advantages of the human resource development systems of advanced countries. The Global Human Resource Development Index was utilized for this study, since it has been validated through an expert panel's content review and analytic hierarchy process. Using a sample of 34…

  2. University Interdisciplinary Research Organizations in the Process of Collaborative Innovation: Advantages, Difficulties and Strategies

    Science.gov (United States)

    Bi Ying; Yang, Liansheng

    2015-01-01

    Under the background of collaborative innovation, interdisciplinary research organizations due to its structural advantages should actively target frontier science and the great needs of national development, key research and strategic issues of solving the country's need, prospective issues in the frontier of science and technology and major…

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

    International Nuclear Information System (INIS)

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

    2011-01-01

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

  4. Financing strategic healthcare facilities: the growing attraction of alternative capital.

    Science.gov (United States)

    Zismer, Daniel K; Fox, James; Torgerson, Paul

    2013-05-01

    Community health system leaders often dismiss use of alternative capital to finance strategic facilities as being too expensive and less strategically useful, preferring to follow historical precedent and use tax-exempt bonding to finance such facilities. Proposed changes in accounting rules should cause third-party-financed facility lease arrangements to be treated similarly to tax-exempt debt financings with respect to the income statement and balance sheet, increasing their appeal to community health systems. An in-depth comparison of the total costs associated with each financing approach can help inform the choice of financing approaches by illuminating their respective advantages and disadvantages.

  5. Developing Strategic Thinking in Business Education

    OpenAIRE

    Contantin BRĂTIANU

    2015-01-01

    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 stra...

  6. The Development of Strategic Bank Lending Industries in the Context of Globalization

    Directory of Open Access Journals (Sweden)

    Oksana Markovna Kramarenko

    2015-09-01

    Full Text Available It is shown that, in the context of globalization, improved credit support for strategic sectors of the economy (for example, shipbuilding can be achieved through the creation of a banking consortium based around leasing. A dialectical method of resolution of system tasks is selected as the methodological approach. Methods used include: comparative cost analysis of the strategic lending industry supporting the formation and development of a banking consortium; integrated method at the condition modeling of making and implementation of a lease agreement, which allowed to accommodate the interests for both parties of such agreement; optimization method to select the conditions of a lease agreement; classification and analytical method to clarify the classification of lease. The study proved and developed a plan of creation a banking consortium, including options of interaction of such consortium with potential customers based on a lease agreement. The process of functioning of the lease agreement in order to optimize it for both a bank consortium-lessor and a lessee is modeled. The significant advantages of leasing compared to the traditional lending for both parties of leasing, especially when ensuring long-term projects are summarized. The results of the research can be applied in the strategic lending industries development and can reduce the level of banking risks. Applying the results of the research in the social aspect can maintain and increase the number of jobs including the banking sector. The value of the work leis in the fact that the author has developed a new approach to achive the credit support for strategic sectors of the economy through the creation of the banking consortium based around leasing, which allows to protect the interests of both parties.

  7. THE RELATIONSHIP BETWEEN ORGANISATIONAL COMPETITIVE ADVANTAGE AND PERFORMANCE MODERATED BY THE AGE AND SIZE OF FIRMS

    OpenAIRE

    Alimin Ismadi Ismail; Haslinda Abdullah; Jegak Uli; Raduan Che Rose

    2010-01-01

    It has been argued that achieving a position of competitive advantage is a necessary precursor to a firm's significant performance. This paper will empirically examine the potential moderating variables that could affect the relationship between a firm's competitive advantage and performance, namely the firms' age and size. By examining the relative moderating effects of these variables, this paper delivers valuable information to firms, specifically with regard to strategic management direct...

  8. Strategic Adaptation

    DEFF Research Database (Denmark)

    Andersen, Torben Juul

    2015-01-01

    This article provides an overview of theoretical contributions that have influenced the discourse around strategic adaptation including contingency perspectives, strategic fit reasoning, decision structure, information processing, corporate entrepreneurship, and strategy process. The related...... concepts of strategic renewal, dynamic managerial capabilities, dynamic capabilities, and strategic response capabilities are discussed and contextualized against strategic responsiveness. The insights derived from this article are used to outline the contours of a dynamic process of strategic adaptation....... This model incorporates elements of central strategizing, autonomous entrepreneurial behavior, interactive information processing, and open communication systems that enhance the organization's ability to observe exogenous changes and respond effectively to them....

  9. Evaluating the Strategic Positions of the Employer’s Brand in the Retail Sector

    Directory of Open Access Journals (Sweden)

    Yurchenko Karyna Yu.

    2018-03-01

    Full Text Available Methodical approaches to evaluation of strategic positions of the employer’s brand and its competitiveness are substantiated. Comparative analysis as an approach to the evaluation of the employer’s brand is considered. The advantages of having an employer’s brand in the organization are allocated and the most important elements in the process of forming the employer’s brand are defined. The research on instruments of formation of both internal and external brand of employer for the retail shops network «Prego» was carried out. The employer’s brand strength is evaluated according to the main points of a specialist contact with the employer’s company. An assessment of factors of external and internal brand of employer was carried out. A system of criteria for evaluating the competitiveness of the company’s employer brand has been formed. The strategic positions of the employer’s brand of the «Prego» store chain in the retail sector were evaluated.

  10. Strategic management of a family-owned airline

    DEFF Research Database (Denmark)

    Boyd, Britta; Hollensen, Svend

    2012-01-01

    The concept of absorptive capacity (ACAP) observing a firm’s ability to value, assimilate and utilize new external knowledge is applied in this paper. This case study analysis focuses on strategic management processes and competitiveness of the Cimber Sterling airline. The aim is to discover...... external factors and the strategic management of other selected low-cost airlines. The analysis shows to what extent Cimber Sterling Group A/S as a Danish family business copes with increasing competition and critical situations, such as the volcanic ash cloud and financial crisis. Identifying...... resources and capabilities leading to competitive advantages within the aviation industry. From an ACAP perspective Cimber Sterling Group A/S was analyzed by interviewing selected owners, managers and employees of the airline. A comparison within the airline industry is part of the ACAP concept regarding...

  11. The comparative advantage of NGO (non-governmental organizations) in the health sector--a look at the evidence.

    Science.gov (United States)

    Matthias, A R; Green, A T

    1994-01-01

    Attention being given to the development of an appropriate public/private mix in health-care delivery should not exclude the role of non-governmental organizations (NGOs). There is a widely accepted thesis of NGO comparative advantage over government, but evidence to support this thesis is generally more anecdotal than analytical. This paper considers evidence available in the literature and from field research in southern Africa, especially with regard to efficiency, innovation and reaching grass-roots communities. The paper concludes that the comparative advantage of the NGO sector needs to be analysed in relation to both the private for-profit sector and the public sector.

  12. Gaining Comparative Advantage Through Discretionary Expenditures: The Returns to R&D and Advertising

    OpenAIRE

    Gary Erickson; Robert Jacobson

    1992-01-01

    We explore the extent to which R&D and advertising expenditures generate a comparative advantage that allows firms to earn supranormal profits. After controlling for unobserved firm-specific factors and the feedback between discretionary expenditures and profitability, our results suggest substantially lower accounting and stock market returns to R&D and advertising than indicated in previous research. Isolating mechanisms, which prevent imitation, do not appear sufficient for either R&D or a...

  13. Do Countries with Lax Environmental Regulations Have a Comparative Advantage in Polluting Industries?.

    OpenAIRE

    Miguel Angel Quiroga; Martin Persson; Thomas Sterner

    2009-01-01

    We study whether lax environmental regulations induce comparative advantages, causing the least-regulated countries to specialize in polluting industries. We seek to improve three areas in the empirical literature based on the Heckscher-Ohlin-Vanek’s factor content of trade, more specifically in Tobey’s (1990) approach: the measurement of environmental endowments, the possible endogeneity due to an omitted variable that has not been considered, and the influence of the industrial level of agg...

  14. Comparative advantage strategy for rapid pollution mitigation in China.

    Science.gov (United States)

    Xu, Yuan

    2013-09-03

    Due to its sheer size and growth trend, no other country is facing more daunting challenges than China in reducing its pollutant emissions. A critical but inadequately addressed question is how rapidly China could feasibly achieve such mitigation. The stake is high not only about how much worse China's environmental quality could become but also about how the world can prevent catastrophic climate change. Through examining sulfur dioxide (SO2) mitigation in coal-fired power plants and wind energy development for carbon dioxide (CO2) mitigation, this article proposes a comparative advantage strategy for overcoming high barriers to fast pollution mitigation. On the demand side, China could first make progress in the deployment of more pollution control facilities and then improve their operational performance. The resulting low technological market entry barriers could help to build enough industrial capacity to meet the huge demand with prices under control. The strategy in the current practice could be improved to establish not only a large supply industry but also a strong one to enable other countries to move more rapidly in pollution mitigation.

  15. Comparing models of the combined-stimulation advantage for speech recognition.

    Science.gov (United States)

    Micheyl, Christophe; Oxenham, Andrew J

    2012-05-01

    The "combined-stimulation advantage" refers to an improvement in speech recognition when cochlear-implant or vocoded stimulation is supplemented by low-frequency acoustic information. Previous studies have been interpreted as evidence for "super-additive" or "synergistic" effects in the combination of low-frequency and electric or vocoded speech information by human listeners. However, this conclusion was based on predictions of performance obtained using a suboptimal high-threshold model of information combination. The present study shows that a different model, based on Gaussian signal detection theory, can predict surprisingly large combined-stimulation advantages, even when performance with either information source alone is close to chance, without involving any synergistic interaction. A reanalysis of published data using this model reveals that previous results, which have been interpreted as evidence for super-additive effects in perception of combined speech stimuli, are actually consistent with a more parsimonious explanation, according to which the combined-stimulation advantage reflects an optimal combination of two independent sources of information. The present results do not rule out the possible existence of synergistic effects in combined stimulation; however, they emphasize the possibility that the combined-stimulation advantages observed in some studies can be explained simply by non-interactive combination of two information sources.

  16. Strategic Ambidexterity Learning of Innovation Activities: A Study of Indonesian Business Group Leader

    Directory of Open Access Journals (Sweden)

    Retno Kusumastuti

    2018-03-01

    Full Text Available Competitive advantage refers to the attributes an organization maintains to better perform in comparison to its competitors. According to the Resource Based View, human capital has become a source of competitive advantage. Literatures exploring how strategic leadership leads to ambidexterity practice is still very rare. Ambidexterity practices is about how organizations learn to conduct innovation activities in both exploitative and explorative manner. A prominent leader should have influence on innovation activities in their organization through the decisions they have made. This study analyzed how a corporation had implemented ambidexterity learning practices to create competitive advantage based on the leader’s cognitive map. A leader’s cognitive map is a mental construct that represents the way the leader thinks in order to deal with the prevailing environment. The dynamics of the cognitive leader is portrayed by conversing the entrepreneur’s cognitive map using the Normalized Unit Modeling by Elementary Relationship (NUMBER. This research was conducted with Lippo Karawaci (LPKR serving as the object of study. LPKR’s success is without a doubt inseparable from the role of its leader. The results of this research show that learning process and ongoing participation based on culture to pursue competitive advantage in ambidexterity practices had occurred in LPKR. Furthermore, this study shows the importance of strategic orientation in ambidexterity learning process through proper management of the company’s resources. The identified strategic directions—human resource, technology, profitability, and entrepreneurship— may be considered as sources of competitive advantage. This research is of significant value as it presents how a big corporation, such as LPKR, constantly creates new opportunities through exploratory and exploitative innovations and learning process simultaneously thereby becoming an ambidextrous organization.

  17. Strategic Innovation in HE: The Roles of Academic Middle Managers

    Science.gov (United States)

    Kallenberg, Ton

    2007-01-01

    This article explains the development of, and presents a theoretical framework for, harnessing the roles of the academic middle manager in strategic innovation in Dutch higher education, thereby increasing higher education's ability to learn, innovate and develop a competitive advantage. The framework is developed from theoretical models of role…

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

    Science.gov (United States)

    Alstete, Jeffrey W.

    2013-01-01

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

  19. Do synesthetes have a general advantage in visual search and episodic memory? A case for group studies.

    Directory of Open Access Journals (Sweden)

    Nicolas Rothen

    Full Text Available BACKGROUND: Some studies, most of them case-reports, suggest that synesthetes have an advantage in visual search and episodic memory tasks. The goal of this study was to examine this hypothesis in a group study. METHODOLOGY/PRINCIPAL FINDINGS: In the present study, we tested thirteen grapheme-color synesthetes and we compared their performance on a visual search task and a memory test to an age-, handedness-, education-, and gender-matched control group. The results showed no significant group differences (all relevant ps>.50. For the visual search task effect sizes indicated a small advantage for synesthetes (Cohen's d between .19 and .32. No such advantage was found for episodic memory (Cohen's d<.05. CONCLUSIONS/SIGNIFICANCE: The results indicate that synesthesia per se does not seem to lead to a strong performance advantage. Rather, the superior performance of synesthetes observed in some case-report studies may be due to individual differences, to a selection bias or to a strategic use of synesthesia as a mnemonic. In order to establish universal effects of synesthesia on cognition single-case studies must be complemented by group studies.

  20. Evaluation of comparative advantages in the profitability and competitiveness of the small-scale dairy system of Tulancingo Valley, Mexico.

    Science.gov (United States)

    Posadas-Domínguez, Rodolfo Rogelio; Del Razo-Rodríguez, Oscar Enrique; Almaraz-Buendía, Isaac; Pelaez-Acero, Armando; Espinosa-Muñoz, Verónica; Rebollar-Rebollar, Samuel; Salinas-Martínez, Jesús Armando

    2018-06-01

    This article combines a Policy Analysis Matrix with a sensitivity and poverty line analysis with the objective of evaluating the economic contribution of comparative advantages to the private profitability and competitiveness of small-scale dairy systems. For 1 year, socioeconomic data were collected from 82 farms selected from four strata via statistical sampling. Two scenarios were established to determine the quantitative contribution of comparative advantages: (1) a simulated scenario, which accounted for the cost of purchasing the total food and the opportunity cost of the family labour force (FLF), and (2) an actual production scenario, which accounted for the cost of producing food and eliminating the payment of the FLF and included other income. The E3 and E4 producers were the most profitable and competitive in the simulated scenario and actual production scenario. Of the four scales evaluated, the E2 and E1 producers were the most efficient in taking advantage of the economic contribution provided by the comparative advantages in their own production of food and employment of the FLF, in addition to accounting for other income, a condition that increased their profitability by 171 and 144% and competitiveness by 346 and 273%, respectively. The poverty results indicated that only E3 and E4 producers were non-vulnerable in the simulated scenario and actual production scenario. The purchase of food was the comparative advantage with the greatest sensitivity to cost increases in the two scenarios analysed, which exacerbated the effect on the E1 and E2 producers.

  1. A Dynamic Capabilities View of Employability: Exploring the Drivers of Competitive Advantage for University Graduates

    Science.gov (United States)

    Finch, David J.; Peacock, Melanie; Levallet, Nadege; Foster, William

    2016-01-01

    Purpose: The increasing demand for post-secondary education, and the ongoing difficulty students' face in securing appropriate work upon program completion, highlight the importance of an enhanced understanding of employability resources for university graduates. Just as organizations achieve a strategic advantage from resources and dynamic…

  2. A Closer Look at Revealed Comparative Advantage: Gross-versus Value Added Trade Flows

    OpenAIRE

    Brakman, Steven; van Marrewijk, Charles

    2015-01-01

    With the availability of international value added trade data it has become evident that gross export data and value added data do not provide the same information. Although gross exports crosses national borders and is the target of trade policy, value added data tell us what fragment in the production chain is internationally competitive in a particular country. With respect to comparative advantage the differences between the two types of data are often illustrated by means of examples usi...

  3. Testing the role of comparative advantage and learning in wage and promotion dynamics

    OpenAIRE

    Hunnes, Arngrim

    2008-01-01

    Can job assignment based on comparative advantage and learning about workers’ ability explain wage and promotion dynamics within firms? In order to answer this question the Gibbons and Waldman (1999b) model is estimated in a Generalized Method of Moments (GMM) framework using a unique data set on white-collar workers in Norway for the years 1987-1997. The estimation is carried out on two different occupational groups: technical and administrative white-collar workers. The selection of workers...

  4. Information Technology Governance Maturity: Examining the Moderating Effect on the Relationship between Strategic Alignment Maturity and Information Technology Effectiveness

    Science.gov (United States)

    Kouakou, Claude N.

    2013-01-01

    The positive contribution of information technology (IT) in an organization is undeniable. Most organizations take advantage of that contributive benefit by aligning their business strategy with their IT strategy. This alignment is known as IT-business strategic alignment. Strategic alignment involves making the best possible use of corporate IT…

  5. Environmental standards as strategic outcomes: A simple model

    International Nuclear Information System (INIS)

    Bhattacharya, Rabindra N.; Pal, Rupayan

    2010-01-01

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

  6. Strategic Reading, Ontologies, and the Future of Scientific Publishing

    Science.gov (United States)

    Renear, Allen H.; Palmer, Carole L.

    2009-08-01

    The revolution in scientific publishing that has been promised since the 1980s is about to take place. Scientists have always read strategically, working with many articles simultaneously to search, filter, scan, link, annotate, and analyze fragments of content. An observed recent increase in strategic reading in the online environment will soon be further intensified by two current trends: (i) the widespread use of digital indexing, retrieval, and navigation resources and (ii) the emergence within many scientific disciplines of interoperable ontologies. Accelerated and enhanced by reading tools that take advantage of ontologies, reading practices will become even more rapid and indirect, transforming the ways in which scientists engage the literature and shaping the evolution of scientific publishing.

  7. Using EB-QFD to achieve competitive advantages for world class manufacturing

    Directory of Open Access Journals (Sweden)

    Rahman Mostofi

    2012-10-01

    Full Text Available This paper introduces a tool named EB-QFD used for electronic business planning in strategic issues. Nowadays, the challenges of manufacturing sectors for achieving global competition will depend on their speed to change from domestic to world class manufacturing organizations, also the rapid global deployment of electronic business, information technology and their benefits have required managers to make decision, which look for a balance world class manufacturing factors with strategic business goals. To ensure that selected e-business strategies meet world class manufacturing requirements, organizations should simultaneously explore and communicate the relationship between world class manufacturing and electronic business. Electronic business planners can achieve competitive advantages through the implementation of an integration of quality function deployment (QFD with electronic business (EB called EB-QFD. This study is based on data collected from an Iranian auto parts manufacturing company and the implementation of EB-QFD. In this research, EB-QFD contains two parts named EB-WHATs as needs of Electronic Business and EB-HOWs as resources for EB-WHATs. Statistical analysis points that there are positive relationships between using EB-WHATs and EB-HOW and world class manufacturing factors as competitive advantages. We used electronic business systems for EB-WHATs and resource based view (RBV for EB-HOWs.

  8. Strategic Ambidexterity Learning of Innovation Activities: A Study of Indonesian Business Group Leader

    OpenAIRE

    Retno Kusumastuti; Azhar Kasim; Sudarsono Hardjosoekarto

    2018-01-01

    Competitive advantage refers to the attributes an organization maintains to better perform in comparison to its competitors. According to the Resource Based View, human capital has become a source of competitive advantage. Literatures exploring how strategic leadership leads to ambidexterity practice is still very rare. Ambidexterity practices is about how organizations learn to conduct innovation activities in both exploitative and explorative manner. A prominent leader should have influence...

  9. Strategic Choice: United States Special Forces’ Comparative Advantage in Irregular Warfare

    Science.gov (United States)

    2017-03-01

    metrics. 124 James Kiras, Special Operations and the Nature of Strategy : From World War II to the War on Terrorism , Vol. 17 (New York: Routledge...Operations and the nature of Strategy : From World War II to the War on Terrorism . Vol. 17. New York: Routledge. 2006. Liddell Hart, B. H. Strategy . New...indirect strategies . This thesis examines the conflict interaction between weak and strong actors. For the strong actor, this thesis identifies that

  10. Drivers Act behind Forming Strategic Alliances between Large and Small Players- The Case of Small Players in the Telecommunication Industry

    OpenAIRE

    Sultana, Kazi Afroza

    2016-01-01

    Background: Strategic alliances enable businesses to gain competitive advantage by providing access to the each other s resources which can be utilized to ensure the business profitability of the firms in the alliance. Telecommunication industry is dominated by large players, such as Mobile Network Operators. In contrary, comparatively small players, such as Mobile Virtual Network Operators, are struggling to sustain themselves in the business. Although a lot of literature is present on strat...

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

    Science.gov (United States)

    Strong, Bart

    2005-01-01

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

  12. Strategic management accounting and decision making: A survey of the Nigerian Banks

    Directory of Open Access Journals (Sweden)

    Collins S. Oboh

    2017-12-01

    Full Text Available This paper attempts an empirical examination of the practicality of strategic management accounting (SMA adoption in banks in Nigeria, a developing country. It investigates the extent of practice and contributions of SMA to strategic decision making. Survey data were obtained from 71 bank managers across 20 registered banks in Nigeria. Simple regression estimation technique and Pearson Chi-square test were used for data analysis. The results suggest that SMA is distinct in its features and orientation towards the practice of management accounting. The study found out that banks in Nigeria practice SMA; not as a concept, but as a principle of operation, and that SMA contributes significantly to strategic decision making in the area of competitive advantage and increased market share. The study offers value for banks in other developing economies in that it supports the argument that they can benefit from SMA adoption as part of banking strategies. Keywords: Strategic management accounting, Decision making, Market share, Banks, Nigeria

  13. Advantages of combined application of SEA with ESIA in strategic planning for sustainable territorial development of tourism destinations

    Directory of Open Access Journals (Sweden)

    Nenković-Riznić Marina

    2015-01-01

    Full Text Available Whereas standard SEA (Strategic Environmental Assessment and EIA (Environmental Impact Assessment methodologies aim to assess the impacts of certain activities solely on environmental quality, new tendencies in spatial and environmental planning are directed towards the application of environmental social impact assessment (ESIA, which implies assessment of the impacts on the quality of life, as well as on natural and cultural heritage. In the ESIA procedure, identification and assessment of direct, indirect and cumulative effects of tourism-related and other different activities are of key importance. The paper presents two case studies of ecologically vulnerable tourism destinations to explore whether the application of SEA/ESIA to strategic planning helps control, minimize or avoid negative effects of tourism; in addition, the case studies are analysed to check the efficiency of SEA/ESIA as instruments for coordination between spatial and tourism planning for sustainable territorial development of tourism destinations. The results/findings of the analysed case studies show that the application of combined SEA and adapted ESIA methods contributes to better understanding of the specific problems related to sustainable territorial development of tourism destinations, and provides support to the planning options and solutions aimed at addressing these problems n a more ecologically and socially justifiable manner. [Projekat Ministarstva nauke Republike Srbije, br. TR36036: Sustainable development of the Danube area in Serbia i br. III47014: The Role and Implementation of the National Spatial Plan and Regional Development Documents in Renewal of Strategic Research, Thinking and Governance in Serbia

  14. ADVANTAGES AND DISADVANTAGES OF APPLYING EVOLVED METHODS IN MANAGEMENT ACCOUNTING PRACTICE

    Directory of Open Access Journals (Sweden)

    SABOU FELICIA

    2014-05-01

    Full Text Available The evolved methods of management accounting have been developed with the purpose of removing the disadvantages of the classical methods, they are methods adapted to the new market conditions, which provide much more useful cost-related information so that the management of the company is able to take certain strategic decisions. Out of the category of evolved methods, the most used is the one of standard-costs due to the advantages that it presents, being used widely in calculating the production costs in some developed countries. The main advantages of the standard-cost method are: in-advance knowledge of the production costs and the measures that ensure compliance to these; with the help of the deviations calculated from the standard costs, one manages a systematic control over the costs, thus allowing the making of decision in due time, in as far as the elimination of the deviations and the improvement of the activity are concerned and it is a method of analysis, control and cost forecast; Although the advantages of using standards are significant, there are a few disadvantages to the employment of the standard-cost method: sometimes there can appear difficulties in establishing the deviations from the standard costs, the method does not allow an accurate calculation of the fixed costs. As a result of the study, we can observe the fact that the evolved methods of management accounting, as compared to the classical ones, present a series of advantages linked to a better analysis, control, and foreseeing of costs, whereas the main disadvantage is related to the large amount of work necessary for these methods to be applied.

  15. ADVANTAGES AND DISADVANTAGES OF APPLYING EVOLVED METHODS IN MANAGEMENT ACCOUNTING PRACTICE

    Directory of Open Access Journals (Sweden)

    SABOU FELICIA

    2014-05-01

    Full Text Available The evolved methods of management accounting have been developed with the purpose of removing the disadvantages of the classical methods, they are methods adapted to the new market conditions, which provide much more useful cost-related information so that the management of the company is able to take certain strategic decisions. Out of the category of evolved methods, the most used is the one of standard-costs due to the advantages that it presents, being used widely in calculating the production costs in some developed countries. The main advantages of the standard-cost method are: in-advance knowledge of the production costs and the measures that ensure compliance to these; with the help of the deviations calculated from the standard costs, one manages a systematic control over the costs, thus allowing the making of decision in due time, in as far as the elimination of the deviations and the improvement of the activity are concerned and it is a method of analysis, control and cost forecast; Although the advantages of using standards are significant, there are a few disadvantages to the employment of the standard-cost method: sometimes there can appear difficulties in establishing the deviations from the standard costs, the method does not allow an accurate calculation of the fixed costs. As a result of the study, we can observe the fact that the evolved methods of management accounting, as compared to the classical ones, present a series of advantages linked to a better analysis, control, and foreseeing of costs, whereas the main disadvantage is related to the large amount of work necessary for these methods to be applied

  16. A Tool for Measuring NASA's Aeronautics Research Progress Toward Planned Strategic Community Outcomes

    Science.gov (United States)

    Tahmasebi, Farhad; Pearce, Robert

    2016-01-01

    Description of a tool for portfolio analysis of NASA's Aeronautics research progress toward planned community strategic Outcomes is presented. For efficiency and speed, the tool takes advantage of a function developed in Excels Visual Basic for Applications. The strategic planning process for determining the community Outcomes is also briefly discussed. Stakeholder buy-in, partnership performance, progress of supporting Technical Challenges, and enablement forecast are used as the criteria for evaluating progress toward Outcomes. A few illustrative examples of using the tool are also presented.

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

    Directory of Open Access Journals (Sweden)

    Kozlov Mikhail

    2016-01-01

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

  18. Competitive advantage by customer integration. Empirical investigation by the example of German manufacturers of baggage handling systems.

    OpenAIRE

    Schindler, Uwe

    2017-01-01

    Achieving strong and unique competitive advantages is a goal in the strategic management of customer relations. Sustainable successful relationships to customers to secure profitable business in the face of growing competition are among the most important challenges for firms. In order to remain competitive in the future, German manufacturers have to force the application of innovative state- of-the-art methods to develop competitive advantages to attract and bind customers and to differentia...

  19. Investigation of Strategic Changes Using Patent Co-Inventor Network Analysis: The Case of Samsung Electronics

    Directory of Open Access Journals (Sweden)

    Sungchul Choi

    2016-12-01

    Full Text Available The aim of this paper is to propose a method to investigate a firm’s strategic changes. Technologies or technological capabilities are a major resource for achieving competitive advantages, so a firm’s R&D effort to improve capabilities on specific technologies is aligned with strategic direction. Therefore, this research analyzes changes in R&D efforts by identifying key R&D personnel using patent co-inventor network and social network analysis. Based on characteristics of application and granted patents, the method analyzes current and future R&D efforts and so identifies strategic changes of a firm. We conducted an empirical analysis using the patents of Samsung Electronics. Our method analyzed the current and future strategies of Samsung Electronics and the result shows clear strategic changes in their focal technologies and business.

  20. A Study of Comparative Advantage and Intra-Industry Trade in the Pharmaceutical Industry of Iran.

    Science.gov (United States)

    Yusefzadeh, Hassan; Rezapour, Aziz; Lotfi, Farhad; Ebadifard Azar, Farbod; Nabilo, Bahram; Abolghasem Gorji, Hassan; Hadian, Mohammad; Shahidisadeghi, Niusha; Karami, Atiyeh

    2015-04-23

    Drug costs in Iran accounts for about 30% of the total health care expenditure. Moreover, pharmaceutical business lies among the world's greatest businesses. The aim of this study was to analyze Iran's comparative advantage and intra-industry trade in pharmaceuticals so that suitable policies can be developed and implemented in order to boost Iran's trade in this field. To identify Iran's comparative advantage in pharmaceuticals, trade specialization, export propensity, import penetration and Balassa and Vollrath indexes were calculated and the results were compared with other pharmaceutical exporting countries. The extent and growth of Iran's intra-industry trade in pharmaceuticals were measured and evaluated using the Grubel-Lloyd and Menon-Dixon indexes. The required data was obtained from Iran's Customs Administration, Iran's pharmaceutical Statistics, World Bank and International Trade Center. The results showed that among pharmaceutical exporting countries, Iran has a high level of comparative disadvantage in pharmaceutical products because it holds a small share in world's total pharmaceutical exports. Also, the low extent of bilateral intra-industry trade between Iran and its trading partners in pharmaceuticals shows the trading model of Iran's pharmaceutical industry is mostly inter-industry trade rather than intra-industry trade. In addition, the growth of Iran's intra-industry trade in pharmaceuticals is due to its shares of imports from pharmaceutical exporting countries to Iran and exports from Iran to its neighboring countries. The results of the analysis can play a valuable role in helping pharmaceutical companies and policy makers to boost pharmaceutical trade.

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

    NARCIS (Netherlands)

    Schyns, Birgit; Wisse, Barbara; Sanders, Stacey

    2018-01-01

    The importance of strategic behavior in organizations has long been recognized. However, so far the literature has primarily focused on leaders’ strategic behavior, largely ignoring followers’ strategic behavior. In the present paper, we take a follower trait perspective to strategic follower

  2. Strategic Management for IT Services on Outsourcing Security Company

    Directory of Open Access Journals (Sweden)

    Lydia Wijaya

    2018-04-01

    Full Text Available Information Technology (IT is used by many organizations to enhance competitive advantage, but many outsource security firms have not used IT in their business processes. In this research, we will design Strategic Management for IT Services for outsourcing security company. We use an outsourcing security company as a case study of IT Strategy Management for IT Services development. The purpose of this study is to create an IT services strategy for security outsourcing companies. The framework used is the ITIL (Information Technology Infrastructure Library framework service strategy in strategy management for IT services process. There are several steps taken in the making of the strategy: (a Strategic assessment stage to analyzed internal and external factors of the company. (b Strategy generation by creating the strategic plan. (c Strategy execution to determine the tactical plan. And (d strategy measurement and evaluation. This study produced the proposed IT service system that suits the needs of the company in the form of strategic, tactical plans and strategy measurement. This result can be used as the foundations of IT service development in outsourcing security company. In the process of this study, we work closely with stakeholders; every work product has been verified and validated by stakeholders.

  3. The role of strategic position in brand promise: Evidence from LG Company

    Directory of Open Access Journals (Sweden)

    A. Eilaghi Karvandi

    2016-08-01

    Full Text Available This paper presents an empirical investigation to study the effects of different strategies including attribute, advantage, application, consumer, competitive advantage, pricing/quality and category on brand promise for products of LG Company in city of Tehran, Iran. The study designs two questionnaires, one for strategic positioning and the other for brand promise in Likert scale. Cronbach alphas for brand promise and strategic positioning are 0.81 and 0.79, respectively. The questionnaires are distributed among 385 randomly selected regular users of LG products and using Spearman correlation as well as Stepwise regression techniques, the effects of various strategies on brand promise are examined. The results of the implementation of Spearman correlation have indicated that there were positive and meaningful relationships between different strategies and brand promise. In addition, the results of Stepwise regression have indicated that three strategies of price/quality, consumer and application were the most important predictors of brand promise.

  4. The Instruments of National Power: Achieving the Strategic Advantage in a Changing World

    Science.gov (United States)

    2008-12-01

    system created by such a multiplicity of internal feedback loops is called a complex adaptive system (CAS). Such systems nestle one inside the other...enemy entity, it is not necessarily wise, let alone advantageous, to advertise that fact. A threat to its survival will provoke an entity to maximum

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

    Directory of Open Access Journals (Sweden)

    Xiaoguang Tong

    2014-12-01

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

  6. QUALITY IMPROVEMENT MODEL OF NURSING EDUCATION IN MUHAMMADIYAH UNIVERSITIES TOWARD COMPETITIVE ADVANTAGE

    Directory of Open Access Journals (Sweden)

    Abdul Aziz Alimul Hidayat

    2017-06-01

    Full Text Available Introduction: Most of (90,6% nursing education quality in East Java was still low (BAN-PT, 2012. It was because the quality improvement process in nursing education generally was conducted partially (random performance improvement. The solution which might be done was through identifying proper quality improvement model in Nursing Education toward competitive advantage. Method: This research used survey to gain the data. The research sample was 16 Muhammadiyah Universities chosen using simple random sampling. The data were collected with questionnaires of 174 questions and documentation study. Data analysis used was Partial Least Square (PLS analysis technique. Result: Nursing education department profile in Muhammadiyah Universities in Indonesia showed of 10 years establishment, accredited B and the competition level in one city/regency was averagely more than three Universities becoming the competitors. Based on the quality improvement model analysis of nursing education toward competitive advantage on Muhammadiyah Universities, it was directly affected by the focus of learning and operasional process through human resources management improvement, on the other hand information system also directly affected on quality improvement, also affected quality process components; leadership, human resources, focus of learning and operational process. In improving human resources would be directly influenced with proper strategic planning. Strategic planning was directly influenced with leadership. Thus, in improving quality of nursing education, the leadership role of department, proper information system, and thehuman resources management improvement must be implemented.  Conclusion: Quality improvement model in nursing education was directly determined with learning and operational process through human resources management along with information system, strategic planning factors, and leadership. The research finding could be developed in quality

  7. ONTOLOGICAL MODEL OF STRATEGIC ECONOMIC SECURITY OF ENTERPRISE

    Directory of Open Access Journals (Sweden)

    L. A. Zaporozhtseva

    2014-01-01

    Full Text Available Article explains the necessity the application of the ontological approach to modeling the strategic economic security in the formalization of the basic categories of domain company recognized its benefits. Among the advantages of the model distinguishes its versatility and ability to describe various aspects of strategic security - the system strategies and goals of the organization and business processes; possibility of its use at different levels of detail - from the top-level description of the basic categories of management, to design-level analytic applications; as well as the adaptability of the model, with depth on particular aspects determined by practical necessity and not regulated methodology. The model integrates various aspects of the concept of enterprise architecture and organizes conceptual apparatus. Ontological model easy to understand and adjust as business architects and specialists in designing systems of economic security and offers many categories of verbal representation of the domain of the enterprise. Proved the feasibility of using process-functional approach in providing strategic economic security, according to which the components of such a security company proposed as business processes, finance, staff and contractors. The article presents the author's ontological model of strategic economic security, including endangered sites, the presence of factors that threaten the security of the object and the subject of providing security. Further, it is proved that in the subjects of security impact on the object using the tools, measures and activities within the strategy formed the mechanism is implemented managerial decisions to strengthen the strategic economic security. The process of diagnosis, detection, identification of threats of economic security, and the development of enterprise development strategies, taking into account its level of economic security must be under the constant supervision of the process of

  8. The competitive advantage of the Tunisian palm date sector in the Mediterranean region

    Energy Technology Data Exchange (ETDEWEB)

    Ben-Amor, R.; Aguayo, E.; Miguel-Gómez, M. D. de

    2015-07-01

    In Tunisia, date-palm cultivation and production are of clear strategic importance in terms of economic, social and environmental development. However, the globalization of markets has had a huge impact on the traditional concept of the comparative advantage enjoyed by Tunisia in date exports, highlighting the necessary determinants for competitiveness in the international scenario. In fact, an analysis of the competitive advantage of the Tunisian date industry in the Mediterranean area and Iran over the last 20 years shows that Tunisia is still the main supplier of dates to the EU. The Deglet-Nour variety, in particular, puts Tunisia ahead of traditional competitors such as Algeria and Iran, with average of competitiveness indices as BIS 6405.99, DI 17.38, CMS 41.04 and TBI 99.50 are more stable than those countries during the studied period. But it is currently facing new competitors like Israel and re-exporting countries like France. New business strategies (conditioning, new non-chemical treatments, packing, opening new markets, new distribution channels) would be positive responses to tackle current market limitations, the emergence of new producers and restrictive EU policies. (Author)

  9. The competitive advantage of the Tunisian palm date sector in the Mediterranean region

    Directory of Open Access Journals (Sweden)

    Rihab Ben-Amor

    2015-06-01

    Full Text Available In Tunisia, date-palm cultivation and production are of clear strategic importance in terms of economic, social and environmental development. However, the globalization of markets has had a huge impact on the traditional concept of the comparative advantage enjoyed by Tunisia in date exports, highlighting the necessary determinants for competitiveness in the international scenario. In fact, an analysis of the competitive advantage of the Tunisian date industry in the Mediterranean area and Iran over the last 20 years shows that Tunisia is still the main supplier of dates to the EU. The Deglet-Nour variety, in particular, puts Tunisia ahead of traditional competitors such as Algeria and Iran, with average of competitiveness indices as BIS 6405.99, DI 17.38, CMS 41.04 and TBI 99.50 are more stable than those countries during the studied period. But it is currently facing new competitors like Israel and re-exporting countries like France. New business strategies (conditioning, new non-chemical treatments, packing, opening new markets, new distribution channels would be positive responses to tackle current market limitations, the emergence of new producers and restrictive EU policies.

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

    Science.gov (United States)

    Begun, J; Heatwole, K B

    1999-01-01

    As the conditions affecting business and healthcare organizations in the United States have become more turbulent and uncertain, strategic planning has decreased in popularity. Strategic planning is criticized for stiffling creative responses to the new marketplace and for fostering compartmentalized organizations, adherence to outmoded strategies, tunnel vision in strategy formulation, and overemphasis on planning to the detriment of implementation. However, effective strategic planning can be a force for mobilizing all the constituents of an organization, creating discipline in pursuit of a goal, broadening an organization's perspective, improving communication among disciplines, and motivating the organization's workforce. It is worthwhile for healthcare organizations to preserve these benefits of strategic planning at the same time recognizing the many sources of turbulence and uncertainty in the healthcare environment. A model of "strategic cycling" is presented to address the perceived shortcomings of traditional strategic planning in a dynamic environment. The cycling model facilitates continuous assessment of the organization's mission/values/vision and primary strategies based on feedback from benchmark analysis, shareholder impact, and progress in strategy implementation. Multiple scenarios and contingency plans are developed in recognition of the uncertain future. The model represents a compromise between abandoning strategic planning and the traditional, linear model of planning based on progress through predetermined stages to a masterpiece plan.

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

    OpenAIRE

    Ahadiat, Ayi

    2009-01-01

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

  12. Throughput Accounting in Strategic Cost Management: An Application

    Directory of Open Access Journals (Sweden)

    Mustafa KIRLI

    2016-09-01

    Full Text Available Strategic cost management considers costs as a factor that has to be managed for gaining competitive advantage. Theory of Constraints is an alternative approach which aims to eliminate the inadequacies of the traditional cost and management accounting techniques in the face of advanced production systems. Theory of Constraints argues that constraints in the production process negatively affect the performance and the profitability of company; because of this constraints have to be managed efficiently. Theory of Constraints bases on management of constraints in the continuous improvement process. Identifying the constraints and managing them efficiently increase the profitability of companies significantly. In this sense, with a hypothetic example in the last section of the study, the effect of efficiently management of a capacity constraint, a kind of constraint, to the profitability of company examined comparatively by Theory of Constraints and traditional contribution margin approaches.

  13. Marketing channels and competitive advantage

    Directory of Open Access Journals (Sweden)

    Jovičić Dragoljub

    2005-01-01

    Full Text Available Issue that can already be seen and will be very clear in the future is that the central problem in the market of tube caps will not be the product or the price or promotion, but marketing channels. Therefore, the competitive advantage will most probably be built on marketing channels and not the production - as it has been so far, so, the questions of choice functioning and modification of marketing channels, as well as selection of the most appropriate members of channels will become more and more important. Accordingly, it may freely be said that the choice, i.e. the movement of marketing channels represents one of the strategic decisions which has to be made by a company management and which will subsequently very significantly influence the functioning and efficacy of not only the system of distribution, but also the entire business transactions.

  14. Facets of Economic and Financial Crisis Impact on Strategic Planning of travel Agencies

    Directory of Open Access Journals (Sweden)

    Claudia E. Tuclea

    2014-11-01

    Full Text Available The purpose of this paper is to explore the strategic behavior of travel agencies in Romania and their strategy development process before and during the current economic crisis. Using 88 in-depth interviews with Romanian managers of travel agencies of different sizes, we pursued the understanding the extent to which they use strategic management, the role of strategic management on leading travel agencies before and during the crisis, and the changes of their strategic planning process due to the crisis. The research also aims to identify how they perceive the impact of the crisis on the business environment and the behavior of competitors. The findings suggest that, at first, travel agencies followed an informal strategic planning process, with a high emphasis on the short-term objectives given the turbulence of the environment affected by the economic crisis. This turned into a tougher emphasis put on financial and cutting costs measures. The crisis prolonged and the managers rediscovered the role of strategy, trying to find new ways of creating value for the customers, reconsidering the role of competitive advantage. The paper offers an image of strategic management processes of travel agencies and the changes in their strategic direction and behavior as a result of the financial and economic crisis, approaching a well-defined theoretical and practical need.

  15. Implementation of marketing strategy: Factor of competitive advantage

    Directory of Open Access Journals (Sweden)

    Krstić Ivan

    2011-01-01

    Full Text Available Primary objective of the company is to reach the business success. Competitors have the same objective. Only the companies that really meet the consumer's needs and demands survive in the competitive struggle. The company who succeeds in it, has the possibility to achieve the competitive advantage as well. The company has to have the adequate marketing strategy in order to fulfill the marketing objectives and achieve the competitive advantage. The marketing strategy should be flexible and properly implemented to fulfill the expected results. The best solution is developing the credible strategies. Researching of the strategic marketing literature, the authors have noted down that the greater attention is given to the formulation than the implementation of the marketing strategy. In this text, focus is on the research of the marketing strategy implementation as a significant factor of the competitive advantage. The traditional concept of the marketing strategy implementation is taken into consideration first, as well as the risks the enterprise is facing with in that case. Thereafter, the testing and developing of the credible marketing strategy is represented, as well as the problems the enterprise is facing with in the implementation. Finally, the executive skills and control are analyzed as important factors of the successful implementation of the marketing strategy. .

  16. A Study of Comparative Advantage and Intra-Industry Trade in the Pharmaceutical Industry of Iran

    Science.gov (United States)

    Yusefzadeh, Hassan; Rezapour, Aziz; Lotfi, Farhad; Azar, Farbod Ebadifard; Nabilo, Bahram; Gorji, Hassan Abolghasem; Hadian, Mohammad; Shahidisadeghi, Niusha; Karami, Atiyeh

    2015-01-01

    Background: Drug costs in Iran accounts for about 30% of the total health care expenditure. Moreover, pharmaceutical business lies among the world’s greatest businesses. The aim of this study was to analyze Iran’s comparative advantage and intra-industry trade in pharmaceuticals so that suitable policies can be developed and implemented in order to boost Iran’s trade in this field. Methods: To identify Iran’s comparative advantage in pharmaceuticals, trade specialization, export propensity, import penetration and Balassa and Vollrath indexes were calculated and the results were compared with other pharmaceutical exporting countries. The extent and growth of Iran’s intra-industry trade in pharmaceuticals were measured and evaluated using the Grubel-Lloyd and Menon-Dixon indexes. The required data was obtained from Iran’s Customs Administration, Iran’s pharmaceutical Statistics, World Bank and International Trade Center. Results: The results showed that among pharmaceutical exporting countries, Iran has a high level of comparative disadvantage in pharmaceutical products because it holds a small share in world’s total pharmaceutical exports. Also, the low extent of bilateral intra-industry trade between Iran and its trading partners in pharmaceuticals shows the trading model of Iran’s pharmaceutical industry is mostly inter-industry trade rather than intra-industry trade. In addition, the growth of Iran’s intra-industry trade in pharmaceuticals is due to its shares of imports from pharmaceutical exporting countries to Iran and exports from Iran to its neighboring countries. Conclusions: The results of the analysis can play a valuable role in helping pharmaceutical companies and policy makers to boost pharmaceutical trade. PMID:26153184

  17. TIME ZONE DIFFERENCE, COMPARATIVE ADVANTAGE AND TRADE: A REVIEW OF LITERATURE

    Directory of Open Access Journals (Sweden)

    Alaka Shree Prasad

    2017-09-01

    Full Text Available With the growing development in communication technology and increased fragmentation of production process, services that were once considered non-tradable can now be traded across different nations. In this respect, trading countries located in different time zones of the world with non-overlapping working hours are able to develop a comparative advantage together for the supply of these services. Disintegrating the production of a service across different time zones can allow the production to be completed efficiently and make the product available in the market meeting consumer demand in a timely fashion. In this paper, we have reviewed some of important research that has been conducted in the area of time zone differences and trade. This type of trade further affects the factor market and production patterns of the involved countries and has also been significant for their growth and welfare.

  18. Strategic partnerships, alliances used to find ways to cut costs

    International Nuclear Information System (INIS)

    Bruce, G.; Shermer, R.

    1993-01-01

    In a commoditized industry like oil and gas, building a sustainable source of competitive advantage is difficult at best. By and large, oil and gas companies are packed in a footrace to cut costs, increase efficiency, and gain market share. It is such a tight race that virtually every contender has reorganized, right-sized, and rationalized to the point that their cost-cutting programs have themselves become a commodity. Facing this problem, many firms are turning to strategic partnership and alliances to find new, more-permanent ways to cut costs. Partnerships and alliances offer many new avenues for cutting costs and significant advantages over more traditional approaches. Those firms that take advantage of these opportunities by bundling operations in new ways to create new organizations will be the industry leaders in years to come

  19. The impact of F-PEC scale and strategic planning in the family business

    Directory of Open Access Journals (Sweden)

    Nazanin Haji Mirza Hossein Yazdi

    2018-01-01

    Full Text Available Due to the thrive of family businesses in the current economic situation, to solve the problem of the definition of these businesses, in this paper we suggest using a scale that measures the quality of family influence through three dimensions: power, experience, and culture. The family influence on power, experience and culture (F-PEC scale, as well as strategic planning, have been tested precisely using a random sample of more than 211 people from two companies of Golestan and Shemshal industrial group located in Tehran, Iran through using the confirmatory factor analysis technique. The Scale shows a high level of reliability. F-PEC has been used in a number of studies to theoretical development, particularly in terms of the impact of family influence on the individual resources and as a source of competitive advantage. In this research, strategic planning is also considered as a source of competitive advantage and its impact on the success of the family business has been investigated.

  20. Comparative Advantage of Maize- and Grass-Silage Based Feedstock for Biogas Production with Respect to Greenhouse Gas Mitigation

    Directory of Open Access Journals (Sweden)

    Andreas Meyer-Aurich

    2016-06-01

    Full Text Available This paper analyses the comparative advantage of using silage maize or grass as feedstock for anaerobic digestion to biogas from a greenhouse gas (GHG mitigation point of view, taking into account site-specific yield potentials, management options, and land-use change effects. GHG emissions due to the production of biogas were calculated using a life-cycle assessment approach for three different site conditions with specific yield potentials and adjusted management options. While for the use of silage maize, GHG emissions per energy unit were the same for different yield potentials, and the emissions varied substantially for different grassland systems. Without land-use change effects, silage maize-based biogas had lower GHG emissions per energy unit compared to grass-based biogas. Taking land-use change into account, results in a comparative advantage of biogas production from grass-based feedstock produced on arable land compared to silage maize-based feedstock. However, under current frame conditions, it is quite unrealistic that grass production systems would be established on arable land at larger scale.

  1. Strategic Antecedents and Consequents for the Performance of E-Business Companies

    Directory of Open Access Journals (Sweden)

    Elnivan Moreira de Souza

    2017-01-01

    Full Text Available This article aims to examine the influence of the strategic background and of the business model elements on its value proposition, and to investigate the relationship between the value proposition and the performance of e-business. The research is supported theoretically by the Technological, Organizational and Environmental framework (TOE, derived from the Diffusion of Innovation Theory (DIT, for the Strategic Background (IFINEDO, 2011, by the Business Model theory (OSTERWALDER; PIGNEUR; 2010; SOUZA; BATISTA, 2014 and by the business performance literature (RAMANUJAN; VENKATRAMAN, 1987. We tested the proposed model with a sample of 252 observations, using the structural equation modeling. The main results indicate a partial influence of the strategic background in the value proposition through the constructs management positioning, organizational readiness, relative advantage and pressure from stakeholders. Relating to the business model, the constructs of market segmentation, customer relationships, capabilities, partnerships and revenue model influence the value proposition, which in turn affects positively the performance of e-business companies.

  2. Strategic Plan for Light Water Reactor Research and Development

    International Nuclear Information System (INIS)

    2004-01-01

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

  3. Human Resources as a Strategic Partner: Sitting at the Table with Six Sigma

    Science.gov (United States)

    Fazzari, Alan J.; Levitt, Kenneth

    2008-01-01

    For nearly three decades, the quality management philosophy known as Six Sigma has brought competitive advantage to organizations implementing it. The typical approach, however, has been to have leaders from operations, engineering, quality, and marketing manage this strategic initiative. Human resource's role has been to default to the…

  4. The advantages of tomosynthesis for evaluating bisphosphonate-related atypical femur fractures compared to radiography.

    Science.gov (United States)

    Petraszko, Andrew; Siegal, Daniel; Flynn, Michael; Rao, Sudhaker D; Peterson, Ed; van Holsbeeck, Marnix

    2016-05-01

    To investigate the advantages of using tomosynthesis (TS) compared to radiographs in the detection, characterization, and follow-up of bisphosphonate-related atypical femur fractures (BP-AFF). Eight patients were identified retrospectively who underwent TS for radiographic findings suspicious for BP-AFF. Two radiologists independently interpreted 15 radiographs and 16 TS examinations, indicating the presence or absence of the following: (1) cortical "beaking" on radiographs, (2) radiolucent fracture line on radiographs, and (3) fracture lucency on TS corresponding to the site of radiographic abnormality. Radiation dose data were calculated for radiographs and TS using Monte Carlo analysis. There was agreement on 100 % of radiographs regarding the presence or absence of a cortical beak. Regarding the presence or absence of a fracture lucency, there was agreement on 100 % of TS examinations (Kappa = 1.0) and 73 % of radiographs (Kappa = 0.40 ± 0.24). For the 46 % of radiographs in which one or both radiologists did not visualize a fracture line, there was 100 % agreement for the presence of a fracture line on the corresponding TS. The interobserver agreement for fracture line detection was significantly higher for TS than for radiographs (p = 0.012). The effective radiation dose using TS was approximately 96 % lower compared to radiography. TS outperformed radiographs in the detection and characterization of BP-AFF. TS may also have advantages over radiography for BP-AFF follow-up through its unique ability to visualize fracture healing with lower effective radiation doses to the patient.

  5. Collaborative Advantage in Public and Social Services: the Case of Poland

    Directory of Open Access Journals (Sweden)

    Maria Janina SZYMANKIEWICZ

    2013-12-01

    Full Text Available This article seeks to analyse the relationships between the third and the public sector, with a particular focus on relations with local government units (LGUs on the example of Poland. The article characterises the essence and rules of collaboration between the social and public sectors in Poland, and determines the meaning of the cooperative development of strategy of collaborative advantage. It also presents a useful tool which facilitates the realisation of such a task – a model of strategic cross-sector collaboration.

  6. The structural changes in the brazilian electric sector and the utilities strategic management; A restruturacao do setor eletrico brasileiro e o gerenciamento estrategico das empresas

    Energy Technology Data Exchange (ETDEWEB)

    Lotero, Roberto C.; Santana, Edvaldo Alves de [Santa Catarina Univ., Florianopolis, SC (Brazil). Programa de Pos-graduacao em Engenharia de Producao e Sistemas

    1998-12-31

    The objective of this paper is to show structural and market changes in brazilian electric sector and their implications on new business environment. Factors that will affect power utilities are pointed out and how they should be thoughtful in new model. Is pointed out the strategic change as a mean for utility optimization in efficiency and comparative advantage search. (author) 11 refs.; e-mail: rcl at eps.ufsc.br

  7. The new strategic orientation in innovating hospitality logistics system

    OpenAIRE

    Christian Stipanović; Elena Rudan

    2014-01-01

    Purpose – This paper investigates ways how to innovate logistics processes in the hospitality industry aimed at achieving spatio - temporal transformation of resource base into competitive advantages based on innovation and quality. Economic goal of modern logistics based on knowledge is to provide a unique experience for tourists at minimum cost in order to multiply operational profit. Operational profit has to be largely reinvested in the new strategic orientations as well as in new inta...

  8. An Empirical Study of Strategic Positioning and Production Efficiency

    OpenAIRE

    Hsihui Chang; Guy D. Fernando; Arindam Tripathy

    2015-01-01

    We examine the relationship between strategic positioning of firms and their production efficiency. Firms with competitive advantages based on either cost leadership or differentiation are able to outperform their competitors. Firms pursuing a cost leadership strategy seek to be the lowest cost producer, primarily by minimizing inputs for a given level of output, thus concentrating on increasing the efficiency of their production processes. On the other hand, firms that pursue a differentiat...

  9. Strategizing Communication

    DEFF Research Database (Denmark)

    Gulbrandsen, Ib Tunby; Just, Sine Nørholm

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

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

    Science.gov (United States)

    Litos, D M

    1985-03-01

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

  11. Support Vector Machines for decision support in electricity markets׳ strategic bidding

    DEFF Research Database (Denmark)

    Pinto, Tiago; Sousa, Tiago M.; Praça, Isabel

    2015-01-01

    . The ALBidS system allows MASCEM market negotiating players to take the best possible advantages from the market context. This paper presents the application of a Support Vector Machines (SVM) based approach to provide decision support to electricity market players. This strategy is tested and validated...... by being included in ALBidS and then compared with the application of an Artificial Neural Network (ANN), originating promising results: an effective electricity market price forecast in a fast execution time. The proposed approach is tested and validated using real electricity markets data from MIBEL......׳ research group has developed a multi-agent system: Multi-Agent System for Competitive Electricity Markets (MASCEM), which simulates the electricity markets environment. MASCEM is integrated with Adaptive Learning Strategic Bidding System (ALBidS) that works as a decision support system for market players...

  12. Nuclear power - strategic planning for the next generation

    International Nuclear Information System (INIS)

    Turner, K.H.

    1989-01-01

    Regardless of the real or perceived causes of the nuclear power industry's current difficulties, a number of recent trends-increasing electricity demand, foreign oil dependency, and attention paid to acid rain and the greenhouse effect-taken together, point of the most favorable atmosphere in recent history for nuclear power. Already, serious public discussion of its advantages have begun anew. Thus, the time is ripe to consider the developmental structure of nuclear power's next generation. Although much uncertainty still surrounds the nuclear industry, valuable lessons have been learned, and the evolution of the industry from this point cannot be left to chance. The purpose of this paper is to discuss a framework for nuclear power strategic planning activities. The strategic planning objectives outlined in this paper span issues that affect virtually every aspect of the nuclear power industry. Piecemeal responses to the vagaries of random stimuli will not be adequate. A proactive, integrated, industry-wide initiative-an Institute of Nuclear Power Planning, actively supported by the members of the industry-should be undertaken immediately to fill the strategic planning role. In so doing, the industry will not only be acting in its own best interest but will also be helping the nation realize the real and important benefits of its nuclear power technology

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

    NARCIS (Netherlands)

    Jacobs, D.

    2010-01-01

    In his influential work, Strategy Safari, Henry Mintzberg and his colleagues presented ten schools of strategic thought. In this impressive book, Dany Jacobs demonstrates that the real world of strategic management is much wider and richer. In Mapping Strategic Diversity, Jacobs distinguishes

  14. Strategic regulation of gas transport

    International Nuclear Information System (INIS)

    Nese, Gjermund; Straume, Odd Rune

    2005-02-01

    The basis of the article has been the growing focus on competition within the natural gas markets particularly in the EU. Increased competition whether upstream or downstream may influence the distribution of profit between producing and consuming countries. For Norway as a large exporter of natural gas to the European market this would be an important problem. The chain of values in the gas market consists of three complementary parts (production, problem definition and distribution). With this in mind it is studied how the countries would use strategic availability pricing for transport and distribution systems for moving as large a part of the total profit as possible to the parts of the chain of value they control themselves. The focus has been on how increased competition in the market for natural gas influence the authority incentives for stipulating a high or low availability price and to what extent increased competition influence the welfare level in the producing and consuming countries when they use strategic availability pricing. The analysis builds on a theoretical model developed by the company Nese and Straume (2005). Finally some of the more interesting results as to the Norwegian position as a gas producer are presented. One of the more surprising results was that for an exporting country and an importing country increased competition upwards may be an advantage for the exporting country while negative for the importing country. The result was valid also when a competing export country was included when this country did not use strategic availability pricing. If the competing country also acted strategically the result inverted. However, if the gas exporting countries were capable of perfect coordination of their availability pricing the case would revert to the situation with only one exporting country and the result would be valid. If a future formation of a ''gas-OPEC'' is considered where for example Norway and Russia cooperate in a gas

  15. Competitive advantage: “The emperor has no clothes!”

    Directory of Open Access Journals (Sweden)

    Bogdan BĂCANU

    2016-07-01

    Full Text Available The study is focused on a concept worth cornerstone of strategic management theory: competitive advantage. The trigger of this study is generated by the remarkable disparity between the pros and cons as to the significance of the concept. It starts from the research of the main aspects of the logic of defining the concept. It pointed out some dilemmatic aspects revealed by the few existing critics. Related to the main concept, it marked several key elements which question its status as a reference. These items are related to the nature of the competition and of the company in the current economy.

  16. Strategic Leadership Primer (Third Edition)

    Science.gov (United States)

    2010-01-01

    decision making � STRATEGIC DECISION MAKING Strategic Change There are several strategic decisions that involved...The Ontology of Strategic Decision Making Strategic decisions are non-routine and involve both the art of leadership and the science of management...building consensus,”5 implicitly requires the capacity for strategic decision making� The Complexity of Strategic Decision Making Strategic

  17. Conceptions of Marketing Management and Strategic Planning at the Market of Cellular Communication Services

    Directory of Open Access Journals (Sweden)

    Marina Vladimirovna Perevoznikova

    2015-12-01

    Full Text Available The article is devoted to the study and analysis of marketing management and strategic planning of the companies working in the field of cellular communication services. The article represented the concept of marketing management and strategic planning, and their importance in the business development. Objectives and tasks of marketing management in the telecommunications are considered. Тhe conceptions of marketing management and the advisability of their use in the market of cellular communication are described. Relationship of marketing management and strategic planning at activities of the organization are determined. The stages of strategic planning and types of global and corporate development strategies of companies in the telecommunication market are analyzed. The application features of the marketing management concepts and development strategies in the telecommunications sector are considered. The evaluation criteria and mobile operators performance indicators (data are formed. The conclusions about the role of the effective marketing management and strategic planning in the activities of mobile operators are formulated, that allows keeping marginality and high level of business profitability, creating competitive advantages in the conditions of highly competitive market, forming effective purchasing, sales activities and promotional activities, determining the correct tactics of behavior at the market.

  18. Sustainability and strategic competitive advantage: an exploratory and bibliometric study

    Directory of Open Access Journals (Sweden)

    Pedrita Dantas Gabriele

    2012-08-01

    Full Text Available This study aims to conduct a bibliometric analysis to understand the state of the art of academic research that relates to sustainability strategy and competitive advantage. For this, the article seeks to identify what is produced, released and knowledge generated by the scientific community related to the subject, and analyzing key trends, through a quantitative analysis of the evolution of scientific literature on the themes, vehicles publishing, centers research, leading researchers and research networks. Initially we constructed a tree of keywords in order to quest the search engines and publications on the subject and later, do the processing and analysis software with the support of EndNote ®, RefViz ® and Excel ®.Through research, we found that there was a recent increase of publications on the subject of this article, especially since 2000, and the areas of science that most published on the subject are represented by the Triple Bottom Line (environmental, social and economic, pointing out that sustainability is currently having a bias much more proactive instead of reactive. Furthermore, it was also possible to identify countries that have the highest rate of development, like the HDI and GINI index, are the pioneers in publishing this issue.

  19. Always gamble on an empty stomach: hunger is associated with advantageous decision making.

    Directory of Open Access Journals (Sweden)

    Denise de Ridder

    Full Text Available Three experimental studies examined the counterintuitive hypothesis that hunger improves strategic decision making, arguing that people in a hot state are better able to make favorable decisions involving uncertain outcomes. Studies 1 and 2 demonstrated that participants with more hunger or greater appetite made more advantageous choices in the Iowa Gambling Task compared to sated participants or participants with a smaller appetite. Study 3 revealed that hungry participants were better able to appreciate future big rewards in a delay discounting task; and that, in spite of their perception of increased rewarding value of both food and monetary objects, hungry participants were not more inclined to take risks to get the object of their desire. Together, these studies for the first time provide evidence that hot states improve decision making under uncertain conditions, challenging the conventional conception of the detrimental role of impulsivity in decision making.

  20. Always gamble on an empty stomach: hunger is associated with advantageous decision making.

    Science.gov (United States)

    de Ridder, Denise; Kroese, Floor; Adriaanse, Marieke; Evers, Catharine

    2014-01-01

    Three experimental studies examined the counterintuitive hypothesis that hunger improves strategic decision making, arguing that people in a hot state are better able to make favorable decisions involving uncertain outcomes. Studies 1 and 2 demonstrated that participants with more hunger or greater appetite made more advantageous choices in the Iowa Gambling Task compared to sated participants or participants with a smaller appetite. Study 3 revealed that hungry participants were better able to appreciate future big rewards in a delay discounting task; and that, in spite of their perception of increased rewarding value of both food and monetary objects, hungry participants were not more inclined to take risks to get the object of their desire. Together, these studies for the first time provide evidence that hot states improve decision making under uncertain conditions, challenging the conventional conception of the detrimental role of impulsivity in decision making.

  1. HUMAN RESOURCES AND HUMAN RESOURCES STRATEGY – STRATEGIC PARTNERS OF AN ORGANIZATION

    Directory of Open Access Journals (Sweden)

    MUNTEANU ANCA-IOANA

    2015-03-01

    Full Text Available This work is purely theoretical, based on information in the literature, but also on their correlations. The text does not have a generalized, but are personal opinions and conclusions. The objective of this paper is to present particular emphasis to be placed today on the implications of human resources of an organization and human resources strategy have on vital processes within any organization, namely strategic planning, implementing changes and achieve competitive advantage. Organizations should have easily adaptable employees with skills needed to meet customer needs and adapt to permanent changes in the environment in real time. The goal of any organization is to attract more customers to get a favorable market position and competitive advantage against competitors. To achieve these goals, the role and importance of human resources in an organization has evolved into a considerably. Being accepted as a strategic partners of the organizations, human resources begin to be involved in determining strategy, decision-making on the organization as a whole. The emphasis in this paper on presenting the importance of human resources and human resources strategy in an organization, the special role that they have in supporting the overall strategy of the organization through strategic planning, implementation of organizational changes that are so necessary to adapt company's current customer requirements, can be a focal point for business and cause awareness among key stakeholders in a company, the need straightening attention to the foregoing

  2. Strategic alliance: adapting to the business environment in long-term care.

    Science.gov (United States)

    Mara, Cynthia Massie; Ziegenfuss, James T

    2002-01-01

    This article is addressed to long-term-care administrators and planners as well as purchasers of long-term care. Believing the current and future business environment will force continued adaptation in long-term-care organizations, the authors utilize nine categories to map pressures for change: cultural, technological, educational, political, legal, natural resource, demographic, sociologic, and economic. Long-term-care organizations, especially those that are not-for-profit, are becoming members of alliances as one way of addressing these pressures. This article describes and presents a case example of a composite alliance to demonstrate the advantages of membership in a strategic alliance. We also present examples of ways in which alliance members use strategic partnerships to improve their ability to manage these forces.

  3. The Strategic Planning in Terms of the Enterprise’s Marketing Potential

    Directory of Open Access Journals (Sweden)

    Koval Tetiana O.

    2017-10-01

    Full Text Available The need to address the economic problem of optimizing the distribution of resources in the midst of uncertainty and unpredictability of changes in the economic environment requires formation of an appropriate strategic approach to the management of enterprise by choosing a specific development strategy, the implementation of which should lead to the achievement of desirable economic outcomes. The article analyzes the regularities of strategic planning in terms of the enterprise’s marketing potential. Solving the complex tasks of improving the use of the enterprise’s marketing potential requires a thorough marketing study of business conditions, definition of the market segmentation characteristics and determining the key advantages that would ensure that producers would be sustainable in the competitive concurrence.

  4. A Conceptual Mapping Resource Advantage Theory, Competitive Advantage Theory, and Transient Competitive Advantage

    OpenAIRE

    Jasanta PERANGINANGIN

    2015-01-01

    Competitive advantage is the main purposed of the business entity focusing on market base view. Resource advantage theorists put their concern to empowering resources development with resources based view, in the other side needs to redefining competitive advantage. All the competitive advantage are transient, concluded the end of competitive advantage. Redefining competitive advantage by selling migration and shrewdness outward. This research to emphasize innovation capability rarely appears...

  5. An Integrative Model of the Strategic Management Accounting at the Enterprises of Chemical Industry

    Directory of Open Access Journals (Sweden)

    Aleksandra Vasilyevna Glushchenko

    2016-06-01

    Full Text Available Currently, the issues of information and analytical support of strategic management enabling to take timely and high-quality management decisions, are extremely relevant. Conflicting and poor information, haphazard collected in the practice of large companies from unreliable sources, affects the effective implementation of their development strategies and carries the threat of risk, by the increasing instability of the external environment. Thus chemical industry is one of the central places in the industry of Russia and, of course, has its specificity in the formation of the informationsupport system. Such an information system suitable for the development and implementation of strategic directions, changes in recognized competitive advantages of strategic management accounting. The issues of the lack of requirements for strategic accounting information, its inconsistency in the result of simultaneous accumulation in different parts and using different methods of calculation and assessment of indicators is impossible without a well-constructed model of organization of strategic management accounting. The purpose of this study is to develop such a model, the implementation of which will allow realizing the possibility of achieving strategic goals by harmonizing information from the individual objects of the strategic account to increase the functional effectiveness of management decisions with a focus on strategy. Case study was based on dialectical logic and methods of system analysis, and identifying causal relationships in building a model of strategic management accounting that contributes to the forecasts of its development. The study proposed to implement an integrative model of organization of strategic management accounting. The purpose of a phased implementation of this model defines the objects and tools of strategic management accounting. Moreover, it is determined that from the point of view of increasing the usefulness of management

  6. The Impact of Membership in Strategic Alliances on the Profitability of Firms in the Retail Sector

    Directory of Open Access Journals (Sweden)

    Nikola Butigan

    2017-01-01

    Full Text Available Strategic alliances in the retail sector are based on cooperation in a variety of activities, ranging from supply and marketing to knowledge sharing and branding. For their members, they are a source of sustainable competitive advantage. Ever since the 1990s, a growing number of firms from the retail sector have attempted to improve their performance through participation in strategic alliances. The objective of this paper is to explore how participation in strategic alliances influences profitability of firms in the retail sector. A dynamic panel analysis is applied to the data on nearly 3,700 firms obtained from Amadeus, a large firm-level database, for eight countries (Croatia, Bosnia and Herzegovina, the Czech Republic, Slovakia, Slovenia, Poland, Hungary and Estonia for the 2007–2012 period. The results of the investigation suggest that participation in strategic alliances positively influences a firm’s performance.

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

    OpenAIRE

    Ходзицька, Валентина Василівна

    2013-01-01

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

  8. BILATERAL COMPARATIVE ADVANTAGES: INDONESIA AND MALAYSIA CASE

    Directory of Open Access Journals (Sweden)

    Ni Putu Wiwin Setyari

    2015-03-01

    Full Text Available This studytried tolook more closely at market integration, through export prices channel, inIndonesiaandMalaysia. Severalpreviousstudiestendtorejectthe existence oflawofoneprice(LOP. The law of one price (LOP states that price a given product should be the same in different parts of the world if valued in common currency. However, empirical studies uniformly shows LOP does not describe most markets. Someimportantfactorsthat are consideredinstrumentalin this regardaretransportation costsandprice stickiness. However, there isone characteristicthat is oftenoverlookedin the discussion ofLOP, namelychanges incomparative advantage. The specific objectiveofthispaperis to look atcomparative advantagecorrelationbetween the two countriesandtheir effect onpriceconvergence. Correlationof both selected commodities –using therankspearman's test -indicates the nature ofthemutualsubstitutionof productsthatcarrythe possibility of"price competition" so thatthe pricepointtoconvergeto one another. Tests on theexportprice ofsomeselected productsinboth countriesindicatedthe occurrence ofpriceconvergence, seen from thetwoanalytical techniques: σconvergenceandco-integrationusingJohansen's test. This conclusion is generated by attempted to control the "identical assumption" is to examines prices for similar products (homogeneous using SITC 3-digit, which is produced from the "same" or close locations, with the export destination to the same trading partner

  9. Strategic marketing research

    NARCIS (Netherlands)

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

    1996-01-01

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

  10. Strategic information security

    CERN Document Server

    Wylder, John

    2003-01-01

    Introduction to Strategic Information SecurityWhat Does It Mean to Be Strategic? Information Security Defined The Security Professional's View of Information Security The Business View of Information SecurityChanges Affecting Business and Risk Management Strategic Security Strategic Security or Security Strategy?Monitoring and MeasurementMoving Forward ORGANIZATIONAL ISSUESThe Life Cycles of Security ManagersIntroductionThe Information Security Manager's Responsibilities The Evolution of Data Security to Information SecurityThe Repository Concept Changing Job Requirements Business Life Cycles

  11. Determinants of Capital Integration among Strategic Alliance Members in the Retail Sector: Evidence from Central and Southeast European Countries

    OpenAIRE

    Butigan, Nikola; Benić, Đuro

    2016-01-01

    Survival of firms requires continuous search for new and a restructuring of the existing competitive advantages. These can come either from firms’ internal factors or from cooperation with the environment. Cooperation among firms commonly takes place through the formation of strategic alliances. However, such form of cooperation presents only one stage in the integration of business entities. In the long run, strategic alliances can cease to exist or transform into a higher form of associatio...

  12. Management in achieving competitive advantage in Nigerian public organisations under the global economy

    Directory of Open Access Journals (Sweden)

    Chijioke Hope Ukanwah

    2015-09-01

    Full Text Available This paper explores the strategic role of human resources management in achieving competitive advantage in a global economy. Human resource management remains indispensable in engendering competitive advantage for businesses in this era of tense global competition. Productivity and competitiveness of organisations is now dependent on their employees’ ability to generate, process, and apply knowledge. Scholars and practitioners of human resources management agree that a workforce that is properly trained and managed is a source of competitive advantage. The article recognised the fact that public organisations have not really given importance to human resource management and this is responsible for their underwhelming performance. The paper recommends some HR strategies that managers can adopt to improve the quality and value of their workforce, and these range from effective talent management, continuous workplace learning, safe and healthy work environment, ICT adoption, competitive benefit system, HR planning to proper deployment of skills and expertise.

  13. Strategic Responsiveness

    DEFF Research Database (Denmark)

    Pedersen, Carsten; Juul Andersen, Torben

    decision making is often conceived as ‘standing on the two feet’ of deliberate or intended strategic decisions by top management and emergent strategic decisions pursued by lower-level managers and employees. In this view, the paper proposes that bottom-up initiatives have a hard time surfacing...... in hierarchical organizations and that lowerlevel managers and employees, therefore, pursue various strategies to bypass the official strategy processes to act on emerging strategic issues and adapt to changing environmental conditions.......The analysis of major resource committing decisions is central focus in the strategy field, but despite decades of rich conceptual and empirical research we still seem distant from a level of understanding that can guide corporate practices under dynamic and unpredictable conditions. Strategic...

  14. Strategic information technology alliances for effective health-care supply chain management.

    Science.gov (United States)

    Shih, Stephen C; Rivers, Patrick A; Hsu, H Y Sonya

    2009-08-01

    To gain and sustain competitive advantage, health-care providers have to continuously review and renovate their operational and information technology (IT) strategies through collaborative and cooperative endeavour with their supply chain channel members. This paper explores new ways of enhancing a health-care organization's responsiveness to changes and increasing its competitiveness through implementing strategic information technology alliances among channel members in a health-care supply chain network. An overview of issues and problems (e.g. bullwhip effect, negative externalities and free-riding phenomenon in multichannel supply chains) presented in the health-care supply chains is first delineated. This paper further goes over the issues of health-care supply chain coordination and integration for strategic IT alliances, followed by the discussion of the spillover effect of IT investments. A number of viable IT practices (such as information sharing and Internet-enabled supply chain portal) for effective health-care supply chain collaboration and coordination are then examined in this research. Finally, the paper discusses how strategic IT alliances can help improve the effectiveness of health-care supply chain management.

  15. Advantages of integrated and sustainability based assessment for metabolism based strategic planning of urban water systems.

    Science.gov (United States)

    Behzadian, Kourosh; Kapelan, Zoran

    2015-09-15

    Despite providing water-related services as the primary purpose of urban water system (UWS), all relevant activities require capital investments and operational expenditures, consume resources (e.g. materials and chemicals), and may increase negative environmental impacts (e.g. contaminant discharge, emissions to water and air). Performance assessment of such a metabolic system may require developing a holistic approach which encompasses various system elements and criteria. This paper analyses the impact of integration of UWS components on the metabolism based performance assessment for future planning using a number of intervention strategies. It also explores the importance of sustainability based criteria in the assessment of long-term planning. Two assessment approaches analysed here are: (1) planning for only water supply system (WSS) as a part of the UWS and (2) planning for an integrated UWS including potable water, stormwater, wastewater and water recycling. WaterMet(2) model is used to simulate metabolic type processes in the UWS and calculate quantitative performance indicators. The analysis is demonstrated on the problem of strategic level planning of a real-world UWS to where optional intervention strategies are applied. The resulting performance is assessed using the multiple criteria of both conventional and sustainability type; and optional intervention strategies are then ranked using the Compromise Programming method. The results obtained show that the high ranked intervention strategies in the integrated UWS are those supporting both water supply and stormwater/wastewater subsystems (e.g. rainwater harvesting and greywater recycling schemes) whilst these strategies are ranked low in the WSS and those targeting improvement of water supply components only (e.g. rehabilitation of clean water pipes and addition of new water resources) are preferred instead. Results also demonstrate that both conventional and sustainability type performance indicators

  16. Breathing shoes and complementarities: strategic innovation in a mature industry

    OpenAIRE

    A. Camuffo; A. Furlan; P. Romano; A. Vinelli

    2008-01-01

    This paper tells the story of Geox, an Italian footwear manufacturer that, in less than a decade, has become one of the world's largest shoe manufacturers. Applying the related notions of complementarity and performance landscape to study strategic positioning in the footwear industry, we show that, though grounded on product innovation (the original Geox breathes® patented system which allows ventilation in waterproof rubber sole), Geox's competitive advantage has not grown out of operationa...

  17. 11. Strategic planning.

    Science.gov (United States)

    2014-05-01

    There are several types of planning processes and plans, including strategic, operational, tactical, and contingency. For this document, operational planning includes tactical planning. This chapter examines the strategic planning process and includes an introduction into disaster response plans. "A strategic plan is an outline of steps designed with the goals of the entire organisation as a whole in mind, rather than with the goals of specific divisions or departments". Strategic planning includes all measures taken to provide a broad picture of what must be achieved and in which order, including how to organise a system capable of achieving the overall goals. Strategic planning often is done pre-event, based on previous experience and expertise. The strategic planning for disasters converts needs into a strategic plan of action. Strategic plans detail the goals that must be achieved. The process of converting needs into plans has been deconstructed into its components and includes consideration of: (1) disaster response plans; (2) interventions underway or planned; (3) available resources; (4) current status vs. pre-event status; (5) history and experience of the planners; and (6) access to the affected population. These factors are tempered by the local: (a) geography; (b) climate; (c) culture; (d) safety; and (e) practicality. The planning process consumes resources (costs). All plans must be adapted to the actual conditions--things never happen exactly as planned.

  18. Competencies Required for Healthcare Information Technology to Be an Effective Strategic Business Change Partner

    Science.gov (United States)

    Davalos, Eugenia

    2013-01-01

    One of the core strategies to transform the United States national healthcare system is the implementation of key technologies such as the electronic patient medical record. Such key technologies improve patient care and help the organization gain competitive advantage. With a high demand for strategic and operational change, healthcare providers…

  19. Implementation Of Strategic Management

    African Journals Online (AJOL)

    Administrator

    Creativity and innovation is the new game plan inherent in strategic .... The diagram below is a simplified operational model of strategic management, ..... Bryson (1995) outlines four benefits of strategic (planning) Management in his ... champions, good strategic planning teams, enough slack to handle potentially disruptive.

  20. Improving cumulative effects assessment in Alberta: Regional strategic assessment

    International Nuclear Information System (INIS)

    Johnson, Dallas; Lalonde, Kim; McEachern, Menzie; Kenney, John; Mendoza, Gustavo; Buffin, Andrew; Rich, Kate

    2011-01-01

    The Government of Alberta, Canada is developing a regulatory framework to better manage cumulative environmental effects from development in the province. A key component of this effort is regional planning, which will lay the primary foundation for cumulative effects management into the future. Alberta Environment has considered the information needs of regional planning and has concluded that Regional Strategic Assessment may offer significant advantages if integrated into the planning process, including the overall improvement of cumulative environmental effects assessment in the province.

  1. Strategic Culture: the Concept and the Directions of Research

    Directory of Open Access Journals (Sweden)

    Эдуард Николаевич Ожиганов

    2012-06-01

    Full Text Available The definition and estimation of political qualification of the ruling groups and long-term prognosis of their activities is a paramount task of strategical analysis. The ruling groups have their own interests and strategical manipulations with them (both successful and poor constitute the important part of their game behavior, which effectiveness in defined periods is more or less computational. The game behavior of the ruling groups by-turn depends on the characteristics of strategic culture. This link is evident under their comparative analysis.

  2. A design of strategic alliance based on value chain of surveying and mapping enterprises in China

    Science.gov (United States)

    Duan, Hong; Huang, Xianfeng

    2007-06-01

    In this paper, we use value chain and strategic alliance theories to analyzing the surveying and mapping Industry and enterprises. The value chain of surveying and mapping enterprises is highly-contacted but split by administrative interference, the enterprises are common small scale. According to the above things, we consider that establishing a nonequity- Holding strategic alliance based on value chain is an available way, it can not only let the enterprises share the superior resources in different sectors of the whole value chain each other but avoid offending the interests of related administrative departments, by this way, the surveying and mapping enterprises gain development respectively and totally. Then, we give the method to building up the strategic alliance model through parting the value chain and the using advantage of companies in different value chain sectors. Finally, we analyze the internal rule of strategic alliance and prove it is a suitable way to realize the development of surveying and mapping enterprises through game theory.

  3. Strategic Risk Assessment: A Decision Tool for Complex Decisions

    Energy Technology Data Exchange (ETDEWEB)

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

    2001-07-01

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

  4. Strategic Risk Assessment: A Decision Tool for Complex Decisions

    International Nuclear Information System (INIS)

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

    2001-01-01

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

  5. STRATEGIC MANAGEMENT OF HOTEL COMPANIES: CASE STUDY OF HOTEL COMPANIES IN VOJVODINA (SERBIA

    Directory of Open Access Journals (Sweden)

    Svetlana VUKOSAV

    2014-12-01

    Full Text Available Contemporary approaches to the management of the company are focused on achieving long-term success of the company in its complex and changing environment. Company as part of the wider environment, must adapt to the changing environment in order to survive, growing and developing. The task of strategic management is to enable the enterprise in the tourism industry to rationally and promptly react to changes in the environment in which it carries out its business and general activity. The aim of this paper is to determine whether and to what extent the process of the strategic management is being implemented in hotels in Vojvodina(that are changed ownership structure and what is their response to the competitive pressures and opportunities, and demands and needs of consumers Strategic positioning in order to achieve sustainable competitive advantage through product differentiation and segmentation of demand is imperative for success of hotel companies in Vojvodina.

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

    Directory of Open Access Journals (Sweden)

    Rodrigo da Silva Riquena

    2016-03-01

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

  7. Costs and advantages of nuclear energy

    International Nuclear Information System (INIS)

    Almoguera, R.

    2006-01-01

    Recent studies on nuclear energy competitiveness show that considering only the economics this option is the most economic one to generate the base load electricity in most of the countries which do not have plenty of alternative fuels, being this advantage both for the actual prices formation and for their stability on the long term. Should we add the strategic and environmental benefits linked to: Kioto emissions limits, short and long term supply security, national wealth increase due to quality and price of the supply and enhancement of related enterprises, the goodness of nuclear energy to supply a significant share of the electricity demand in most of the countries is evident. For the investors to make decisions for this option, some conditions have to be assured: regulatory stability, favourable national energy policy and expectation for the future, predictable and proven licensing process and expectation for moderate interest rates in the long term. (Author)

  8. Community of Practice: A Path to Strategic Learning

    Energy Technology Data Exchange (ETDEWEB)

    Nancy M. Carlson

    2003-04-01

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

  9. A Strategic Analysis of a North American Online Plumbing Retailer

    OpenAIRE

    Amlani, Jameel

    2011-01-01

    This project assesses the current business environment faced by OPR Inc., a leading internet retailer of decorative plumbing products, based in suburban Boston, Massachusetts. An internal analysis of the company is conducted followed by an external analysis of the online plumbing retail strategic group. It is determined that no industry participant holds a sustainable competitive advantage over its rivals and that entry into the industry is likely due to the presence of economic profits. It i...

  10. Strategic Forecasting

    DEFF Research Database (Denmark)

    Duus, Henrik Johannsen

    2016-01-01

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

  11. Strategic market segmentation

    Directory of Open Access Journals (Sweden)

    Maričić Branko R.

    2015-01-01

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

  12. Strategic Planning at The State’s Education Instutitions Serving “Open And Distance Education”, Which Are of Nonprofit Concern

    Directory of Open Access Journals (Sweden)

    Ali Riza ERDEM

    2007-01-01

    Full Text Available In conventional education process, there have always been certain obstacles throughout the human history. From that point of view, “Open and Distance Education” are the ones which are much more sensitive to quality and to the dissemination of knowledge to society as well as having certain advantages in getting over matters rather than in-class processes. In our country, for public institutions, the vitality of “strategic planning” has recently been recognized and established as a legal substructure. Besides, organizations and educational institutions of the government, which legally offers “Open and Distance Education” without any profit concern, are also responsible for creating a strategic guide-line. A process established by Bryson for public institutions, “A Ten-Step Strategic Planning Process” could be used in those strategic planning of the educational institutions of the government, which are of nonprofit concern, to ease strategic thought and organizational momentum by their administrators in on attendant, careful, and logical way.

  13. Strategic serendipity

    DEFF Research Database (Denmark)

    Knudsen, Gry Høngsmark; Lemmergaard, Jeanette

    2014-01-01

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

  14. Departure Queue Prediction for Strategic and Tactical Surface Scheduler Integration

    Science.gov (United States)

    Zelinski, Shannon; Windhorst, Robert

    2016-01-01

    A departure metering concept to be demonstrated at Charlotte Douglas International Airport (CLT) will integrate strategic and tactical surface scheduling components to enable the respective collaborative decision making and improved efficiency benefits these two methods of scheduling provide. This study analyzes the effect of tactical scheduling on strategic scheduler predictability. Strategic queue predictions and target gate pushback times to achieve a desired queue length are compared between fast time simulations of CLT surface operations with and without tactical scheduling. The use of variable departure rates as a strategic scheduler input was shown to substantially improve queue predictions over static departure rates. With target queue length calibration, the strategic scheduler can be tuned to produce average delays within one minute of the tactical scheduler. However, root mean square differences between strategic and tactical delays were between 12 and 15 minutes due to the different methods the strategic and tactical schedulers use to predict takeoff times and generate gate pushback clearances. This demonstrates how difficult it is for the strategic scheduler to predict tactical scheduler assigned gate delays on an individual flight basis as the tactical scheduler adjusts departure sequence to accommodate arrival interactions. Strategic/tactical scheduler compatibility may be improved by providing more arrival information to the strategic scheduler and stabilizing tactical scheduler changes to runway sequence in response to arrivals.

  15. A STRATEGIC APPROACH OF THE CONSTRUCTION SECTOR IN ROMANIA

    Directory of Open Access Journals (Sweden)

    TUDOR NISTORESCU

    2010-01-01

    Full Text Available Construction, one of the major economic sector of activity in Europe, was severely affected by the actual global recession, although the impact of the crisis and the moment when it occurred varied widely between the EU Member States. In Romania, the first effects of the economic crisis in the construction sector occurred since early 2009, being visible both in physical volume of construction works and in the volume and value of investments in this sector. The crisis in the construction works had a strong impact on the entire Romanian economy. With the present research paper „A strategic approach of the construction sector in Romania” we aim to highlight the competitive advantage the companies in the field have on the national market. To this end we will use the SWOT model of strategic analysis and M. Porter’s five competitive forces model, in order to highlight the main problems faced by these companies.

  16. Metalearning to support competitive electricity market players' strategic bidding

    DEFF Research Database (Denmark)

    Pinto, Tiago; Sousa, Tiago M.; Morais, Hugo

    2016-01-01

    a dynamic artificial neural network to create its own output, taking advantage on several learning algorithms already implemented in ALBidS (Adaptive Learning strategic Bidding System). The proposed metalearner considers different weights for each strategy, based on their individual performance......Electricity markets are becoming more competitive, to some extent due to the increasing number of players that have moved from other sectors to the power industry. This is essentially resulting from incentives provided to distributed generation. Relevant changes in this domain are still occurring...

  17. The false expectations of Michael Porter's strategic management framework.

    Directory of Open Access Journals (Sweden)

    Omar Aktouf

    2013-11-01

    Full Text Available The article tries to reveal the inadequacies of Porter’s strategic thought from the methodological and epistemological point of view. It shows that the praxiological promises of this thought are impossible to realize given its dubious and impossible to operationalize. The article lacks of fundamental issues (as pointed out by the Resource Based Theorists that the organization needs to assets and harness in order to be successful in its attempt to reach and keep its competitive advantage, making it not easily imitable.

  18. It Effectiveness and Flexibility versus Strategic Alignment: Assessing the Correlative Effects in Higher Education

    Science.gov (United States)

    Burke, Michael F.

    2011-01-01

    Fiscal challenges are forcing institutions of higher education to do more with less, while retaining the quality of service that the institution has established. The net result is that these institutions need to prepare themselves to achieve a sustained competitive advantage. In business, the focus has been on strategic alignment of IT to provide…

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

    Directory of Open Access Journals (Sweden)

    Minseok Kim

    2018-04-01

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

  20. Cognitive Comparative Advantage and the Organization of Work: Lessons from Herbert Simon's Vision of the Future

    OpenAIRE

    Richard N. Langlois

    2002-01-01

    In a marvelous but somewhat neglected paper, 'The Corporation: Will It Be Managed by Machines?' Herbert Simon articulated from the perspective of 1960 his vision of what we now call the New Economy the machine-aided system of production and management of the late twentieth century. Simon's analysis sprang from what I term the principle of cognitive comparative advantage: one has to understand the quite different cognitive structures of humans and machines (including computers) in order to exp...

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

    OpenAIRE

    Berghman, Liselore

    2006-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Tatiana Salimova

    2014-07-01

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

  3. Why strategic pricing is the most powerful DSM [demand-side management] tool

    International Nuclear Information System (INIS)

    LeBlanc, W.

    1990-01-01

    Strategic pricing has long been under-utilized as a strategic tool by the electric utility industry. Ways by which utility, customer and regulatory interests can and should overlap with reference to strategic planning, and how the electric industry could enhance its ability to continue providing premier energy services to its customers and society are examined. Strategic pricing in the airline, banking, automobile and telephone industries are examined and compared. Strategic pricing can help utilities segment markets to improve service value, define products, create customer incentives to purchase/consume desirable goods and services, and signal competitors. Each of these benefits is illustrated with an example that closely integrates strategic pricing with demand-side management. Pricing strategically takes many steps, but can be broken down into: meet common challenges of business and marketing objectives; gain regulatory acceptance; and energize the organization to accept, adopt and implement strategic pricing

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

    OpenAIRE

    Johnsen, Åge

    2014-01-01

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

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

    NARCIS (Netherlands)

    L.A. Berghman (Liselore)

    2006-01-01

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

  6. A robust fuzzy possibilistic AHP approach for partner selection in international strategic alliance

    Directory of Open Access Journals (Sweden)

    Vahid Reza Salamat

    2018-09-01

    Full Text Available The international strategic alliance is an inevitable solution for making competitive advantage and reducing the risk in today’s business environment. Partner selection is an important part in success of partnerships, and meanwhile it is a complicated decision because of various dimensions of the problem and inherent conflicts of stockholders. The purpose of this paper is to provide a practical approach to the problem of partner selection in international strategic alliances, which fulfills the gap between theories of inter-organizational relationships and quantitative models. Thus, a novel Robust Fuzzy Possibilistic AHP approach is proposed for combining the benefits of two complementary theories of inter-organizational relationships named, (1 Resource-based view, and (2 Transaction-cost theory and considering Fit theory as the perquisite of alliance success. The Robust Fuzzy Possibilistic AHP approach is a novel development of Interval-AHP technique employing robust formulation; aimed at handling the ambiguity of the problem and let the use of intervals as pairwise judgments. The proposed approach was compared with existing approaches, and the results show that it provides the best quality solutions in terms of minimum error degree. Moreover, the framework implemented in a case study and its applicability were discussed.

  7. THE RELATIONSHIP BETWEEN ORGANISATIONAL COMPETITIVE ADVANTAGE AND PERFORMANCE MODERATED BY THE AGE AND SIZE OF FIRMS

    Directory of Open Access Journals (Sweden)

    Alimin Ismadi Ismail

    2010-07-01

    Full Text Available It has been argued that achieving a position of competitive advantage is a necessary precursor to a firm's significant performance. This paper will empirically examine the potential moderating variables that could affect the relationship between a firm's competitive advantage and performance, namely the firms' age and size. By examining the relative moderating effects of these variables, this paper delivers valuable information to firms, specifically with regard to strategic management directed toward performance and attaining a competitive advantage. This research was conducted among 127 manufacturers listed in the 2008 Federation of Malaysian Manufacturers Directory. A cross- sectional study was conducted using a structured questionnaire to obtain responses from the manufacturers. A two-way ANOVA shows that only the age of firms is a significant moderator in the relationship between competitive advantage and performance, and that this relationship is stronger for older firms. The size of firms does not significantly moderate the relationship between competitive advantage and performance. Despite the non-significant moderating effect of firms' size, overall, this study provides empirical support for the Resource-Based View (RBV of Malaysian manufacturers regarding the issue of competitive advantage.

  8. Matrix Model for Choosing Green Marketing Sustainable Strategic Alternatives

    Directory of Open Access Journals (Sweden)

    Cătălina Sitnikov

    2015-08-01

    Full Text Available Green marketing examines the symbiotic role played by marketing in ensuring sustainable business, exploring issues concerning the environment and the way strategic decisions can influence it. At present, the environmental issues concern more and more the competitive approach any organization can implement. Based on this approach, organizations can gain competitive advantage by managing environmental variables and by developing and implementing green marketing strategies. Considering the importance and impact of green marketing, by using theoretical concepts and defining a set of research directions, the paper and the research conducted were focused on creating a matrix model for choosing the optimal green marketing strategy, oriented towards competitive advantage. The model is based on the correlation that can be established among the generic strategies of competitive advantage, the variables of extended marketing mix (7Ps and the green marketing strategy matrix. There are also analyzed the implications that may be generated within a company by the adoption of a green marketing strategy and its role in promoting the environmental benefits of products.

  9. Strategic Belief Management

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul

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

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

    Directory of Open Access Journals (Sweden)

    Minhajul Islam Ukil

    2017-05-01

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

  11. The environmental advantage in the competitive equation

    International Nuclear Information System (INIS)

    Horst, T.J.; Blake, E.T.

    1992-01-01

    The role of environmental issues in the utility business has undergone a dramatic transition in the past few years and this new role is the basis for new definitions and new responses. Policies or products that protect the environment are now an advantage to those companies that properly capture environmental issues in their strategic planning process. This paper will focus on the underpinnings of this shift in the role of environmental protection in business and go beyond the issues of today to suggest some paradigms for the future. The current status of environmental concern is evident in the time and resources committed to environmental protection. Public officials take more proactive environmental positions; Corporations recognize environmental values in competitive equation; Citizens express willingness to pay for environmentally responsible services and products; Environmental issues tie business to the community; and Environmental planning tradeoffs are becoming more complex

  12. Strategic management for university hospitals

    Directory of Open Access Journals (Sweden)

    Martha Isabel Riaño-Casallas

    2016-10-01

    Full Text Available Introduction: There are several approaches and schools that support strategic management processes. University hospitals require the implementation of a strategic approach to their management, since they are a particular type of organization with the triple mission of providing health care, education and research. Objective: To propose a strategic profile for a university hospital. Materials and methods: The theoretical framework of strategic management was analyzed and some particular components of hospital management were studied; based on these criteria, the strategic management process in three high complexity hospitals of Bogotá, D.C. was examined and a profile of both the objectives and the functional strategies for the hospital was proposed. Results: The main strategic thinking schools are presented; the processes and components of strategic management are described, and a strategic management profile for a university hospital is proposed. Conclusion: The strategic orientation of management for an institution with the characteristics of a university hospital facilitates achieving organizational objectives.

  13. Strategic positioning. Part 1: The sources of value under managed care.

    Science.gov (United States)

    Kauer, R T; Berkowitz, E

    1997-01-01

    Part 1 of this series organizes and discusses the sources of value against a background of an evolving managed care market. Part 2 will present, in more detail, the marketing and financial challenges to organizational positioning and performance across the four stages of managed care. What are the basic principles or tenets of value and how do they apply to the health care industry? Why is strategic positioning so important to health care organizations struggling in a managed care environment and what are the sources of value? Service motivated employees and the systems that educate them represent a stronger competitive advantage than having assets and technology that are available to anyone. As the health care marketplace evolves, organizations must develop a strategic position that will provide such value and for which the customer will be willing to pay.

  14. The role of Entrepreneurial Universities in interfacing Competitive Advantages: The Case of Beira Interior region (Portugal)

    OpenAIRE

    Ferreira, Joao; Leitão, João; Raposo, Mario

    2006-01-01

    This paper reveals the importance of a local entrepreneurial university in interfacing competitive advantages, by assuming the condition of most influent and dynamic engine of regional development. The strategic diagnosis provides the identification of a dominant quadrant in the TOWS matrix application to the Beira Interior region, which is dominated by Mini-Maxi strategies. For improving the competitive positioning of that region, the transition from the dominant quadrant (Mini-Maxi) t...

  15. COMPARATIVE ADVANTAGE OF CLOTHING SECTOR IN THE EU-28 MARKET

    Directory of Open Access Journals (Sweden)

    TRIPA Simona

    2017-05-01

    Full Text Available The study presented here is aimed at analyzing the comparative advantages in the European clothing sector with the focus on Balkan states. The dynamics of change over a 15‐year period following economic reforms are revealed. For all Balkan countries export plays an important role in promoting economic growth and development and the clothing industries play a significant role and continue to contribute to the economic prosperity in this countries. The evolution of the RCA index for garment industry is decreasing for all countries in the Balkans. The evolution of the Lafay index is also decreasing in the most Balkan countries (except Greece, Montenegro and Slovenia but still the values for Lafay index is positive what indicating that in these countries the sale of garments contribute positively to balance the trade balance of countries analyzed. Negative value of the Lafay index may be due to the fact that the garment industry is one of the key industries in the economy of that country and also because the earnings from garment industry in these countries is high. When the producers of the Balkan countries will create products with higher added value in garment industry the competitiveness of these countries will decrease. Also rising wages in this industry, as a result of trade union pressure or government policy, will lead to decreasing competitiveness of these products on the EU market and implicitly to the decrease of exports of garments from these countries.

  16. Analysis Influence of Managerial Competence, Technical Competence, and Strategic Competence on Firm Performance in Electrical Engineering Company in Bandung

    Science.gov (United States)

    Wijaya, E. R.; Irianto, D.

    2018-03-01

    The industry sectors that have an important role in the era of globalization is the electro engineering sector. The era of globalization led to intense competition. One of the negative effects of the intense competition is declining profits. Drop in profits caused many firms reduces their employees without seeking the root cause of declining profits in detail. Whereas, employee is the important resources to maintain competitive advantage. Competitive advantage can be measured by the performance of which is owned by the firm. The firm's performance can be formed of competencies that is unique, rare, irreplaceable, and difficult to imitate within the firm, one of them is the competence of the individual. According to a competency-based approach and the resource- based approach, individual competence that affect the performance of the firm is managerial competence, technical competence, and strategic competence. Questionnaire is built based on the dimensions of the firm's performance, managerial competence, technical competence, and strategic competence, are processed using partial least squares application. The results indicate that managerial competence negatively impact firm’s performance with weak ties. The technical competence and strategic competence positively affect firm’s performance with moderate ties.

  17. The impact of the strategic factor in knowledge management projects in the consulting industry

    Directory of Open Access Journals (Sweden)

    Marta Mas-Machuca

    2008-10-01

    Full Text Available The projects of Knowledge Management in the consulting industry have become a necessity to obtain sustainable competitive advantages. Between all the factors that influence in the success of a Knowledge Management project, the strategic ones have a decisive weight according to existing literature. Although many studies raise the issue of strategy’s influence on Knowledge Management success, few have measured them. This paper aims to identify the elements that configure the strategic dimension and measure its contribution in order to maximize the profit. The research methodology is based on a Structural Equation Model to validate the hypothesis. The findings highlight the huge influence of strategy in Knowledge Management project’s success in the consultancy industry.

  18. D.P.M. METHOD - A PERFORMANCE ANALYSIS INSTRUMENT OF A STRATEGIC BUSINESS UNIT

    Directory of Open Access Journals (Sweden)

    Ionescu Florin Tudor

    2012-12-01

    Full Text Available Considering the uncertain economic conditions, the market dynamics, the fundamental changes in the attitudes and aspirations of the consumers along with the strong growth of the political role and interventions in the economy, currently characterizing both Romania and other countries of the world, it can be said that the need for strategic planning was never so acute as now. The strategic planning process is an ongoing organizational activity by which managers can make decisions about their present and future position. A number of analytical portfolio tools exist to aid managers in the formulation of the strategy. The use of these tools within the broader context of the overall strategic planning process allows managers to determine the obstacles and opportunities existing in the company’s environment and to define and pursue appropriate strategies for growth and profitability. The present paper aims to highlight from a theoretical standpoint the D.P.M. method, its strategic consequences, advantages and disadvantages. After conducting this analysis I have found that restricting the business portfolio analysis to the D.P.M. matrix is not a very wise decision. The D.P.M. matrix among with other marketing tools of business portfolio analysis have some advantages and disadvantages and is trying to provide, at a time, a specific diagnosis of a company’s business portfolio. Therefore, the recommendation for the Romanian managers consists in a combined use of a wide range of tools and techniques for business portfolio analysis. This leads to a better understanding of the whole mix of product markets, included in portfolio analysis, the strategic position held by each business within a market, the performance potential of business portfolio and the financial aspects related to the resource allocation process for the businesses within the portfolio. It should also be noted that the tools and techniques specific to business portfolio

  19. 76 FR 14950 - Closed Meeting of the U.S. Strategic Command Strategic Advisory Group

    Science.gov (United States)

    2011-03-18

    ... DEPARTMENT OF DEFENSE Office of the Secretary Closed Meeting of the U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of advisory committee closed meeting.... Strategic Command Strategic Advisory Group. DATES: April 7, 2011, from 8 a.m. to 5 p.m. and April 8, 2011...

  20. Learning to think strategically.

    Science.gov (United States)

    1994-01-01

    Strategic thinking focuses on issues that directly affect the ability of a family planning program to attract and retain clients. This issue of "The Family Planning Manager" outlines the five steps of strategic thinking in family planning administration: 1) define the organization's mission and strategic goals; 2) identify opportunities for improving quality, expanding access, and increasing demand; 3) evaluate each option in terms of its compatibility with the organization's goals; 4) select an option; and 5) transform strategies into action. Also included in this issue is a 20-question test designed to permit readers to assess their "strategic thinking quotient" and a list of sample questions to guide a strategic analysis.

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

    Science.gov (United States)

    Ridder, Hans-Gerd; Schrader, Jan Simon

    2017-11-01

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

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

    OpenAIRE

    Henderson, Stephen Gary

    2006-01-01

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

  3. Strategic planning in transition

    DEFF Research Database (Denmark)

    Olesen, Kristian; Richardson, Tim

    2012-01-01

    In this paper, we analyse how contested transitions in planning rationalities and spatial logics have shaped the processes and outputs of recent episodes of Danish ‘strategic spatial planning’. The practice of ‘strategic spatial planning’ in Denmark has undergone a concerted reorientation...... style of ‘strategic spatial planning’ with its associated spatial logics is continuously challenged by a persistent regulatory, top-down rationality of ‘strategic spatial planning’, rooted in spatial Keynesianism, which has long characterised the Danish approach. The findings reveal the emergence...... of a particularly Danish approach, retaining strong regulatory aspects. However this approach does not sit easily within the current neoliberal political climate, raising concerns of an emerging crisis of ‘strategic spatial planning’....

  4. Smart Cities are Big Cities - Comparative Advantage in Chinese Cities

    OpenAIRE

    Shiwei Hu; Steven Brakman; Charles van Marrewijk

    2014-01-01

    The literature on China indicates that the concentration of economic activities in China is less than in other industrialized countries. Institutional limits are largely held responsible for this finding (e.g. the Hukou system); firms and workers are not able to take full advantage of the benefits from agglomeration economies. China is changing rapidly, however, also in this respect. We show that, by using the methodology developed by Davis and Dingel (2013), high-skilled workers in high-skil...

  5. Study on the Relationship among Strategic Flexibility, Strategic Innovation and Management Innovation%战略柔性、战略创新和管理创新之间关系的研究

    Institute of Scientific and Technical Information of China (English)

    韩晨; 高山行

    2017-01-01

    The significance of innovations to firm growth, industry development, and national competitive advantage has received consistent and extensive recognition from scholars and practitioners.However, faced with the increasingly intense technology race, it is becoming less and less likely for any firm, industry, and nation to remain competitive or gain competitiveness through the advancement of technology beyond the competitors' reach.In this instance, non-technological innovation, such as strategic innovation and management innovation, had grown to be the core of the competition.Extant research into the influences of strategic flexibility, one key component of dynamic capabilities, on firm innovation is largely restricted to the field of technological innovation, lacking enough scholarly insights into how strategic flexibility impacts non-technological innovation, such as strategic innovation and management innovation.Built on resource based theory and dynamic capability theory, this study introduces an integrated framework on the influence of two dimensions of strategic flexibility, that is resource flexibility and coordination flexibility, on two types of non-technological innovation, that is strategic innovation and management innovation.We further examine the differential effects of strategic flexibility on strategic innovation and management innovation, the interrelationship between strategic innovation and management innovation, and the mediating role strategic innovation plays between strategic flexibility and management innovation.To examine the seven hypotheses proposed from the theoretical model, we collected empirical data from 303 paired manufacturing enterprises from mainland China with two key informants for each firm, and tested the model with structural equation modeling technique.Results indicate that strategic flexibility is beneficial to both strategic innovation and management innovation, strategic innovation positively influences management

  6. Strategic relevance and accountability expectations: new perspectives for health care information technology design.

    Science.gov (United States)

    Tan, J K; Modrow, R E

    1999-05-01

    In this article, we discuss the traditional systems analysis perspective on end-user information requirements analysis and extend it to merge with the new accountability expectations perspective to guide the future planning and design of health organization information systems. Underlying the strategic relevance of health care information technology (HCIT) are three critical questions: (1) What is the ideal HCIT model for the health organization in terms of achieving strategic expertise and competitive advantage? Specifically, how does this model link industry performance standards with organizational performance and accountability expectations? (2) How should the limitations of past HCIT models be reconciled to the benefits presented by the superior arrangement of the ideal model in the context of changing accountability expectations? (3) How should alternative HCIT solutions be evaluated in light of evidence-based accountability and organizational performance benchmarking? Insights into these questions will ensure that health care managers, HCIT practitioners and researchers can continue to focus on the most critical issues in harnessing today's fast-paced changing technologies for evolving strategically relevant, performance-based health organization systems.

  7. Comparing quantitative analysis on revealed comparative advantages of aquatic products trade of china and ASEAN based on 21st century maritime silk road

    Science.gov (United States)

    Luo, X. F.; Han, Y. H.; Li, Z. W.

    2017-11-01

    As the world’s leading aquaculture, aquatic production and trading country, China’s development of aquatic products trade with ASEAN is facing a historic opportunity in the favourable circumstances of construction of the 21st century Maritime Silk Road. In order to make guidance of the product selection and transformation for corresponding export enterprises, this article makes a quantitative analysis the Revealed Comparative Advantage of aquatic products trade from China and ASEAN respectively based on the HS classification and thoroughly compares the RCA indices. The comparison results show that the international competitiveness of aquatic products structures of China and ASEAN are quite different with few overlaps of strong competitive products, and there is a great gap between the two areas in many kinds of products.

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

    Science.gov (United States)

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

    2012-01-01

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

  9. Exploring the advantages of using social network sites (SNSs) in dental medicine organisations.

    Science.gov (United States)

    Franco, Mário; Pais, Leonor

    2017-05-08

    Purpose The purpose of this paper is to deepen and contribute to knowledge of the use of social network sites (SNSs) in organisations, and more precisely, identify the advantages. Design/methodology/approach To reach this objective, a cross-section study was adopted based on application of a questionnaire, the final sample consisting of 78 dental medicine organisations in Portugal. Findings The results obtained lead to the conclusion that a great number of the organisations studied are connected to SNSs, particularly Facebook. The advantages associated with marketing tools and breaking down barriers between the organisation and the world are those highlighted most in this study. Practical implications According to the empirical evidence obtained, organisations are found to use these sites for other purposes, such as communicating with clients/patients and receiving feedback on the service provided to increase satisfaction and improve the quality of services. Originality/value The study contributes to advancing theory in the field of internet research strategic. More precisely, this study is associated with the creation of a theoretical framework that shows the advantages of using SNSs in an innovative context: dental medicine organisations. A categorisation of these advantages and some implications for theory and practice are also some contributions of this study.

  10. Strategic agility for nursing leadership.

    Science.gov (United States)

    Shirey, Maria R

    2015-06-01

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

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

    Directory of Open Access Journals (Sweden)

    Luis Ángel Guerras-Martín

    2014-04-01

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

  12. STRATEGIC PRIORITIES AND PROCEDURES ON THE MANAGEMENT OF ROMANIA

    Directory of Open Access Journals (Sweden)

    ROMANESCU MARCEL LAURENȚIU

    2015-12-01

    Full Text Available The profound changes occurring in the economy, organizations and knowledge management is reflected in naturally and in new approaches to organizing strategy.The strategy represents a multi-faceted concept, based on creativity and innovation as a tool for modern organizations as through a complex process of investigation, planning, design, implementation to ensure competitive advantage and sustainability in a hostile environment with profound and radical changes, both at the level of entire societies and at the level of each individual. In terms of strategic choice, this requires the organization to easily adapt to changes in the environment through restructuring. This approach requires that managers have the skills and capabilities to successfully intervene and influence the course of action the organization. Emergent strategy represents an approach that is based on the idea that an organization creates a differentiated behavior that can generate a competitive advantage and can not be planned

  13. Physician Reimbursement in Medicare Advantage Compared With Traditional Medicare and Commercial Health Insurance.

    Science.gov (United States)

    Trish, Erin; Ginsburg, Paul; Gascue, Laura; Joyce, Geoffrey

    2017-09-01

    Nearly one-third of Medicare beneficiaries are enrolled in a Medicare Advantage (MA) plan, yet little is known about the prices that MA plans pay for physician services. Medicare Advantage insurers typically also sell commercial plans, and the extent to which MA physician reimbursement reflects traditional Medicare (TM) rates vs negotiated commercial prices is unclear. To compare prices paid for physician and other health care services in MA, traditional Medicare, and commercial plans. Retrospective analysis of claims data evaluating MA prices paid to physicians and for laboratory services and durable medical equipment between 2007 and 2012 in 348 US core-based statistical areas. The study population included all MA and commercial enrollees with a large national health insurer operating in both markets, as well as a 20% sample of TM beneficiaries. Enrollment in an MA plan. Mean reimbursement paid to physicians, laboratories, and durable medical equipment suppliers for MA and commercial enrollees relative to TM rates for 11 Healthcare Common Procedure Coding Systems (HCPCS) codes spanning 7 sites of care. The sample consisted of 144 million claims. Physician reimbursement in MA was more strongly tied to TM rates than commercial prices, although MA plans tended to pay physicians less than TM. For a mid-level office visit with an established patient (Current Procedural Terminology [CPT] code 99213), the mean MA price was 96.9% (95% CI, 96.7%-97.2%) of TM. Across the common physician services we evaluated, mean MA reimbursement ranged from 91.3% of TM for cataract removal in an ambulatory surgery center (CPT 66984; 95% CI, 90.7%-91.9%) to 102.3% of TM for complex evaluation and management of a patient in the emergency department (CPT 99285; 95% CI, 102.1%-102.6%). However, for laboratory services and durable medical equipment, where commercial prices are lower than TM rates, MA plans take advantage of these lower commercial prices, ranging from 67.4% for a walker

  14. STRATEGIC IMPACT OF MOBILITY ON ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Anna Golovkova

    2014-01-01

    Full Text Available Purpose. The current rapid social and economic developments show mobility as the most important factor of economic growth, social and cultural progress. Mobile technology has undergone a sea change over the past ten years. The evolution of mobility is about creating better ways to change the world. It will increasingly shape our lives and thinking in ways we cannot fully anticipate. Mobile revolution is a global reality which creates new opportunities and challenges for all companies in the world. Methodology. Proposed methodological approach is based on a comprehensive assessment of the strategic impact of mobility on the organization as a major tool to improve competitiveness and efficiency of the company. During the research have been used both qualitative and quantitative methods. As a result, the article provides bridges between the field of mobility, organization science, information systems, and certain aspects of philosophy. Findings. This research provides a glimpse into the fast-evolving world of mobile technology and maybe even faster evolving world of organizations. The research is designed to understand the strategic impact of mobility on organizations, and evaluate the benefits of integration of these new technologies into the company. The research comprised of an extensive literature review, observation of existing practices, and semi-structured interviews geared toward understanding the strategic impact of mobility on organization and its employees. Originality. The research findings suggest three main strategic implications of mobility: (1 improve working process; (2 increase internal communication and knowledge sharing; and (3 enhance sales and marketing effectiveness. Practical value. The use of mobile technology and it impact on organizational change and strategy, stability and development of competitive advantage allow the company to ensure the effectiveness of its business. Mobility can dramatically transform the company by

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

    Directory of Open Access Journals (Sweden)

    Anastasiia Mostova

    2017-12-01

    of food security consists of two blocks: the analyses of the external and internal environment. It is proposed, in order to improve the validity of the strategic analysis, to evaluate strengths and weaknesses, threats, and opportunities at the time of analysis, as well as to explore the trends of their change in dynamics. For this purpose, the author proposed establishing the persistence of the identified strengths, weaknesses, threats, and opportunities. To accomplish it, the persistent strengths of possibilities include, in the author’s opinion, characteristics with a positive dynamic over the examined period while the persistent weaknesses and threats include, accordingly, those with a negative dynamic. Practical implications. Result of the present research is the advanced matrix of a SWOT-analysis of food security, which complements traditional method with the grouping according to the basic strategic groups of food security (production, market, resources, consumption, as well as the level of persistence of strengths and weaknesses, threats and opportunities, depending on the dynamics of the proposed characteristics. The main practical outcome of the developed procedure is the list of strategic recommendations based on the identified strengths and weaknesses, threats and opportunities of food security, depending on the level of their persistence. The value and originality of the scientific results are in that as a result of the proposed procedure, there will be built an effective instrument for carrying out a strategic analysis of the country’s food security. Based on the strategic analysis of the persistent strengths, the author identified the main com-petitive advantages of the country’s food security, which are to be strengthened, while implementing supporting strategic measures and control. It is established that the non-persistent strengths of food security of Ukraine would require a more effective management in comparison with those persistent, as

  16. The Importance of Strategic Competence in HRM: Evidence from Austria, Czech Republic, Hungary and Slovakia

    Directory of Open Access Journals (Sweden)

    Barbara Covarrubias Venegas

    2017-11-01

    Full Text Available Strategic Human Resource Management (SHRM is vital in order to gain competitive advantage for organisations. Although there is extant literature on SHRM from academia and practitioners alike, looking closer at HR activities in today’s organisations, resource allocation is still inclined towards more operational, day-to-day activities. The main objective of this paper is to give a deeper understanding about how the importance of strategic competence in HR might vary depending on the country, the work experience of HR managers and whether it differs between HR and stakeholders HR (namely, middle and top management, or if company size and the organisational life cycle play a role. A quantitative study of HR managers and stakeholders HR using telephone interviews was conducted in Austria and three CEE countries. Findings on the perceived importance of the strategic competence of HRM are presented in detail and suggestions for further research are presented.

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

    CERN Document Server

    Leleur, Steen

    2012-01-01

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

  18. Strategic planning for neuroradiologists.

    Science.gov (United States)

    Berlin, Jonathan W; Lexa, Frank J

    2012-08-01

    Strategic planning is becoming essential to neuroradiology as the health care environment continues to emphasize cost efficiency, teamwork and collaboration. A strategic plan begins with a mission statement and vision of where the neuroradiology division would like to be in the near future. Formalized strategic planning frameworks, such as the strengths, weaknesses, opportunities and threats (SWOT), and the Balanced Scorecard frameworks, can help neuroradiology divisions determine their current position in the marketplace. Communication, delegation, and accountability in neuroradiology is essential in executing an effective strategic plan. Copyright © 2012 Elsevier Inc. All rights reserved.

  19. Strategic information transmission and stochastic orders

    OpenAIRE

    Szalay, Dezsö

    2012-01-01

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

  20. ROMANIA’S SPECIALIZATION IN TRADE TOWARDS EU-27 - A REVEALED COMPARATIVE ADVANTAGE APPROACH

    Directory of Open Access Journals (Sweden)

    Popa Angela Cristina

    2012-07-01

    Full Text Available "International competitiveness" is a complex topic which raised over time many questions and theories on key factors that underpin it and is still subject to wide debate. Such analysis proves to be necessary under the new requirements raised by the participation of Romanian organizations in the European and global competitive environment in which competiting for new markets can be a platform of economic recovery. As companies compete for markets and resources, national economies compete with each other to achieve performance in a specific activity: for example, we can say that Romania has become less competitive in clothing production, and competitive in cars production. But it makes sense to say that "Romania has become more or less competitive as the economy?". The answer is no."Competitiveness" is a meaningless word when referring to national economies. Deniying Romanian competitiveness in a particular industry does not mean that Romania's economy is less competitive. The decline in these industries may be a manifestation of their change in production factors endowment or necessary reallocation these factors from old activities with comparative advantage to new ones. This paper aims to examine the structural competitiveness of Romania vis-a-vis EU-27. Empirical analysis is based on Revealed Comparative Advantage (RCA, an indicator often used in international trade analysis. Section II reviews the empirical literature on the comparative advantage and the competitiveness of Romania, highlighting various theories and approaches, alternative measures of RCA indices are presented in the section III, section IV reports empirical results and the final section draws some conclusions based on the findings. In 2009, in terms of orientation of the foreign investors towards the economic sectors, according to NACE Rev. 2 Classification, the direct foreign investments were directed mainly to Manufactured goods (31,1% of total, within its best represented

  1. STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

    Directory of Open Access Journals (Sweden)

    Nadiia Pylypiv

    2017-08-01

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

  2. Implement the medical group revenue function. Create competitive advantage.

    Science.gov (United States)

    Colucci, C

    1998-01-01

    This article shows medical groups how they can employ new financial management and information technology techniques to safeguard their revenue and income streams. These managerial techniques stem from the application of the medical group revenue function, which is defined herein. This article also describes how the medical group revenue function can be used to create value by employing a database and a decision support system. Finally, the article describes how the decision support system can be used to create competitive advantage. Through the wise use of internally generated information, medical groups can negotiate better contract terms, improve their operations, cut their costs, embark on capital investment programs and improve market share. As medical groups gain market power by improving in these areas, they will be more attractive to potential strategic allies, payers and investment bankers.

  3. STRATEGIC MARKET POSITION OF THE GDANSK AIRPORT

    Directory of Open Access Journals (Sweden)

    Henryk Ćwikliński

    2015-09-01

    Full Text Available Airports are a key link of the air transport infrastructure, which is a part of the whole transportation system. Their potential is determined by a network of airlines relations and affects the long-term, strategic position in the market of aviation services. The most possible scenario of the macro-environment of the Gdansk Airport has a relatively high predictability and generally positive influencing on the potential for development in the next years. Only international and demographic areas can constitute a barrier to achieving the strategic objectives. Gdansk Airport takes permanently the third position on the Polish market. Strategic gap analysis leads to the conclusion that, compared to its main competitors Airport Gdansk has a gap of compliance trends, but in relation to smaller regional airports excess gap. GDN services are located in the square "Star" in the BCG matrix. This airport has prepared an investment program till 2035. The dynamics of the projected increase in the number of passengers and air operations in Gdansk is generally slightly higher than the growth nationwide forecasts. The strategic challenge for next years will be to strengthen the status of the GDN as a Polish aviation gateway to Scandinavia.

  4. CONSIDERATIONS ABOUT THE STRATEGIC ALLIANCES BETWEEN SMEs IN THE CONSTRUCTION INDUSTRY AND TOURISM

    Directory of Open Access Journals (Sweden)

    LUDMILA PĂUNESCU (RAILEAN

    2012-06-01

    Full Text Available The SMEs who are looking the way to success and sustainable development are beginning to seek strategic alliances with one or more players on the market, just to gain fast and inexpensive acces to: technology, expertise, marketing, production, distribution and other benefits.Tourism development both as a way to spend a pleasant and instructive leisure, even as a service activity required at various stages of a tourist trip, is a necessity of today civilization, with broad prospects for development, is at once a consequence and cause of mutations economic, social, cultural and environmental. Thus, this paper approaches the advantages and disadvantages of strategic alliance between SMEs in the construction industry and tourism, and the elements necessary to achieve its objectives, in view to stimulate touristic activities and development of constructions sector.

  5. Practical advantages of evolutionary computation

    Science.gov (United States)

    Fogel, David B.

    1997-10-01

    Evolutionary computation is becoming a common technique for solving difficult, real-world problems in industry, medicine, and defense. This paper reviews some of the practical advantages to using evolutionary algorithms as compared with classic methods of optimization or artificial intelligence. Specific advantages include the flexibility of the procedures, as well as their ability to self-adapt the search for optimum solutions on the fly. As desktop computers increase in speed, the application of evolutionary algorithms will become routine.

  6. Natural characteristics of Croatian littoral area as a comparative advantage for nautical tourism development

    Directory of Open Access Journals (Sweden)

    Srećko Favro

    2007-01-01

    Full Text Available Having in mind Croatian littoral area with its unique attractive coast and islands, it can be said that nautical tourism is absolutely authentic and distinctly recognizable Croatian "tourist product". In spite of numerous comparative advantages, Croatian nautical tourism still has not taken the right place on the market of Mediterranean nautical tourism. Future development of nautical tourism with its complementary activities – nautical economy, should be considered as the driving force for social and economic development of Croatian coastal area and islands, and it should be correctly dimensioned in accordance with carrying capacity of the geographical basis and sustainable development principles. Adequate valorization of Croatia’s most important resources, coast and islands, based on sustainable development principles and long-term systematic actions would improve social and economic position of Croatian Adriatic area.

  7. Advantages of Wavelet analysis compared to Fourier analysis for the interpretation of electrochemical noise

    International Nuclear Information System (INIS)

    Espada, L.; Sanjurjo, M.; Urrejola, S.; Bouzada, F.; Rey, G.; Sanchez, A.

    2003-01-01

    Given its simplicity and low cost compared to other types of methodologies, the measurement and interpretation of Electrochemical Noise, is consolidating itself as one of the analysis methods most frequently used for the interpretation of corrosion. As the technique is still evolving, standard treatment methodologies for data retrieved in experiments do not exist yet. To date, statistical analysis and the Fourier analysis are commonly used in order to establish the parameters that may characterize the recording of potential and current electrochemical noise. This study introduces a new methodology based on wavelet analysis and presents its advantages with regards to the Fourier analysis in distinguishes periodical and non-periodical variations in the signal power in time and frequency, as opposed to the Fourier analysis that only considers the frequency. (Author) 15 refs

  8. Strategic Aspirations

    DEFF Research Database (Denmark)

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

    2016-01-01

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

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

    African Journals Online (AJOL)

    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 ...

  10. The neoliberalisation of strategic spatial planning

    DEFF Research Database (Denmark)

    Olesen, Kristian

    2014-01-01

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

  11. Strategic Communication Institutionalized

    DEFF Research Database (Denmark)

    Kjeldsen, Anna Karina

    2013-01-01

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

  12. IT OUTSOURCING: METHODOLOGY FOR SUPPLIER SELECTION CRITERIA FOR COMPETITIVE ADVANTAGE

    Directory of Open Access Journals (Sweden)

    Sergio Alexandre Simões

    2012-04-01

    Full Text Available Abstract: Two criteria are usually adopted to select the provider of IT: lower prices or better service qualification of the supplier. This article proposes a strategic approach: the company should hire the provider that best leverage their competitive advantages. This approach implied the need to develop a methodology. To support it, the authors analyzed four models, Porter, RBV (Resource-Based View, Balanced Scorecard and the Weapons and Field Competition. Preferred the latter to be the most complete, qualiquantitative technique and able to accurately align the goals of the IT service firm's to competitive contracting strategy. The methodology was developed and applied to an insurance company and in face of the excellent results, decided to write this article to disclose it.

  13. An Assessment of "Sustainable Competitive Advantage" for Artex Limited, within the UK DIY Multiple Market Sector

    OpenAIRE

    Chambers, Craig Stephen

    2007-01-01

    Synopsis This dissertation critically examines the business of Artex Limited and the industry that it operates within, in the context of serving the UK DIY multiple market, a sector that the company is highly reliant on from a turnover and profit perspective. Through the practical application of a number of strategic assessment frameworks, and in conjunction with a study of the relevant literature, the principle objective is to test for empirical evidence of competitive advantage within ...

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

    Directory of Open Access Journals (Sweden)

    Jaroslav Vrchota

    2016-12-01

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

  15. Strategic Wholesale Pricing and Commonality Strategy in a Supply Chain with Quality Segmentation

    Directory of Open Access Journals (Sweden)

    Tiantian Xu

    2015-01-01

    Full Text Available We develop two game models of a one-supplier and one-manufacturer supply chain to investigate the supplier’s strategic wholesale pricing decision and the manufacturer’s commonality strategy. The manufacturer has three commonality strategies for the high-end and low-end products: common high-quality component, common low-quality component, and dedicated components. We consider both wholesale price first scenario and commonality strategy first scenario. Under the wholesale price first scenario, we identify the range of each commonality strategy and find that (i the common low-quality component strategy is harmful to the supplier; (ii if the quality of low-quality component and the unit production cost of high-quality component are sufficiently low, the supplier induces the common high-quality component strategy by strategically decreasing the unit wholesale price of high-quality component, while if they are sufficiently high, the supplier induces the dedicated components strategy by increasing the unit wholesale price of high-quality component and decreasing that of low-quality one. Under the commonality strategy first scenario, the common low-quality component strategy may exist. By comparing the two scenarios, we find that (i if the unit production cost of low-quality component is medium, the equilibrium outcomes under both scenarios are identical; (ii there exists a first-mover advantage for the two players.

  16. Information encryption in the expert management of strategic uncertainty

    OpenAIRE

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

    2016-01-01

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

  17. The Role of Strategic Partnerships in the Internationalisation of Small Born Global Firms

    Directory of Open Access Journals (Sweden)

    Paweł Capik

    2017-09-01

    Full Text Available Objective: The article discusses motives driving the internationalisation of small born global firms and explores the role strategic partnerships play in the process. It argues that born globals are forced into international markets soon after their foundation due to limited domestic market capacity. Furthermore, they attempt to prevent competition on international markets and secure first mover advantages. Research Design & Methods: Based on primary data gathered in the course of interviews with founders and senior managers of British born globals operating in different industry sectors, the article offers new insights into the role of partnerships during early stages of internationalisation. Findings: The article reveals that beside serendipitous opportunities, the motivation and opportunity recognition of the founder/manager play a vital role in firms’ early internationalisation. Strategic partnerships appear to help born globals in overcoming resource constraints and their liability of newness and smallness. Also other factors, such as increasing brand recognition and the enhancement of the firm’s credibility motivate born globals to engage in strategic partnerships from an early stage. Implications & Recommendations: The research results lead to a conclusion that strategic partnerships are suitable only for a particular period of time, which begins shortly after the firm’s inception and ends when the born global firm becomes more established. Contribution & Value Added: The article provides novel understanding of the role of strategic partnerships play in the early internationalisation of born globals. Furthermore, it adds new insights into the evolution of such partnerships.

  18. Inventory policy diagnosis and its importance for the strategic administration of manufacturing

    OpenAIRE

    Aurimar José Pinto

    2003-01-01

    The constant needs for the reduction of companies operational costs has transformed Inventory into a targeted source for this end by upper management. The high investment value that it represents for organizations, aside from the immediate contribution to cash flow, when it is reduced, allows inventory to be a source of strategic advantage. The objective of this study is to understand the behavior of independent variables such as production cycletime or lead-time, daily demand rate of fin...

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

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

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

  20. The strategic entrepreneurial thinking imperative

    OpenAIRE

    S. Dhliwayo; J. J. Van Vuuren

    2007-01-01

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

  1. The influence of company’s dynamic capabilities on achieving a competitive advantage as the new management paradigm

    Directory of Open Access Journals (Sweden)

    Ilona Penc-Pietrzak

    2014-12-01

    Full Text Available The paper presents the most important conceptions of achieving a company’s competitive advantage: Porter’s five forces model based on the SCP paradigm; the conception of strategic conflict, which uses the tools of game theory; resource-based perspective, which emphasizes the distinctive resources and skills of a company and the dynamic capabilities approach, which is very useful in turbulent environment. The last conception is correctly treated as the new management paradigm.

  2. 76 FR 52642 - Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group

    Science.gov (United States)

    2011-08-23

    ... DEPARTMENT OF DEFENSE Notice of Advisory Committee Closed Meeting; U.S. Strategic Command Strategic Advisory Group AGENCY: Department of Defense. ACTION: Notice of Advisory Committee closed meeting.... Strategic Command Strategic Advisory Group. DATES: November 1, 2011, from 8 a.m. to 5 p.m. and November 2...

  3. Biological aortic valve replacement: advantages and optimal indications of stentless compared to stented valve substitutes. A review.

    Science.gov (United States)

    Tavakoli, Reza; Danial, Pichoy; Oudjana, Ahmed Hamid; Jamshidi, Peiman; Gassmann, Max; Leprince, Pascal; Lebreton, Guillaume

    2018-05-01

    Controversy still surrounds the optimal biological valve substitute for aortic valve replacement. In light of the current literature, we review advantages and optimal indications of stentless compared to stented aortic bio-prostheses. Recent meta-analyses, prospective randomized controlled trials and retrospective studies comparing the most frequently used stentless and stented aortic bio-prostheses were analyzed. In the present review, the types and implantation techniques of the bio-prosthesis that are seldom taken into account by most studies and reviews were integrated in the interpretation of the relevant reports. For stentless aortic root bio-prostheses, full-root vs. sub-coronary implantation offered better early transvalvular gradients, effective orifice area and left ventricular mass regression as well as late freedom from structural valve deterioration in retrospective studies. Early mortality and morbidity did not differ between the stentless and stented aortic bio-prostheses. Early transvalvular gradients, effective orifice area and regression of left ventricular hypertrophy were significantly better for stentless, especially as full-root, compared to stented bio-prostheses. The long-term valve-related survival for stentless aortic root and Toronto SPV bio-prosthesis was as good as that for stented pericardial aortic bio-prostheses. For full-root configuration this survival advantage was statistically significant. There seems to be not one but different ideal biological valve substitutes for different subgroups of patients. In patients with small aortic root or exposed to prosthesis-patient mismatch full-root implantation of stentless bio-prostheses may better meet functional needs of individual patients. Longer follow-ups on newer generation of stented bio-prostheses are needed for comparison of their hemodynamic performance with stentless counterparts especially in full-root configuration.

  4. Strategic aspects of the purchasing process in the Finnish hearing instruments business.

    Science.gov (United States)

    Petäjävaara, A

    1995-01-01

    Discusses the Finnish hearing instrument market which, in the past decade, has been characterized by both closed and shared markets. Indicates there has been some formal competition, but real price competition has not influenced the resharing of market shares. Finds that the current recession has forced hospitals to re-evaluate their purchasing criteria. Investigates the process with the help of industrial marketing theories to determine the strategic means which can be used to create competitive advantages. The new automatic data-processing (ADP)-based high technology in the hearing-instrument business provides opportunities for identifying these advantages. Surveys the abilities of hearing-centre personnel in university hospitals to take advantage of ADP-based tools. Shows that hearing-centre personnel have a low level of ADP knowledge and, thus, a great need for ADP training. Discusses the ADP-based strategy chosen to be AP Medical Hearing Ltd's main strategy and emphasizes the importance of ADP-based training in high technology.

  5. A Handbook for Strategic Planning

    Science.gov (United States)

    1994-01-01

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

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

    International Nuclear Information System (INIS)

    Kostler, J.

    1992-01-01

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

  7. Strategic Talk in Film.

    Science.gov (United States)

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

    2017-01-01

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

  8. Decomposing the trade-environment nexus for Malaysia: what do the technique, scale, composition, and comparative advantage effect indicate?

    Science.gov (United States)

    Ling, Chong Hui; Ahmed, Khalid; Binti Muhamad, Rusnah; Shahbaz, Muhammad

    2015-12-01

    This paper investigates the impact of trade openness on CO2 emissions using time series data over the period of 1970QI-2011QIV for Malaysia. We disintegrate the trade effect into scale, technique, composition, and comparative advantage effects to check the environmental consequence of trade at four different transition points. To achieve the purpose, we have employed augmented Dickey-Fuller (ADF) and Phillips-Perron (PP) unit root tests in order to examine the stationary properties of the variables. Later, the long-run association among the variables is examined by applying autoregressive distributed lag (ARDL) bounds testing approach to cointegration. Our results confirm the presence of cointegration. Further, we find that scale effect has positive and technique effect has negative impact on CO2 emissions after threshold income level and form inverted U-shaped relationship-hence validates the environmental Kuznets curve hypothesis. Energy consumption adds in CO2 emissions. Trade openness and composite effect improve environmental quality by lowering CO2 emissions. The comparative advantage effect increases CO2 emissions and impairs environmental quality. The results provide the innovative approach to see the impact of trade openness in four sub-dimensions of trade liberalization. Hence, this study attributes more comprehensive policy tool for trade economists to better design environmentally sustainable trade rules and agreements.

  9. Strategic Versus Nonstrategic Gambling: Results From a Community Survey.

    Science.gov (United States)

    Subramaniam, Mythily; Abdin, Edimansyah; Vaingankar, Janhavi Ajit; Shahwan, Shazana; Picco, Louisa; Chong, Siow Ann

    2016-01-01

    The aims of the current study were to establish the prevalence and correlates of strategic and nonstrategic gambling, using data from an epidemiological survey conducted in 2010 in Singapore. Data were used from a nationwide cross-sectional, nationally representative survey of the resident (citizens and permanent residents) population of Singaporean adults aged 18 years and older (N=6616). All respondents were administered the South Oaks Gambling Screen to determine the gambling activities and screen for pathological gambling. The diagnosis of mental disorders was established using the Composite International Diagnostic Interview, and relevant sociodemographic data were collected using a structured questionnaire. In the analysis, 1835 adults who had gambled at least once in their lives were included. The prevalence of strategic gamblers only, both strategic and nonstrategic gamblers, and nonstrategic gamblers was 12.9%, 30%, and 57.1%, respectively. As compared with nonstrategic gamblers, strategic gamblers were more likely to be males, and economically inactive (vs employed). They were less likely to be of Indian ethnicity and were currently married and divorced/separated. The prevalence of pathological gambling was significantly higher among strategic gamblers only, and both strategic and nonstrategic gamblers than nonstrategic gamblers (7.1% and 7.3% vs 2.1%; P = 0.001). This study on gambling preferences in a multiethnic community sample has reiterated some of the findings from previous studies, whereas others are unique to this population.

  10. Cultivating strategic thinking skills.

    Science.gov (United States)

    Shirey, Maria R

    2012-06-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author presents an overview of strategic leadership and offers approaches for cultivating strategic thinking skills.

  11. STRATEGIC ANALYSIS OF THE STATE-PRIVATE PARTNERSHIP INSTITUTE IN THE HEALTHCARE

    Directory of Open Access Journals (Sweden)

    V. L. Adzhienko

    2017-01-01

    , while the total amount of private investments in PPP projects reaches 57 billion rubles. This is the basis for the systematic use of PPP tools for modernizing the healthcare sector and improving the accessibility and quality of medical services.Conclusion. The advantages of the application of the PPP strategic analysis in the sphere of healthcare is the increased effectiveness of interaction between the state and private business as a special type of cooperation with a view to implementing long-term investment projects in the sphere of healthcare. One of the main functions of the PPP strategic analysis in the sphere of healthcare is working out measures to create conditions for the implementation of PPPs in the sphere of healthcare both at the federal and regional levels.

  12. Local niche planning and its strategic implications for implementation of energy-efficient technology

    DEFF Research Database (Denmark)

    Quitzau, Maj-Britt; Hoffmann, Birgitte; Elle, Morten

    2012-01-01

    -management process for enabling transitions. The study outlines the proactive spatial planning of a Danish local authority in order to illustrate how the strategic work performed in this kind of local development project represents a special form of niche management that is able to create room for innovation...... such a gap between policy visions and their implementation in practice specific forms of strategic work is needed, according to new transformative ideas in spatial planning. The aim of this paper is to characterize the transformative capacities of this kind of strategic work at the spatial scale of the town...... in order to assess how such activities engage with sustainable transitions. The theoretical contribution of the paper is to compare strategic work performed in transformative forms of spatial planning with the strategic work intended in strategic niche management, which represent a change...

  13. Strategic options in using sterile insects for area-wide integrated pest management

    International Nuclear Information System (INIS)

    Hendrichs, J.; Vreysen, M.J.B.; Enkerlin, W.R.; Cayol, J.P.

    2005-01-01

    The four strategic options, 'suppression', 'eradication', 'containment' and 'prevention', in which the sterile insect technique (SIT) can be deployed as part of area-wide integrated pest management (AW-IPM) interventions, are defined and described in relation to the contexts in which they are applied against exotic or naturally occurring major insect pests. Advantages and disadvantages of these strategic options are analysed, and examples of successful programmes provided. Considerations of pest status, biology and distribution affecting decision-making in relation to strategy selection are reviewed and discussed in terms of feasibility assessment, and programme planning and implementation. Unrealistic expectations are often associated with applying the SIT, resulting in high political costs to change a strategy during implementation. The choice of strategy needs to be assessed carefully, and considerable baseline data obtained to prepare for the selected strategy, before embarking on an AW-IPM programme with an SIT component. (author)

  14. Strategic Orientation of SMEs: Empirical Research

    Directory of Open Access Journals (Sweden)

    Jelena Minović

    2016-04-01

    Full Text Available The main objective of the paper is to identify the sources of competitive advantage of small and medium-sized enterprises in Serbia. Gaining a competitive advantage is the key priority of market-oriented enterprises regardless of their size and sector. Since business environment in Serbia is not stimulating enough for enterprises’ growth and development, the paper highlights the role of strategic orientation in business promotion and development. In order to identify the sources of competitive advantage, the empirical research is conducted by using the survey method. The research sample is created by using a selective approach, namely, the sample includes enterprises with more than ten employees, and enterprises identified to have the potential for growth and development. The research results indicate that small and medium-sized enterprises in Serbia are generally focused on costs as a source of competitive advantage, i.e., they gain competitive advantage in a selected market segment by offering low price and average quality products/services. In addition, the results of the research point out that the Serbian small and medium-sized enterprises are innovation-oriented. Organizations qualifying as middle-sized enterprises are predominantly focused on process innovations, while small businesses are primarily oriented towards product innovations. One of the limitations of the research refers to the small presence of the research sample within the category of middle-sized enterprises. The smaller sample presence than it was previously planned is mostly due to the lack of managers’ willingness to participate in the research, as well as to the fact that these enterprises account for the smaller share in the total number of enterprises in the small-and medium-sized enterprises’ sector. Taking into account that the sector of small and medium-sized enterprises generates around 30% of the country’s GDP, we consider the research results to be

  15. Strategic sourcing and procurement of facilities management services

    DEFF Research Database (Denmark)

    Jensen, Per Anker

    2017-01-01

    /methodology/approach: The paper investigates a strategic sourcing and procurement process in a large public organisation in Denmark based on participating in internal meetings, a workshop, document studies and interviews. The process is compared to a new ISO standard with guidance on strategic sourcing and development of FM......Purpose: The purpose it to provide insights into strategic sourcing concerning Facilities Management (FM) and how it can contribute to a sourcing decision that combines the benefits of internal and external provision with consideration of business risk and cost. Design...... agreements. Findings: A problem in the new ISO standard is that it is based on sequential model starting with detailing the demand and needs before investigating sourcing option. The case shows that the way needs are specified are depending on the chosen sourcing models. Based on a thorough analysis...

  16. CORPORATE ENTREPRENEURSHIP AS A MECHANISM TO TURN INNOVATION INTO COMPETITIVE ADVANTAGE

    Directory of Open Access Journals (Sweden)

    GRAȚIELA MIHAELA FERARU

    2017-11-01

    Full Text Available Corporate Entrepreneurship creates the environment where preparation (engaged employees that own knowhow and resources meets opportunity (generated by the current business environment where corporations perform their activities. The current paper aims to identify to what extent corporate entrepreneurship enables the pursuit and exploitation of business opportunities in order to maintain competitive position by focusing on the main implications and risks. During current times, the competitive landscape challenges corporations to focus on new initiatives in order to gain and maintain competitive advantage. Intense competition, as much as rapid technological progress, leads to industry-wide restructuring, challenging big companies to adapt. Corporations that seek quick wins realized that neither cost cutting nor mergers are enough to achieve short term goals or even to play the game. Not adapting generates the switch to an unintentional strategic decision to be out of business. Volatility of current environment has highlighted the need for companies to become entrepreneurial in order to capture (identify and value the business opportunities. The need for innovation is not only a priority for start-ups; it is also a strategic goal for large companies. Creating new businesses within corporations is the challenge of the day in order to maintain a competitive position and to grow.

  17. FY17 Strategic Themes.

    Energy Technology Data Exchange (ETDEWEB)

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

    2017-03-01

    I am pleased to present this summary of the FY17 Division 1000 Science and Technology Strategic Plan. As this plan represents a continuation of the work we started last year, the four strategic themes (Mission Engagement, Bold Outcomes, Collaborative Environment, and Safety Imperative) remain the same, along with many of the goals. You will see most of the changes in the actions listed for each goal: We completed some actions, modified others, and added a few new ones. As I’ve stated previously, this is not a strategy to be pursued in tension with the Laboratory strategic plan. The Division 1000 strategic plan is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming months.

  18. FY16 Strategic Themes.

    Energy Technology Data Exchange (ETDEWEB)

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

    2017-03-01

    I am pleased to present this summary of the Division 1000 Science and Technology Strategic Plan. This plan was created with considerable participation from all levels of management in Division 1000, and is intended to chart our course as we strive to contribute our very best in service of the greater Laboratory strategy. The plan is characterized by four strategic themes: Mission Engagement, Bold Outcomes, Collaborative Environment, and the Safety Imperative. Each theme is accompanied by a brief vision statement, several goals, and planned actions to support those goals throughout FY16. I want to be clear that this is not a strategy to be pursued in tension with the Laboratory strategic plan. Rather, it is intended to describe “how” we intend to show up for the “what” described in Sandia’s Strategic Plan. I welcome your feedback and look forward to our dialogue about these strategic themes. Please join me as we move forward to implement the plan in the coming year.

  19. Putting health metrics into practice: using the disability-adjusted life year for strategic decision making.

    Science.gov (United States)

    Longfield, Kim; Smith, Brian; Gray, Rob; Ngamkitpaiboon, Lek; Vielot, Nadja

    2013-01-01

    Implementing organizations are pressured to be accountable for performance. Many health impact metrics present limitations for priority setting; they do not permit comparisons across different interventions or health areas. In response, Population Services International (PSI) adopted the disability-adjusted life year (DALY) averted as its bottom-line performance metric. While international standards exist for calculating DALYs to determine burden of disease (BOD), PSI's use of DALYs averted is novel. It uses DALYs averted to assess and compare the health impact of its country programs, and to understand the effectiveness of a portfolio of interventions. This paper describes how the adoption of DALYs averted influenced organizational strategy and presents the advantages and constraints of using the metric. Health impact data from 2001-2011 were analyzed by program area and geographic region to measure PSI's performance against its goal of doubling health impact between 2007-2011. Analyzing 10 years of data permitted comparison with previous years' performance. A case study of PSI's Asia and Eastern European (A/EE) region, and PSI/Laos, is presented to illustrate how the adoption of DALYs averted affected strategic decision making. Between 2007-2011, PSI's programs doubled the total number of DALYs averted from 2002-2006. Most DALYs averted were within malaria, followed by HIV/AIDS and family planning (FP). The performance of PSI's A/EE region relative to other regions declined with the switch to DALYs averted. As a result, the region made a strategic shift to align its work with countries' BOD. In PSI/Laos, this redirection led to better-targeted programs and an approximate 50% gain in DALYs averted from 2009-2011. PSI's adoption of DALYs averted shifted the organization's strategic direction away from product sales and toward BOD. Now, many strategic decisions are based on "BOD-relevance," the share of the BOD that interventions can potentially address. This switch

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

    NARCIS (Netherlands)

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

    2012-01-01

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

  1. The strategic security officer.

    Science.gov (United States)

    Hodges, Charles

    2014-01-01

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

  2. ABSTRACTS Preliminary Study of Strategic Inner Cores

    Institute of Scientific and Technical Information of China (English)

    2012-01-01

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

  3. STRATEGIC DIRECTIONS IMPROVING THE MANAGEMENT OF MARKETING IN WINERIES OF CRIMEAN REGION

    Directory of Open Access Journals (Sweden)

    Michael Dementiev

    2015-10-01

    Full Text Available The article considers the issues of analyzing market environment and assess the current and strategic competitiveness of winemaking enterprises of Crimea region. On the basis of the conducted analysis, the grouping of winemaking enterprises on the level of potential use of the capabilities of the environment, as well as the proposed strategy for the development of wine-making enterprises of the Crimean region-based matching to realize the potential of market environment and competitive advantages of regional production.

  4. Mechanistic Basis of Cocrystal Dissolution Advantage.

    Science.gov (United States)

    Cao, Fengjuan; Amidon, Gordon L; Rodríguez-Hornedo, Naír; Amidon, Gregory E

    2018-01-01

    Current interest in cocrystal development resides in the advantages that the cocrystal may have in solubility and dissolution compared with the parent drug. This work provides a mechanistic analysis and comparison of the dissolution behavior of carbamazepine (CBZ) and its 2 cocrystals, carbamazepine-saccharin (CBZ-SAC) and carbamazepine-salicylic acid (CBZ-SLC) under the influence of pH and micellar solubilization. A simple mathematical equation is derived based on the mass transport analyses to describe the dissolution advantage of cocrystals. The dissolution advantage is the ratio of the cocrystal flux to drug flux and is defined as the solubility advantage (cocrystal to drug solubility ratio) times the diffusivity advantage (cocrystal to drug diffusivity ratio). In this work, the effective diffusivity of CBZ in the presence of surfactant was determined to be different and less than those of the cocrystals. The higher effective diffusivity of drug from the dissolved cocrystals, the diffusivity advantage, can impart a dissolution advantage to cocrystals with lower solubility than the parent drug while still maintaining thermodynamic stability. Dissolution conditions where cocrystals can display both thermodynamic stability and a dissolution advantage can be obtained from the mass transport models, and this information is useful for both cocrystal selection and formulation development. Copyright © 2018 American Pharmacists Association®. Published by Elsevier Inc. All rights reserved.

  5. New oral anticoagulants: their advantages and disadvantages compared with vitamin K antagonists in the prevention and treatment of patients with thromboembolic events.

    Science.gov (United States)

    Mekaj, Ymer H; Mekaj, Agon Y; Duci, Shkelzen B; Miftari, Ermira I

    2015-01-01

    Despite the discovery and application of many parenteral (unfractionated and low-molecular-weight heparins) and oral anticoagulant vitamin K antagonist (VKA) drugs, the prevention and treatment of venous and arterial thrombotic phenomena remain major medical challenges. Furthermore, VKAs are the only oral anticoagulants used during the past 60 years. The main objective of this study is to present recent data on non-vitamin K antagonist oral anticoagulants (NOACs) and to analyze their advantages and disadvantages compared with those of VKAs based on a large number of recent studies. NOACs are novel direct-acting medications that are selective for one specific coagulation factor, either thrombin (IIa) or activated factor X (Xa). Several NOACs, such as dabigatran (a direct inhibitor of FIIa) and rivaroxaban, apixaban and edoxaban (direct inhibitors of factor Xa), have been used for at least 5 years but possibly 10 years. Unlike traditional VKAs, which prevent the coagulation process by suppressing the synthesis of vitamin K-dependent factors, NOACs directly inhibit key proteases (factors IIa and Xa). The important indications of these drugs are the prevention and treatment of deep vein thrombosis and pulmonary embolisms, and the prevention of atherothrombotic events in the heart and brain of patients with acute coronary syndrome and atrial fibrillation. They are not fixed, and dose-various strengths are available. Most studies have reported that more advantages than disadvantages for NOACs when compared with VKAs, with the most important advantages of NOACs including safety issues (ie, a lower incidence of major bleeding), convenience of use, minor drug and food interactions, a wide therapeutic window, and no need for laboratory monitoring. Nonetheless, there are some conditions for which VKAs remain the drug of choice. Based on the available data, we can conclude that NOACs have greater advantages and fewer disadvantages compared with VKAs. New studies are required

  6. Strategic thinking as a tool for technological innovation in smes

    Directory of Open Access Journals (Sweden)

    Darcy Luz Mendoza

    2016-11-01

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

  7. Microfoundations of strategic decision effectiveness

    NARCIS (Netherlands)

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

    2017-01-01

    How do organizations make effective strategic decisions? In this study we build on research on the microfoundations of strategy and strategic decision-making to study the underpinnings of strategic decision effectiveness. We argue that the process-effectiveness link can be more fully understood if

  8. Crossing Cross-Platform: Comparing Skills Preferences and Convergence Attitudes in Strategic Communication and News Disciplines

    Science.gov (United States)

    Hubbard, Glenn T.; Kang, Jin-Ae; Crawford, Elizabeth Crisp

    2016-01-01

    National survey of college mass communication students (N = 247) analyzed attitudes on the teaching of print and electronic media skills, using journalism students as comparison group. Previous research had not explored strategic communication student responses to convergence. Found identity variables within public relations (PR) field related to…

  9. Crowdnursing - Strategizing Shitstorms

    DEFF Research Database (Denmark)

    Christensen, Lars Holmgaard

    2018-01-01

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

  10. The Role of Collaborative Advantage for Analyzing the Effect of Supply Chain Collaboration on Firm Performance

    Directory of Open Access Journals (Sweden)

    Huriye Yılmaz

    2017-06-01

    Full Text Available Collaboration plays a critical role in a globalized, rapidly changing and competitive world, as the resources of an individual company are limited to compete with the challenges of the era. Supply chain collaboration is defined as a partnership process where two or more autonomous firms work closely to plan and execute supply chain operations towards common goals and mutual benefits. Supply chain collaboration results in collaborative advantage, the strategic benefits gained over competitors through supply chain partnering, and these both increase firm performance of the partners. In this research, the effect of supply chain collaboration on firm performance has been investigated by distributing a survey to Turkish companies which have been responded by 150. The role of collaborative advantage in this relation has also been measured. The results of the research suggest that there is a positive correlation between supply chain collaboration and collaborative advantage. The results also prove that supply chain collaboration positively affects firm performance. It is also proven that the mediator role of collaborative advantage on the effect of supply chain collaboration on firm performance is statistically significant.

  11. How to Apply Sustainable Competitive Advantage for Regional Developments (Case: Ostrobothnia Region of Finland

    Directory of Open Access Journals (Sweden)

    Takala Josu

    2014-06-01

    Full Text Available Nowadays companies concern more about how to survive and extend their own business in future in their current marketplace. However, developing and prospering a region of the country is becoming more crucial question. Successful cooperation and partnership between different sectors of economy (for instance, between companies, public and academic sectors leads to the flourishing and prosperity of the region and consequently of a country. European Commission established smart specialization platform, which is a strategic approach to economic development of a region. By defining and developing of vision, competitive advantages and strategic preferences, region will determine knowledge-based potential. The purpose of this paper is to assign and define the collaboration/relations existed, how strong these relations are and what the expectations are between 3 sectors of economy: public, academic and business. Area of carrying out this research is Ostrobothnia region, however, connections in other regions of Finland and internationally is also presented. There have been chosen 3 industrial peaks from Ostrobothnia region: Energy, Fur and Boat industrial peaks. Analysis is conducted by implementing two core methods: Sense & Respond (S&R and Sustainable Competitive Advantage (SCA. The goal of this research is also to use S&R method so as to allocate efficiently resources, and to define competitive priorities in cooperation. The main results show that the most tight collaboration and partnership is observed between companies and companies in all around Finland and internationally. While concerning other relationships, companies expect to have tighter cooperation especially in Ostrobothnia and other regions of Finland.

  12. Long-Term Comparative Advantages of the Eurasian Economic Union Member States in International Trade

    Directory of Open Access Journals (Sweden)

    Falkowski Krzysztof

    2017-12-01

    Full Text Available On 1st January 2015 the Eurasian Economic Union (EAEU - a new integration block comprising initially Belarus, Kazakhstan, and Russia, and later that year also Armenia and Kyrgyzstan - appeared on the world map. This paper endeavors to identify the EAEU countries’ long-term international comparative advantages within four basic groups of goods according to the OECD classification of manufacturing industries based on technology intensity. The analysis, using B. Balassa’s RCA methodology and covering the years 2000-2014, indicates that these countries lack competitiveness, with none of them possessing any RCAs in the high-technology category whereas in the medium-hightechnology category - only Belarus. In contrast, all the EAEU countries fared the best in the medium-low-technology category, which is mostly attributable to the resources-based character of their economies. Surprisingly, dramatically low international competitiveness was recorded by Kazakhstan and Russia.

  13. Strategic Planning and Financial Management

    Science.gov (United States)

    Conneely, James F.

    2010-01-01

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

  14. Strategic Partnerships in Higher Education

    Science.gov (United States)

    Ortega, Janet L.

    2013-01-01

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

  15. The Possibilities of Strategic Finance

    Science.gov (United States)

    Chaffee, Ellen

    2010-01-01

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

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

    Science.gov (United States)

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

    2014-07-01

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

  17. Comparative analysis of the value of national brands

    Directory of Open Access Journals (Sweden)

    Jelena Žugić

    2018-01-01

    Full Text Available Nation branding is not the “holy grail” of economic development, but it can provide a distinct advantage when it is aligned with a well-defined economic strategy and supported by public policy. A nation brand is the sum of people’s perceptions of a country across the most important areas of national competence. This paper examines the value of the nation brand on a sample of 108 countries, using the Anholt Nation Brands Index and using the mathematical formula for calculating the surface of Anholt’s hexagon for each country individually. In this paper, parameters are taken from six areas of the nation hexagon, from the World Bank and the UNESCO database. The surface of the nation hexagon was calculated with mathematical tools and comparative analysis was done between nation brands. By using strategic nation branding models designed by other branding experts in combination with a proposed mathematical model that shows the advantages and disadvantages of the nation brand of each country (and within the country, their competitiveness on the global stage is expected to improve.

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

    OpenAIRE

    Mohamed Abdel-Basset; Mai Mohamed; Florentin Smarandache

    2018-01-01

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

  19. 7 CFR 25.202 - Strategic plan.

    Science.gov (United States)

    2010-01-01

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

  20. The "Organization" as an Interdisciplinary Learning Zone: Using a Strategic Game to Integrate Learning about Supply Chain Management and Advertising

    Science.gov (United States)

    Arora, Anshu Saxena

    2012-01-01

    Purpose: The research study seeks to explore the relationship among strategic gaming, the learning organization model and approach, and transfer of learning as key success strategies for improved individual and organizational performance and sustainable competitive advantage. This research aims to identify and elaborate on the strategic…

  1. Advantages and risks in service standardization

    Directory of Open Access Journals (Sweden)

    Veres Zoltán

    2004-01-01

    Full Text Available Comparing the advantages and risks in standardizing services, there can be no clear-cut answer concerning the strategy to be followed. Exploiting advantages in the long run is only worth it for a provider of a service that is able to build up a powerful brand image. However, the more successful a service concept, the stronger the temptation to imitation. The success of imitators will sooner or later bring about multibrand loyalty.

  2. Pain treatment after tonsillectomy: advantages of analgesics regularly given compared with analgesics on demand.

    Science.gov (United States)

    Thorneman, G; Akervall, J

    2000-10-01

    The aim of the present prospective study was to evaluate pain treatment during the first postoperative 24 h for 40 patients (age over 18) undergoing tonsillectomy. Patients were divided into two groups: group A (n = 20) received analgesics on demand and group B (n = 20) on a regular basis. Basic pain treatment consisted of paracetamol 750 mg x 6 and diclofenac 50 mg x 3. Pain measurement was performed using a visual analogue scale (VAS): a 10 cm line with 0 cm equalling no pain and 10 cm equalling the worst pain ever felt. The following parameters were studied: VAS values, the need for rescue analgesics, intra- and postoperative bleeding, nausea and vomiting, postoperative food intake and hospital time. Only 4 of 20 (20%) patients in group B needed rescue analgesics in the postoperative ward compared with 15 of 20 (75%) in group A (p values were generally rather low in both groups. The mean value for all observed VAS values was less than 4 in both study groups. However, no significant difference in VAS values was observed between the two study groups. Our results suggest that regularly given postoperative pain treatment after tonsillectomy, starting intraoperatively with paracetamol and diclofenac, has significant advantages compared with a regimen in which patients receive analgesics only on demand.

  3. The strategic decisions and success factors of the global integration-local responsiveness of Japanese MNCs in China

    Institute of Scientific and Technical Information of China (English)

    MAO Yunshi; WANG Jiancheng

    2007-01-01

    This article applies Foreign Direct Investment (FDI) theories to the strategic management analysis of the global integration-local responsiveness of multinational corporations (MNCs) in China, from the perspective of company characteristics (ownership advantages and internalization advantages) and environmental dynamics (locational factors) in order to analyze the success factors influencing the sales activities of Japanese MNCs in China. Based on the analysis of a survey conducted on 230 Japanese parent companies with investments in China, the empirical research findings include: Japanese MNCs in China favor global integration strategies; the more significant the ownership advantages and internalization advantages are, the greater the global integration is; the success factors of their operations in China due to global integration are present in manufacturing know-how, procurement of parts and supplies, financial power, previous investment experience in China as well as sales networks and technologies; locational advantages mainly lie in labor cost among other things; internalization factors do not have any significant correlation with the success and performance of the subsidiary company.

  4. Peaceful Development and Strategic Opportunity

    Institute of Scientific and Technical Information of China (English)

    Yang Yi

    2006-01-01

    @@ The international strategic situation and environment China faces have changed dramatically since September 11. China has closely followed and adapted itself to the ever-changing situation, seized strategic opportunity, adjusted its global strategy, adhered to peaceful development and displayed diplomacy and strategic flexibility. These are manifested in the following four aspects:

  5. Packaging as source of efficient and sustainable advantages in supply chain management. An analysis of briks

    Directory of Open Access Journals (Sweden)

    Jesus García-Arca

    2014-01-01

    Full Text Available In higher competitive markets, the suitable supply chain management (particularly, in logistic processes and the adoptionof sustainability programs are strategic points in companies. In this context, no many companies have devoted special attentionto the impact of packaging design on logistic efficiency and sustainability.Thus, the integration of logistics and the packaging design has been conceptualized in the term «packaging logistics», par ticularly emphasizing its operational and organizational impact on supply chain performance. Going beyond, authors consider that a greater emphasis should be given to the important strategic connotations to do with packaging design,in many cases this being one of the supports of competitive advantages in the supply chain management from an overall perspective of efficiency and sustainability.To illustrate this statement, in this paper, not only the conceptual field of this concept is developed, but also in its application, analysing a case study in dairy sector, particularly, focused on brik products .

  6. Hoshin Kanri: a technique for strategic quality management.

    Science.gov (United States)

    Tennant, C; Roberts, P A

    2000-01-01

    This paper describes a technique for Strategic Quality Management (SQM), known as Hoshin Kanri, which has been operated as a management system in many Japanese companies since the 1960s. It represents a core aspect of Japanese companies' management systems, and is stated as: the means by which the overall control system and Total Quality Management (TQM) are deployed. Hoshin Kanri is not particularly unique in its concept of establishing and tracking individual goals and objectives, but the manner in which the objectives and the means to achieve them are developed and deployed is. The problem with applying the concept of Strategic Quality Management (SQM) using Hoshin Kanri, is that it can tend to challenge the traditional authoritarian strategic planning models, which have become the paradigms of modern business. Yet Hoshin Kanri provides an appropriate tool for declaration of the strategic vision for the business while integrating goals and targets in a single holistic model. There have been various adaptations of Hoshin Kanri to align the technique to Western thinking and management approaches, yet outside Japan its significance has gone largely unreported. It is proposed that Hoshin Kanri is an effective methodology for SQM, which has a number of benefits over the more conventional planning techniques. The benefits of Hoshin Kanri as a tool for Strategic Quality Management (SQM) compared to conventional planning systems include: integration of strategic objectives with tactical daily management, the application of the plan-do-check-act cycle to business process management, parallel planning and execution methodology, company wide approach, improvements in communication, increased consensus and buy-in to goal setting, and cross-functional-management integration.

  7. Success factors, competitive advantage and competence development

    DEFF Research Database (Denmark)

    Grunert, Klaus G.; Hildebrandt, Lutz

    2004-01-01

    others or what are successful strategies to outperform a competitor. In the beginning of strategic management research, the theoretical background for explaining the strategic behaviour of firms and business units was not very sophisticated. Most studies were purely exploratory and in general, small......Since the early days of strategic management research scientists and managers have tried to find general rules for developing successful business strategies. Numerous articles have been published based on studies that explore research questions like: why are some competitors more profitable than......-scale case studies were the bases to generate assumptions on the causes of business success. A fundamental breakthrough towards a broader theoretical basis for strategic planning was the adoption of concepts and research methods from economic theory in the seventies of the last century. For more than 20...

  8. STRATEGIC MANAGEMENT AND MEASUREMENT OF COMPETITIVENESS OF REGIONS ON EXAMPLE OF COUNTRIES EU

    Directory of Open Access Journals (Sweden)

    Ladislav ROLÍNEK

    2008-07-01

    Full Text Available The aim of this paper is to outline the substance of strategic management in relation to regional development with focus on the basic indicators that evaluate regional competitive advantage. Strategic management presents the collection of methods and approaches that are applicable to the regulation of regional development. The basic requirement of this process is to increase competitive advantage of the regions. It is possible to define regional competitive advantage as the ability of regions to generate revenues and keep employment rate at a level corresponding to national and international competition. The level of regional competitiveness is, for example, measurable by GDP per capita index. Besides this indicator, we can also use the evaluation of labour productivity expressed as GDP per employee as well as the ratio of employable population to the total of economically active inhabitants. For these monitored indicators, the Czech Republic doesn’t belong to the best countries. It is on the 19th place among the countries of EU in GDP per capita and it is also not very good in productivity evaluation, expressed by GDP per employee (20th place. On the other hand, the Czech Republic belongs among the countries with quite high employment rate (12th place. An application of the point method shows that the Czech Republic is on 18th place according to an average of selected indicators resulting from the GDP description per resident. It reaches only 70.2% of the level of the leading country, Luxemburg. The results of the article were obtained in the frame of the project MSM 6007665806 a MPSV 1J 016/04-DP2.

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

    Science.gov (United States)

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

    2013-01-01

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

  10. Diplomatic advantages and threats in global health program selection, design, delivery and implementation: development and application of the Kevany Riposte.

    Science.gov (United States)

    Kevany, Sebastian

    2015-05-27

    , (3) intervention-related environmental concerns, and (4) a lack of prima facie consideration of intervention diplomatic and foreign policy consequences. Global health interventions stand to generate significant diplomatic advantages for donor and recipient countries and organizations when appropriately selected, designed, targeted, and delivered. Conversely, in the absence of the application of standards such as those developed under the Kevany Riposte, threats to diplomacy and international relations may occur. With the application of related systems to other global health programmes and settings, comparative results on the relative worth of alternate approaches from the diplomatic perspective may be generated to better inform political, strategic, and global health policy and programmatic decisions.

  11. STRATEGIC MARKETING AND QUALITY OF LIFE

    Directory of Open Access Journals (Sweden)

    Ploesteanu Mara Gabriela

    2012-12-01

    Full Text Available Theme The strategic marketing phase is one of systematic and continuous analysis of market needs in which the concepts of high performance products or services are developed, further provide the qualitative difference to customer, and which target different categories of consumers, ensuring long-term competitive advantages while increasing their personal welfare and the one society in general. Objectives of the Research The main purpose of our article is to make a documentary study of strategic marketing and quality of life concepts, wanting to emphasize the link between the two, the evolution stages of the concept quality of life and their integration into the concept of quality of life marketing. Research Methodology In order to achieve that goal, a documentary study was conducted, that took into account the conceptualization of the term quality of life marketing. Results The link between quality of life and marketing is even more obviously given by the new paradigm of it - relationship marketing. This focuses on building long term relationships with clients, based on their level of satisfaction felt in relation to company’s products and services. Starting from this philosophy of relationship marketing, we can say that marketers are inclined towards a subjective definition of quality of life, depending on individual needs and their level of satisfaction Implications The term of quality of life has been introduced in the marketing literature in the last decade and is defined as a marketing practice designed to improve the welfare of clients while maintaining the welfare of other stakeholders of the company. This concept comes as a sequel of the concerns of the relational marketing specialists to provide a high quality offer to customers and add value to all other stakeholders interested in the smooth running of the company (suppliers, distributors, shareholders, employees, general public and various public bodies interacting with the

  12. An evaluation related to the effect of strategic facility management on choice of medical tourism destination

    Directory of Open Access Journals (Sweden)

    Tarcan Ertugrul

    2015-01-01

    Full Text Available This study based on literature review aims to evaluate and emphasize the affect of the strategic facility management (SFM on choice of medical tourism destination. Medical Tourism, which ranges from the health care services involving a cure to the wellness services involving no specific health trouble to pleasure and amusement services, is one of the most growing sectors in the world. Cost and quality of medical services are among the main reasons for the choice of destination. Strategic facility management has a positive correlation on the levels of quality, cost and customer satisfaction. Thus medical tourism and destination managers should take into account of the potential advantages of value creation offered through SFM in order to be chosen by customers (stakeholders.

  13. Strategic Accident Reduction in an Energy Company and Its Resulting Financial Benefits.

    Science.gov (United States)

    Reiman, Arto; Räisänen, Tuomo; Väyrynen, Seppo; Autio, Tommi

    2018-04-10

    This study provides a case example of an energy company that prioritised occupational safety and health and accident reduction as long-term, strategic development targets. Furthermore, this study describes the monetary benefits of this strategic decision. Company-specific accident indicators and monetary costs and benefits are evaluated. During the observation period (2010-2016), strategic investments in occupational safety and health cost the company EUR 0.8 million. However, EUR 1.8 million were saved in the same period, resulting in a 2.20 cost-benefit ratio. The trend in cost savings is strongly positive. Annual accident costs were EUR 0.4 million lower in 2016 compared to costs in 2010. This study demonstrates that long-term, strategic commitment to occupational safety and health provides monetary value.

  14. Strategic management in company information centre

    International Nuclear Information System (INIS)

    Judita Kopacikova, J.

    2004-01-01

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

  15. Strategic management in company information centre

    International Nuclear Information System (INIS)

    Judita Kopacikova, J.

    2004-01-01

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

  16. Using Model to Plan of Strategic Objectives

    OpenAIRE

    Terezie Bartusková; Jitka Baňařová; Zuzana Kusněřová

    2012-01-01

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

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

    NARCIS (Netherlands)

    Arping, S.; Falconieri, S.

    2009-01-01

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

  18. Strategic objectives and the usage possibility of competitive advantages of the grain crops complex of Chelyabinsk region

    Directory of Open Access Journals (Sweden)

    Ol'ga Dmitrievna Rubaeva

    2011-12-01

    Full Text Available This paper reviews the logical scheme of strategy of the grain complex competitive advantages usage. The results of evaluation of financial and economic situation of agricultural enterprises engaged into production of grain are presented. Determination of the level of competitiveness of the agro-grain industry was established on the basis of obtaining an integral point-weighting factor of competitiveness. Evaluation and confirmation of this technique allowed identifying key factors of competitiveness of agricultural enterprises in the grain corns industry. The main conclusion of the study is the following: the use of resource-saving technologies for the cultivation of crops greatly influences the development of competitive advantages. Calculations showed that the application of resource-saving technology increases productivity, reduces labour requirements and the cost of equipment maintenance and repair, fuel costs, improves basic economic indicators of activity: gross revenues from sales is increasing.

  19. Strategic Management of Large Projects

    Institute of Scientific and Technical Information of China (English)

    WangYingluo; LiuYi; LiYuan

    2004-01-01

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

  20. Managing the relationship between strategic resources and competitive priorities through the resource-based view

    Directory of Open Access Journals (Sweden)

    Cláudia Fabiana Gohr

    2015-06-01

    Full Text Available Firms should develop and improve strategic resources that are important for the competitive priorities, especially those that are important to customers. Using resource-based view of the firm as a theoretical perspective, this paper aims to analyze how strategic resources can contribute to the competitive priorities of an organization that operates in the logistic sector. The research method used was the case study using as the main technique of data collection semi-structured and structured interviews; and, systematic observations. The resources that contribute effectively to competitive priorities that need improvement are sales control, loyal customer base, partners experience and agile feedback to customers. However, only the experience of the partners provides to the company sustainable competitive advantage. Others resources identified in the field research provide only a competitive parity, despite this, support important competitive priorities.

  1. Strategic Planning and NRC Decadal Survey Experience

    Science.gov (United States)

    Lautenbacher, C. C., Jr.

    2015-12-01

    Strategic planning exercises are routinely undertaken by a wide variety of organizations that span the private, public and academic sectors and with a wide variety of corporate goals. It is difficult to single out best procedures as the purposes of strategic planning are as varied as the organizations. As a former head of a governmental agency that requested such a NRC study, namely the first "Earth Sciences and Applications from Space" study, I will examine the process, provide my definitions and assessments of the good and the not-so-good, and compare to my experiences with other similar strategic planning exercises during my Navy, NOAA, and private sector careers. I find that there is always room for improvement, but there is no one process or procedure that can guarantee success. Overarching initial considerations that can position the effort for overall "success" will be defined and applied to the recent NSC Study: "Sea Change: 2015-2025 Decadal Survey of Ocean Science", for which I was neither an initiator nor a participant, but a very interested observer.

  2. Developing Competitive Advantage in the Private Medical Services Market. The Case of Romania

    Directory of Open Access Journals (Sweden)

    Simona BASTURESCU

    2014-10-01

    Full Text Available Health was, is and will always be a top priority for a country’s stakeholders. The average health expenditure depicts an impressive variability worldwide, with Americans being the top spenders and South East Asia countries being at the bottom of the respective list. This study analyses the existing competitive advantages of the most important players in the private medical services market, in Romania. It traces their development and the factors that determine positioning strategic decisions. The competitive advantage of a business in the private medical services market is a result of a number of factors. The top three criteria of choice for a patient are doctors, medical technology and waiting time for accessing the service. The objectives of this research paper are: 1. to identify the key success factors (KSFs and the drivers of change (DC in the Romanian Medical Industry; 2. to propose a fine tuning in strategy as a response to changes in the macro and micro environment, 3. to re-evaluate existing business models and propose amendments that may lead to future sustainable competitive advantage and 4. to develop a proposition for growth strategies, business strategies and means of implementation that will lead to long term growth.

  3. The Influence of Strategic Alliance On Cibinong Science and Technology Park (C-STP Performance

    Directory of Open Access Journals (Sweden)

    Anang Hidayat

    2016-12-01

    Full Text Available Abstract. Science and Technology Parks (STPs have generated a thriving debate among academics, practitioners and policy makers on their effectiveness as instruments of innovation policy. Meanwhile, the relationship between factors including the actors involved in the implementation of STP became an obstacle. The strategic alliance is one of the management approaches that can be used to answer the question. The purpose of this study was to analyze the impact of the implementation of the strategic alliance and its influence on the performance of C-STP, and examines the relationship between organizations resource availability and absorptive capacity as well as type of alliances with organizational performance. Collecting data in this study using a questionnaire with 32 respondents were then analyzed using Structural Equation Modeling (SEM. The results show that collaboration and partnership is a factor to be considered to enhance the capabilities and performance of C-STP. Meanwhile, C-STP need to increase their efforts in improving internal resources is a source of competitive advantage in order to achieve superior business performance. Keyword: Absorptive capacity, C-STP, resources, strategic alliance, structural equation modeling

  4. Being Strategic in HE Management

    Science.gov (United States)

    West, Andrew

    2008-01-01

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

  5. Strategic management process in hospitals.

    Science.gov (United States)

    Zovko, V

    2001-01-01

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

  6. Associative memory advantage in grapheme-colour synaesthetes compared to older, but not younger adults

    Directory of Open Access Journals (Sweden)

    Gaby ePfeifer

    2014-07-01

    Full Text Available People with grapheme-colour synaesthesia perceive enriched experiences of colours in response to graphemes (letters, digits. In this study, we examined whether these synaesthetes show a generic associative memory advantage for stimuli that do not elicit a synaesthetic colour. We used a novel between group design (14 young synaesthetes, 14 young and 14 older adults with a self-paced visual associative learning paradigm and subsequent retrieval (immediate and delayed. Non-synaesthesia inducing, achromatic fractal pair-associates were manipulated in visual similarity (high and low and corresponded to high and low memory load conditions. The main finding was a learning and retrieval advantage of synaesthetes relative to older, but not to younger, adults. Furthermore the significance testing was supported with effect size measures and power calculations. Differences between synaesthetes and older adults were found during dissimilar pair (high memory load learning and retrieval at immediate and delayed stages. Moreover, we found a medium size difference between synaesthetes and young adults for similar pair (low memory load learning. Differences between young and older adults were also observed during associative learning and retrieval, but were of medium effect size coupled with low power. The results show a subtle associative memory advantage in synaesthetes for non-synaesthesia inducing stimuli, which can be detected against older adults. They also indicate that perceptual mechanisms (enhanced in synaesthesia, declining as part of the aging process can translate into a generic associative memory advantage, and may contribute to associative deficits associated with healthy aging.

  7. Strategic planning processes and financial performance among hospitals in Lebanon.

    Science.gov (United States)

    Saleh, Shadi; Kaissi, Amer; Semaan, Adele; Natafgi, Nabil Maher

    2013-01-01

    Strategic planning has been presented as a valuable management tool. However, evidence of its deployment in healthcare and its effect on organizational performance is limited in low-income and middle-income countries (LMICs). The study aimed to explore the use of strategic planning processes in Lebanese hospitals and to investigate its association with financial performance. The study comprised 79 hospitals and assessed occupancy rate (OR) and revenue-per-bed (RPB) as performance measures. The strategic planning process included six domains: having a plan, plan development, plan implementation, responsibility of planning activities, governing board involvement, and physicians' involvement. Approximately 90% of hospitals have strategic plans that are moderately developed (mean score of 4.9 on a 1-7 scale) and implemented (score of 4.8). In 46% of the hospitals, the CEO has the responsibility for the plan. The level of governing board involvement in the process is moderate to high (score of 5.1), whereas physician involvement is lower (score of 4.1). The OR and RPB amounted to respectively 70% and 59 304 among hospitals with a strategic plan as compared with 62% and 33 564 for those lacking such a plan. No statistical association between having a strategic plan and either of the two measures was detected. However, the findings revealed that among hospitals that had a strategic plan, higher implementation levels were associated with lower OR (p plans allow organizations to better cope with environmental turbulence. Copyright © 2012 John Wiley & Sons, Ltd.

  8. The Comparative Effect of Teaching Metacognitive Strategies and Collaborative Strategic Reading on EFL Learners' Reading Comprehension

    Directory of Open Access Journals (Sweden)

    Mania Nosratinia

    2017-03-01

    Full Text Available This study was an attempt to systematically investigate the comparative impact of teaching Metacognitive Strategies (MS and Collaborative Strategic Reading (CSR on English as a Foreign Language (EFL learners' Reading Comprehension (RC. The participants were 58 homogenized intermediate level female EFL learners, within the age range of 18-30 (Mage = 24; they were non-randomly selected and were randomly assigned into two experimental groups of 29. One experimental group received MS training based on Anderson's (2002 model, and the other experimental group received training in CSR based on Klingner and Vaughn’s (1998 model. Inspecting the initially-homogenized participants’ post-treatment performance, through using a piloted PET reading test and running an independent-samples t-test, revealed that the MS group performed significantly better than the CSR group in terms of RC. The study concludes with a discussion on the obtained results, followed by presenting some implications for EFL teachers, EFL learners, and EFL material developers.

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

    Directory of Open Access Journals (Sweden)

    I. S. Gusev

    2015-01-01

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

  10. THE PREMISES OF STRATEGIC MARKETING PLANNING IMPLEMENTATION WITHIN SMALL AND MEDIUM SIZED ENTERPRISES

    Directory of Open Access Journals (Sweden)

    Popescu Andrei

    2011-07-01

    Full Text Available The main purpose of the present paper is to identify the framework and the necessary conditions for the small and medium sized enterprises (SMEs to be able to adopt the strategic marketing planning. Also, the paper aims to underline the importance of the strategic marketing planning and the manner in which the SMEs can adopt, implement and operationalize the strategic marketing planning instruments, whose correct understanding and usage ensure the capacity to generate competitive advantage, the key element both from the perspective of the fierce competition and the perspective of the future development of the SMEs. Within SMEs the implementation of marketing becomes an evident requirment, mostly due to the relationship that these have with the market, thus, leading towards market orientation of the activities, a new approach developed by the marketing vision on managing the activities from these types of organizations. Regarded upon, from the marketing perspective, the activities from the SMEs, especially the marketing activities, cannot take place randomly. Resource allocation, a characteristic of these types of organizations, and the objectives with regards to superior customer needs satisfaction and economic efficiency maximization, claim thorough plannification and deployment of the activities in a sequence that represents the implementation of a strategy previously assumed. Within this framework, the strategic marketing planning appears as a complex process employing all scientific instruments that comprise segmentation, positioning and marketing mix. Utilizing the strategic marketing planning within SMEs depends to further extend on marketing integration; process directly related with a series of factors such as the nature of the market, development stage, product type, management quality and the influences of the marketing department of the SME. The implications onto the marketing activities from SMEs are reflected upon each strategic

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

    Directory of Open Access Journals (Sweden)

    Kunto Ajibroto

    2017-09-01

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

  12. Comparison of the NCRA and NAACCR Strategic Management Plans.

    Science.gov (United States)

    Menck, Herman R

    2012-01-01

    The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found.

  13. Competitive Advantage in Tourism of Southeast Asian Countries

    OpenAIRE

    Akarapong Untong

    2013-01-01

    The competitive advantage in tourism of the countries in Southeast Asia was assessed by using coverage ratio and revealed comparative advantage (RCA). Static and dynamic analyses were applied to the data of tourism services export during 2002-2010. The results show that Cambodia, Laos PDR, Malaysia, Thailand, and Vietnam had competitive advantages, i.e. these countries gain the surpluses more than that of the region’s. Thailand had the highest specialization in Southeast Asia but declining. M...

  14. Investigating the effects of strategic positioning for development of modern banking services

    Directory of Open Access Journals (Sweden)

    Vahid Anvar Keivi

    2014-05-01

    Full Text Available During the past few years, there have been tremendous changes on banking services and many bank customers are able to do their daily banking activities using recent advances of technology such as internet banking, telephone banking, etc. In this paper, we present an empirical investigation on the effects of strategic positioning for development of modern banking services. The proposed study designs a questionnaire in Likert scale and distributes it among some 385 randomly selected people who live in Tehran in 2013. The questionnaire consists of seven factors including property positioning, advantage positioning, consumer positioning, user positioning, competitive advantage positioning, quality positioning and merchandise category positioning. Using Spearman correlation as well as stepwise regression technique, the study has determined positive and meaningful relationships between different components of strategy positioning development of modern banking services.

  15. Jesus the Strategic Leader

    National Research Council Canada - National Science Library

    Martin, Gregg

    2000-01-01

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

  16. Planning woody biomass logistics for energy production: A strategic decision model

    International Nuclear Information System (INIS)

    Frombo, F.; Robba, M.; Minciardi, R.; Sacile, R.; Rosso, F.

    2009-01-01

    One of the key factors on which the sustainable development of modern society should be based is the possibility to take advantage of renewable energies. Biomass resources are one of the most common and widespread resources in the world. Their use to produce energy has many advantages, such as the reduction of greenhouse emissions. This paper describes a GIS-based Environmental Decision Support System (EDSS) to define planning and management strategies for the optimal logistics for energy production from woody biomass, such as forest biomass, agricultural scraps and industrial and urban untreated wood residues. The EDSS is characterized by three main levels: the GIS, the database, and the optimization. The optimization module is divided in three sub-modules to face different kinds of decision problems: strategic planning, tactical planning, and operational management. The aim of this article is to describe the strategic planning level in detail. The decision variables are represented by plant capacity and harvested biomass in a specific forest parcel for each slope class, while the objective function is the sum of the costs related to plant installation and maintenance, biomass transportation and collection, minus the benefits coming from the energy sales at the current market price, including the renewable energy certificates. Moreover, the optimization problem is structured through a set of parameters and equations that are able to encompass different energy conversion technologies (pyrolysis, gasification or combustion) in the system. A case study on the Liguria Region (Savona Province) is presented and results are discussed. (author)

  17. Home advantage in the Winter Paralympic Games 1976-2014.

    Science.gov (United States)

    Wilson, Darryl; Ramchandani, Girish

    2017-01-01

    There is a limited amount of home advantage research concerned with winter sports. There is also a distinct lack of studies that investigate home advantage in the context of para sport events. This paper addresses this gap in the knowledge by examining home advantage in the Winter Paralympic Games. Using a standardised measure of success, we compared the performances of host nations at home with their own performances away from home between 1976 and 2014. Both country level and individual sport level analysis is conducted for this time period. Comparisons are also drawn with the Winter Olympic Games since 1992, the point from which both the Winter Olympic Games and the Winter Paralympic Games have been hosted by the same nations and in the same years. Clear evidence of a home advantage effect in the Winter Paralympic Games was found at country level. When examining individual sports, only alpine skiing and cross country skiing returned a significant home advantage effect. When comparing home advantage in the Winter Paralympic Games with the Winter Olympic Games for the last seven host nations (1992-2014), we found that home advantage was generally more pronounced (although not a statistically significant difference) in the case of the former. The causes of home advantage in the Winter Paralympic Games are unclear and should be investigated further.

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

    OpenAIRE

    Mohd Yunos, Mohd Bulkiah

    2007-01-01

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

  19. Strategic options towards an affordable high-performance infrared camera

    Science.gov (United States)

    Oduor, Patrick; Mizuno, Genki; Dutta, Achyut K.; Lewis, Jay; Dhar, Nibir K.

    2016-05-01

    The promise of infrared (IR) imaging attaining low-cost akin to CMOS sensors success has been hampered by the inability to achieve cost advantages that are necessary for crossover from military and industrial applications into the consumer and mass-scale commercial realm despite well documented advantages. Banpil Photonics is developing affordable IR cameras by adopting new strategies to speed-up the decline of the IR camera cost curve. We present a new short-wave IR (SWIR) camera; 640x512 pixel InGaAs uncooled system that is high sensitivity low noise ( 500 frames per second (FPS)) at full resolution, and low power consumption (market adoption by not only demonstrating high-performance IR imaging capability value add demanded by military and industrial application, but also illuminates a path towards justifiable price points essential for consumer facing application industries such as automotive, medical, and security imaging adoption. Among the strategic options presented include new sensor manufacturing technologies that scale favorably towards automation, multi-focal plane array compatible readout electronics, and dense or ultra-small pixel pitch devices.

  20. Strategic aspects of innovation management

    Directory of Open Access Journals (Sweden)

    Baruk Jerzy

    2017-12-01

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

  1. Crisis - Strategic Management in Public Relation

    OpenAIRE

    Saari Ahmad

    2012-01-01

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

  2. Strategic Management in Times of Crisis

    OpenAIRE

    Groh, Maximilian

    2014-01-01

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

  3. STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

    OpenAIRE

    Pylypiv, Nadiia; Pіatnychuk, Iryna

    2017-01-01

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

  4. Strategic plan modelling by hospital senior administration to integrate diversity management.

    Science.gov (United States)

    Newhouse, John J

    2010-11-01

    Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.

  5. Strategic Self-Ignorance

    DEFF Research Database (Denmark)

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

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

  6. Strategic self-ignorance

    DEFF Research Database (Denmark)

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

    2016-01-01

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

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

    OpenAIRE

    FLORIN TUDOR IONESCU

    2011-01-01

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

  8. Analyzing the international competitiveness of the industry in Portugal, Ireland, Greece and Spain using revealed comparative advantages (RCA) indicators

    OpenAIRE

    Oelgemöller, Jens

    2012-01-01

    This paper sheds light on the export structure of the four European countries Portugal, Ireland, Greece and Spain, the so called PIGS countries. These countries were all hit by the economic downturn in the course of the financial crisis and have been struggling with the national debt crisis and recession. One way to identify sectoral international competitiveness is provided by the revealed comparative advantage index developed by Balassa (RCA 1). This indicator evolved through several studie...

  9. Understanding multinational companies in public health systems, using a competitive advantage framework.

    Science.gov (United States)

    Lethbridge, Jane

    2011-07-01

    This paper discusses the findings of a study which developed five case studies of five multinational health care companies involved in public health care systems. Strategies were analysed in terms of attitude to marketing, pricing and regulation. The company strategies have been subjected to an analysis using Porter's Five Forces, a business strategy framework, which is unusual in health policy studies. This paper shows how analysing company strategy using a business tool can contribute to understanding the strategies of global capital in national health systems. It shows how social science methodologies can draw from business methods to explain company strategies. The five companies considered in this paper demonstrate that their strategies have many dimensions, which fit into Porter's Five Forces of comparative advantage. More importantly the Five Forces can be used to identify factors that influence company entry into public health care systems. The process of examining the strategic objectives of five health care companies shows that a business tool can help to explain the actions and motives of health care companies towards public health care systems, and so contribute to a better understanding of the strategies of global capital in national health systems. Health service commissioners need to understand this dynamic process, which will evolve as the nature of public health care systems change.

  10. The analysis of strategic planning in transport

    OpenAIRE

    Išoraitė, Margarita

    2006-01-01

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

  11. Decision support and data warehousing tools boost competitive advantage.

    Science.gov (United States)

    Waldo, B H

    1998-01-01

    The ability to communicate across the care continuum is fast becoming an integral component of the successful health enterprise. As integrated delivery systems are formed and patient care delivery is restructured, health care professionals must be able to distribute, access, and evaluate information across departments and care settings. The Aberdeen Group, a computer and communications research and consulting organization, believes that "the single biggest challenge for next-generation health care providers is to improve on how they consolidate and manage information across the continuum of care. This involves building a strategic warehouse of clinical and financial information that can be shared and leveraged by health care professionals, regardless of the location or type of care setting" (Aberdeen Group, Inc., 1997). The value and importance of data and systems integration are growing. Organizations that create a strategy and implement DSS tools to provide decision-makers with the critical information they need to face the competition and maintain quality and costs will have the advantage.

  12. Strategic arms limitation

    Science.gov (United States)

    Allen Greb, G.; Johnson, Gerald W.

    1983-10-01

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

  13. Strategic decision quality in Flemish municipalities

    NARCIS (Netherlands)

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

    2016-01-01

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

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

    Science.gov (United States)

    2009-07-01

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

  15. Strategic partitioning of emissions allowances in the EU ETS

    Energy Technology Data Exchange (ETDEWEB)

    Boehringer, Christoph (Carl von Ossietzky Univ. Oldenburg (Germany)); Rosendahl, Knut Einar (Research Dept., Statistics Norway, Oslo (Norway))

    2008-07-01

    The EU ETS opens up for strategic partitioning of emissions allowances by the Member States. In this paper we examine the potential effects of such strategic behavior on quota prices and abatement costs. We show that although marginal abatement costs in the sectors outside the EU ETS become quite differentiated, the effects on the quota price and total abatement costs are small. More abatement, however, takes place in the old Member States that are importers of allowances, compared to the cost-effective outcome. Single countries can nevertheless significantly affect the outcome of the EU ETS by exploiting their market power

  16. Strategic management of population programs

    OpenAIRE

    Bernhart, Michael H.

    1992-01-01

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

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

    Science.gov (United States)

    2016-02-01

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

  18. Children's strategic theory of mind.

    Science.gov (United States)

    Sher, Itai; Koenig, Melissa; Rustichini, Aldo

    2014-09-16

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

  19. Collaborative Strategic Planning: Myth or Reality?

    Science.gov (United States)

    Mbugua, Flora; Rarieya, Jane F. A.

    2014-01-01

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

  20. Equivalence between Increasing Returns and Comparative Advantage as the Determinants of Intra-industry Trade: An Industry Analysis for Korea

    OpenAIRE

    Honggue Lee

    2018-01-01

    A two-part model is estimated to see if increasing returns and comparative advantage are empirically equivalent in explaining intra-industry trade. The model has separate mechanisms for determining the occurrence and the extent of intra-industry trade. Estimation is based on an augmented Grubel-Lloyd index derived from the data set on SITC 7 goods at the 3-digit SITC (Revision 4) for country pairs in which Korea is fixed as a source country. Estimation results show that both increasing return...