Linking an agency strategic review to increase knowledge management: San Francisco County Human Service Agency.

Science.gov (United States)

Harrison, Lindsay

2012-01-01

Led by the agency director, the agency engaged in a Strategic Review, based on a comprehensive assessment of agency performance that identified strategies to improve organizational effectiveness through increased data-informed practice and knowledge management. The Strategic Review gathered information on staff perceptions, perceptions of external stakeholders, changing citywide and neighborhood demographics, policy mandates, and budget and workload issues. The need for the review was based upon multiple, substantial changes not addressed in the 2000 Strategic Plan, including the 2004 merger of the Department of Human Services and the Department of Aging and Adult Services, changes among the executive management team, transitions among key political entities, new policy mandates and changing budget allocations. This case study describes the Strategic Review process and content, summarizing key challenges and lessons related to addressing workload demands, fostering positive staff attitudes, balancing internal and external information needs, and integrating data use and planning processes across the agency. Copyright © Taylor & Francis Group, LLC

Strategic management in company information centre

International Nuclear Information System (INIS)

Judita Kopacikova, J.

2004-01-01

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

Strategic management in company information centre

International Nuclear Information System (INIS)

Judita Kopacikova, J.

2004-01-01

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

Managing customer knowledge

OpenAIRE

2013-01-01

M. Phil. (Information Management) Customer relationship management has been exposed as a strategic failure, unveiling only customer dissatisfaction. A new method for managing customers is consequently required. The effect of the knowledge economy has brought about a change in global orientation, in the focus on customer wants and needs to increase satisfaction. There was then a shift in focus from information to knowledge. In such an economy, the customer knowledge management strategy, as ...

Dynamic Strategic Planning in a Professional Knowledge-Based Organization

Science.gov (United States)

Olivarius, Niels de Fine; Kousgaard, Marius Brostrom; Reventlow, Susanne; Quelle, Dan Grevelund; Tulinius, Charlotte

2010-01-01

Professional, knowledge-based institutions have a particular form of organization and culture that makes special demands on the strategic planning supervised by research administrators and managers. A model for dynamic strategic planning based on a pragmatic utilization of the multitude of strategy models was used in a small university-affiliated…

Modelling qualitative knowledge for strategic river management

NARCIS (Netherlands)

Janssen, Judith

2009-01-01

In decision making processes on strategic river management, use of models is not as great as the research efforts in the field of model application might suggest they could be. Both the fact that the development of many models remains restricted to readily available data and pre-existing models,

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...

The effect of dimensions of knowledge sharing on a variety of strategic mind map of managers and employees

Directory of Open Access Journals (Sweden)

Pegah Azema

2016-12-01

Full Text Available Based on cognitive school of strategic management, the mental (intellectual map of managers and employees is highly effective on survival and development of their companies. The number of mental maps that managers and employees of a company have on situations and categories (quantity and the quality (accuracy and precision of mind maps can be decisive factors in the success of their companies. One of the most important factors affecting the mind map is knowledge sharing. This study seeks to explain the dimensions of this impact. Based on objective, this is a descriptive - explanatory study, while it is an applied one according to the result. It is cross-sectional research based on time, and a surveying according to the methodology. The target population members included the managers and employees of a large industrial complex in the North West of Iran. The sampling method was a stratified randomized approach, and the sample size was calculated using the Cochran formula as 237 subjects. The data were collected by a researcher-made questionnaire containing 36 questions. The results showed that knowledge sharing affects the formation of a strategic map of managers and employees significantly and differently through each of the three categories of organizational factors, personal factors, and knowledge factors. This means that each of these knowledge sharing approaches affects each of the eight mind maps with different quality and quantity. Also, knowledge sharing is not a universal current among all managers and employees; in addition, it is unclear that sharing of knowledge will essentially boost more useful and functional mental maps, and perhaps, it would act otherwise. Therefore, it is necessary to conduct the process of knowledge-sharing to continuously integrate and improve mind maps of decision-takers and decision-makers.

Theoretical framework of integrated strategic performance management system

OpenAIRE

Mitrović, Zorica; Todorović, Marija; Bjelica, Dragan

2015-01-01

The aim of this paper is to present a conceptual model of the integrated strategic performance management system. This model is conceptual framework designed as a result of research that shows significant benefits of integrated application of strategic management and performance management in organizations. The framework consists of five steps: establishing a planning system, establishing of performance measurement system, establishing an accountability system, establishing of the knowledge m...

Making Risk Management Strategic

DEFF Research Database (Denmark)

Sax, Johanna; Andersen, Torben Juul

2018-01-01

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

Structuring Knowledge Management – Classical Theory, Strategic Initiation And Operational Knowledge Management (part I

Directory of Open Access Journals (Sweden)

Zawiła-Niedźwiecki Janusz

2015-06-01

Full Text Available The article is the generalization of experience of the implementation project, which has been treated as well as a research field. The results are presented in two parts. The first part includes: a description of the classical approach to knowledge management and shows the concept of structure of process of knowledge management with a description of the procedure in each step of the process. The key idea is to divide the process in three spirals of actions: spiral of perfecting the collection of knowledge; spiral of the perfecting of the formulation of knowledge; spiral of perfecting the utilization of knowledge. Part II of this paper is article Structuring Knowledge Management – Levels, Resources And Efficiency Areas of Knowledge Management (DOI: 10.1515/fman-2015-0042.

Building organisational cyber resilience: A strategic knowledge-based view of cyber security management.

Science.gov (United States)

Ferdinand, Jason

The concept of cyber resilience has emerged in recent years in response to the recognition that cyber security is more than just risk management. Cyber resilience is the goal of organisations, institutions and governments across the world and yet the emerging literature is somewhat fragmented due to the lack of a common approach to the subject. This limits the possibility of effective collaboration across public, private and governmental actors in their efforts to build and maintain cyber resilience. In response to this limitation, and to calls for a more strategically focused approach, this paper offers a knowledge-based view of cyber security management that explains how an organisation can build, assess, and maintain cyber resilience.

Strategic innovation portfolio management

Directory of Open Access Journals (Sweden)

Stanković Ljiljana

2015-01-01

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

PLEADING IN FAVOUR OF STRATEGIC MANAGEMENT

Directory of Open Access Journals (Sweden)

Teodor Frunzeti

2016-10-01

Full Text Available Strategic management focuses on future development of organizations, based on a vision and a strategy. If strategic leaders demonstrate epistemic competencies, business can take place not according to the zero sum game rule, where there are always winners and losers, but to a non-zero sum game rule, where there could be only winners and no losers. Epistemic competence is given by the scientific nature of knowledge, it breaks down the mental automatism generated by common day to day personal experience and it uses mathematical models and other specific methods. Strategic management and its practical content can best be understood within the context of the theory of organization, for organizations are indispensable for the general human and civilizational progress.

Managing Intellectual Capital in Knowledge Economy

OpenAIRE

Mercier-Laurent, Eunika

2014-01-01

Part 4: Components of Knowledge Flow; International audience; Strategic Knowledge Management considers Intellectual Capital (IC) as roots of all organizations activities. The success of organizations strongly depends on the way they manage all facets of knowledge and skills. Artificial Intelligence brought some methods and techniques for handling intellectual assets of companies, expertise management, knowledge transfer and training. This paper presents an overview of experiences and research...

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

Science.gov (United States)

Gold, Bernadette; Holodynski, Manfred

2015-01-01

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

The effect of dimensions of knowledge sharing on a variety of strategic mind map of managers and employees

OpenAIRE

Azema, Pegah; Jafari, Mostafa

2016-01-01

Based on cognitive school of strategic management, the mental (intellectual) map of managers and employees is highly effective on survival and development of their companies. The number of mental maps that managers and employees of a company have on situations and categories (quantity) and the quality (accuracy and precision) of mind maps can be decisive factors in the success of their companies. One of the most important factors affecting the mind map is knowledge sharing. This study seeks t...

Knowledge management in international mergers

NARCIS (Netherlands)

Grotenhuis, F.D.J.; Weggeman, M.C.D.P.

2002-01-01

This paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic

Managing nuclear knowledge: A SCK-CEN concern: Status of a practical knowledge management approach

International Nuclear Information System (INIS)

Ruyssen, M.L.; Moons, F.; Borgermans, P.

2004-01-01

Preserving and enhancing the institutional memory has become a strategic concern for SCK-CEN. Managing the Knowledge Capital is a long term journey, starting from a strategic commitment and integrating various operational projects. Since 2002, several pilot projects in different areas of expertise have been conducted to set up nuclear knowledge repositories and to sustain interactive research communities. Beyond the establishment of a corporate knowledge sharing culture, dedicated web-based portals based on both well established and emerging open source internet technologies ensure the long term persistence of data and the continuous capture of knowledge by providing on-line tools and related QA procedures. (author)

Social Intelligence and Top Management Team: An Exploratory Study of External Knowledge Acquisition for Strategic Change in Global IT Service Providers in India

Science.gov (United States)

Kong, Eric; Chadee, Doren; Raman, Revti

2012-01-01

This paper focuses on the processes by which firms, particularly knowledge intensive firms, can augment their overall knowledge stock by tapping into external sources of knowledge. It is argued that Top Management Teams' (TMTs') social intelligence is a critical learning capability in acquiring external knowledge that leads to strategic change.…

Essays on Knowledge Management

Science.gov (United States)

Xiao, Wenli

2012-01-01

For many firms, particularly those operating in high technology and competitive markets, knowledge is cited as the most important strategic asset to the firm, which significantly drives its survival and success (Grant 1996, Webber 1993). Knowledge management (KM) impacts the firm's ability to develop process features that reduce manufacturing…

KNOWLEDGE CYCLE AND STRATEGIC KNOWLEDGE WITHIN COMPANY

Directory of Open Access Journals (Sweden)

Ovidiu NICOLESCU

2007-01-01

Full Text Available In the knowledge-based economy, a company performs a set of activities focused on knowledge: identifying necessary knowledge, buying knowledge, learning, acquiring knowledge, creating knowledge, storing knowledge, sharing knowledge, using knowledge, protection of knowledge, capitalizing knowledge. As a result, a new function emerge: the knowledge function. In the knowledge-based companies, not every knowledge has the same impact. The analysis of the actual situations in the most developed and highly performing companies - based in knowledge, outlines the occurrence of a new category of knowledge – strategic knowledge. Generating this category of knowledge is a new category of challenge for the scientific system.

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.

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.

Strategic Leverage of Engineering Knowledge through Taxonomy Governance

Directory of Open Access Journals (Sweden)

Rod Dilnutt

2009-10-01

Full Text Available In the heavy engineering industrial sector numerous technical standards, ISO (International Standards Organisation in particular, exist which invariably contain a glossary of terms providing definition within the context of the standard. However, there is a high level of ambiguity surrounding common terminology and limited consistency across these standards. Our case study company Silcar Pty Limited (Silcar has recognised the opportunity to strategically expand its business into the provision of high value services to assist clients with the management of large and complex technical assets in heavy industry and essential service utilities. The strategic development of a knowledge management capability enables Silcar to take-on larger scale, higher value added and more flexible asset performance management propositions across a diverse range of industry, client and geographical situations. This research paper explores the concepts that support this capability and discusses the approach taken to achieve the vision of consistency on language.

Strategic Management Tools and Techniques Usage: a Qualitative Review

Directory of Open Access Journals (Sweden)

Albana Berisha Qehaja

2017-01-01

Full Text Available This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice‑based context. Consequently, some questions arise: Do they use these strategic tools and techniques in their workplace? Which strategic tools and techniques are used more in organizations? To answer these questions we have made a review of empirical studies using textual narrative synthesis method. Initially, this study presents a tabulation with a summary of empirical research for the period 1990–2015. The included studies are organized clustering them by enterprise size and sector and by country level development. A synopsis of the ten most used strategic tools and techniques worldwide resulted as follows: SWOT analysis, benchmarking, PEST analysis, “what if” analysis, vision and mission statements, Porter’s five forces analysis, business financial analysis, key success factors analysis, cost‑benefit analysis and customer satisfaction.

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.

Managing Knowledge through "Hoshin Kanri"

Science.gov (United States)

Tennant C.; Roberts P.

2003-01-01

A fundamental challenge within business organizations (whether manufacturing or service, large or small) is posed by the difficulties associated with managing knowledge to integrate the long-term vision and strategic goals with daily working processes and with people. The traditional Western approach of "Management by Objectives" (MbO)…

Planning and Nuclear Knowledge Management

International Nuclear Information System (INIS)

Grance Torales, V.L.; Lira, L.

2016-01-01

Full text: The present case aims to share the experience of the Intellectual Capital Section (ICS), part of Planning, Coordination and Control Department of the Argentine Atomic Energy Commission (CNEA) in its search for a sustainable knowledge management. Among the strategic objectives included in CNEA’s Strategic Plan (SP), is the development, preservation and transference of knowledge and experience. Under this framework, the role initially assumed by the ICS, consisted on the observation and diagnosis of the situation of the Institutional Human Capital (HC), through the study of the main characteristics of the staff of CNEA. The second stage of SP (2015–2025), which consisted of updating the HC data, the incorporation of the concept of “knowledge management” was approved by the authorities of the Institution. Based on this background, in 2016 the objectives of the ICS are aimed at organizing and coordinating a network of knowledge management that involves the entire organization. This new phase implies, among other things, the proposal of a knowledge management policy, interaction with other sectors of CNEA for implementation, analysis of the tools to be used, in order to determine a way and work style that suits the culture and structure of the organization. (author

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...

Implementation synergies that exploit situational knowledge strategically

DEFF Research Database (Denmark)

Quitzau, Maj-Britt; Petersen, Jens-Phillip

This paper illustrates how strategic and situated forms of knowledge may increase capacity to implement energy strategies in local urban development projects. Through analysis of front runner implementation projects, we show that the involved planners utilize situational learning processes...... strategically to develop more viable implementation trajectories. These findings resonate well with relational and network orienteered research in contemporary planning theory. In the selected case studies, we can see that planners deliberately seek to extend traditional planning approaches, like e.......g. regulation, with broader context‐specific learning processes. In doing so, we argue that – what we call – an implementation synergy is established by interlacing different forms of situational knowledge with strategic knowledge about how to reach a desired energy target. In conclusion, the paper identifies...

Strategic Planning and Financial Management

Science.gov (United States)

Conneely, James F.

2010-01-01

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

Strategic Knowledge Networks for Global Education

Science.gov (United States)

Peterson, J. Fiona

2009-01-01

The inherent opportunities for communication, collaboration and experiential learning in an online and global network create the impetus for the new network paradigm in higher education. A strategic knowledge network in education was designed and developed to build "Mode 2" knowledge capabilities; create new knowledge for innovative…

Knowledge management systems in practice

DEFF Research Database (Denmark)

Tørning, Kristian

which has the strategy of working with knowledge in the form of "best practices" meant to boost performance. The thesis explores the situation that workers are in, since they are meant to share and develop "best practices" knowledge in a portal based Knowledge Management System (KMS). The study...... indentifies a set of problems that prevents knowledge sharing from taking place to the degree to which management was specifically aiming. It was explored whether these problems could, to some degree, be mitigated by employing persuasive design, which is a new stance towards design where the aim...... is to directly seek to change the user's behavior, i.e., persuading more knowledge sharing. The main contribution is an indication of an anomaly with regards to the strategic approach towards knowledge management, where knowledge sharing is seen as an effort by which companies can gain a competitive advantage...

Manage "Human Capital" Strategically

Science.gov (United States)

Odden, Allan

2011-01-01

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

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.

BUSINESS PROCESS MODELLING: A FOUNDATION FOR KNOWLEDGE MANAGEMENT

Directory of Open Access Journals (Sweden)

Vesna Bosilj-Vukšić

2006-12-01

Full Text Available Knowledge management (KM is increasingly recognised as a strategic practice of knowledge-intensive companies, becoming an integral part of an organisation's strategy to improve business performance. This paper provides an overview of business process modelling applications and analyses the relationship between business process modelling and knowledge management projects. It presents the case study of Croatian leading banks and the insurance company, discussing its practical experience in conducting business process modelling projects and investigating the opportunity for integrating business process repository and organisational knowledge as the foundation for knowledge management system development.

Lo Strategic Management Accounting

OpenAIRE

G. INVERNIZZI

2005-01-01

Il saggio indaga gli aggregati informativi e gli elementi che compongono lo strategic management accounting. Sono quindi analizzate le funzioni svolte nei diversi stadi del processo di gestione strategica osservando il suo ruolo all’interno del management accounting. Infine sono approfonditi i rapporti fra i livelli della gestione strategica e lo strategic management accounting.

Perceptions of knowledge management: A local government perspective

Directory of Open Access Journals (Sweden)

Bethuel Sibongiseni Ngcamu

2012-12-01

Full Text Available Public sector institutions are grappling to maintain knowledge management cycle which integrates knowledge into different phases as it also incorporates socialization, externalization, combination and internalization model. Whereas, knowledge management could be used as a strategic tool to advance organizational effectiveness and efficiency whilst accelerating service delivery and achieving operational goals. This article seeks to address the bottlenecks as far as knowledge management is concerned by using biographical profiles with the view of promoting the creation and management of knowledge within eThekwini Municipality. The study reflects that the biographical profiles of employees (age, education, race, job level influences their perceptions of the current knowledge management processes and strategies and their implementation and impact on effectiveness.

Developing a Framework For Managing Knowledge in Enterprises.

Science.gov (United States)

du Toit, Adeline

1999-01-01

Discusses the strategic management of knowledge assets for competitive advantage in enterprises. Presents an integrative, systematic approach that can be followed in order to improve the business value of the knowledge assets of an enterprise. (Author/AEF)

What is strategic management?

Science.gov (United States)

Jasper, Melanie; Crossan, Frank

2012-10-01

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

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…

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, ...

Guidelines for assessing the knowledge management maturity of organizations

Directory of Open Access Journals (Sweden)

C. J. Kruger

2007-11-01

Full Text Available In a recent article Kruger and Snyman hypothesized that progressions in knowledge management maturity (from a strategic perspective are directly related to an increased ability to speed up the strategic cycle of imitation, consolidation and innovation. The arguments proposed, however, neglected to supply the reader with a practical toolkit or even a roadmap (a time-related matrix, or questionnaire to successfully measure succession in knowledge management maturity. This article builds on the previous one and proposes a questionnaire consisting of six sections, containing 101 descriptive questions, to enable organizations to test and assess their knowledge management maturity empirically. The development of an instrument to measure knowledge management maturity required adhering to a research design that combined theoretical propositions with practical experimentation. As a point of departure, a knowledge management maturity matrix consisting of seven maturity levels was formulated. All questions contained within the matrix were benchmarked against a survey questionnaire developed by the public management service of the OECD (PUMA and were also pre-tested and validated. This process of refinement led to the formulation of the Knowledge Management Maturity Questionnaire. To avoid any taint of this research being based only on theoretical propositions, the questionnaire was tested by 178 master students of the University of Pretoria, South Africa, in nine different industries. The proposed questionnaire provides a bridge between theoretical propositions and practical usability, not only enabling knowledge management practitioners to assess the level of knowledge management maturity reached successfully but, more importantly, also serving as a guideline to institutionalize further and future knowledge management endeavours.

Strategic HRM in Building Micro-Foundations of Organizational Knowledge-Based Performance

DEFF Research Database (Denmark)

Minbaeva, Dana

2013-01-01

Strategic HRM research has a strong potential to further our understanding of how organizational knowledge processes influence performance at various analytical levels. Drawing on ability–motivation–opportunity research and linking it to knowledge sharing behaviors, we discuss the micro......-foundations in the link between strategic HRM practices and knowledge-based organizational performance. We thus describe a research agenda for future micro-foundational research that links strategic HRM and knowledge-based performance....

Nuclear knowledge management: The GRS realisation

International Nuclear Information System (INIS)

Beraha, D.; Westerheide, P.

2004-01-01

Full text: Knowledge has become a crucial factor in our information society in deciding whether companies will last into the future. The aim of knowledge management is to promote systematically the acquisition, use, and distribution of knowledge in an organisation and to initiate measures for improving the knowledge processes. It therefore has a strategic significance for corporate decisions. The GRS faces the challenge of helping to shape the status and use of science and technology even in conditions in which many experts are retiring for age reasons. Knowledge management makes an essential contribution here. Methods and tools of knowledge management that support these activities will be outlined in the final paper. It will show also the ways of how systematic knowledge management in the GRS and its integration into projects is being performed. The approach of knowledge management for strengthening this factor consists in systematically analysing the knowledge-related processes in the identification, acquisition, sharing, distribution, use, retention, and growth of knowledge and in developing methods with the aim of managing knowledge processes better in the company. Advanced information technology enables knowledge-orientated methods ('enabling technologies') to be supported and put to good practical use. The acute lack of newcomers in the field of nuclear techniques and the narrowing financial situation are strengthening the GRS approach. To show the operational actions of knowledge management in a complete form a knowledge model has been introduced at GRS that puts the different fields of action into context with the normative and strategic goals. That model will be presented. A further section will illuminate the supporting means for practical knowledge management, whether these are procedures for the daily work or tools like the GRS Portal, the Document Management System or tools for online collaboration. Under its caption 'project oriented knowledge

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...

Strategic Analysis the System of Long-term Management of Enterprise

Directory of Open Access Journals (Sweden)

I. T.

2017-02-01

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

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.

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...

STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

OpenAIRE

Pylypiv, Nadiia; Pіatnychuk, Iryna

2017-01-01

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

Strategic 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...

KNOWLEDGE MANAGEMENT TOOLS FOR THE EUROPEAN KNOWLEDGE BASED SOCIETY

Directory of Open Access Journals (Sweden)

Ramona – Diana Leon

2011-12-01

Full Text Available Increasingly more literature mention that in the current competitive environment, knowledge have become the main source of the competitive advantages, while recent researches regarding economic growth and development have defined knowledge as being the most critical resource of the emerging countries.Therefore, the organizations interest for knowledge has increased, the latter being defined as knowledge management process in order to meet existing needs, to identify and exploit existing and/or acquired knowledge and developing new opportunities.In other words, knowledge management facilitates productive information usage, intelligence growth, storing intellectual capital, strategic planning, flexible acquisition, collection of best practices, increasing the likelihood of being successful as well as a more productive collaboration within the company.In order to benefit from all these advantages, it is required the usage of specific tools including models and systems to stimulate the creation, dissemination and use of knowledge held by each employee and the organization as a whole.

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.

Effects of Knowledge Management on Electronic Commerce: An Exploratory Study in Taiwan

OpenAIRE

Wen-Jang Kenny Jih; Marilyn M. Helms; Donna Taylor Mayo

2005-01-01

The Internet-enabled e-commerce field provides capabilities for firms in all sectors to reach global buyers and suppliers. Knowledge management provides frameworks to manage intellectual capital as a valuable organizational and strategic resource. Current literature on e-commerce and knowledge management primarily emphasizes the benefit of knowledge management for innovative e-commerce operations. Do knowledge management practices significantly benefit electronic commerce? If so, does the rel...

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...

Work schedule manager gap analysis : assessing the future training needs of work schedule managers using a strategic job analysis approach

Science.gov (United States)

2010-05-01

This report documents the results of a strategic job analysis that examined the job tasks and knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform the job of a work schedule manager. The strategic job analysis compared in...

A Strategic Knowledge Map for the Research and Development Department in a Manufacturing Company

Directory of Open Access Journals (Sweden)

Śliwa Małgorzata

2016-01-01

Full Text Available Knowledge is a corporate resource, being grounds for initiating activities, which is important in a dynamic economy. The difficulties related to obtaining tacit knowledge, related primarily to experience and observation of the knowledge employee (Mendryk, 2011, encourage the companies to use tools supporting knowledge management and location. This article attempts at designing a dedicated, strategic knowledge map for a research and development department in a manufacturing company. Based on the reference works, the detailed characteristics of specific sources of knowledge in a manufacturing company and tools supporting the process of converting the tacit knowledge into explicit one, for example, the knowledge maps, were devised. Then, a strategic knowledge map model was designed for the research and development department (hereinafter abbreviated as SKM – R&D in the manufacturing company, comprising the following components: (1 fields of knowledge, (2 internal and external processes in the R&D department, and (3 sources of knowledge. Then, a practical implementation of the SKM – R&D model was presented.

Strategic management of health care information systems: nurse managers' perceptions.

Science.gov (United States)

Lammintakanen, Johanna; Kivinen, Tuula; Saranto, Kaija; Kinnunen, Juha

2009-01-01

The aim of this study is to describe nurse managers' perceptions of the strategic management of information systems in health care. Lack of strategic thinking is a typical feature in health care and this may also concern information systems. The data for this study was collected by eight focus group interviews including altogether 48 nurse managers from primary and specialised health care. Five main categories described the strategic management of information systems in health care; IT as an emphasis of strategy; lack of strategic management of information systems; the importance of management; problems in privacy protection; and costs of IT. Although IT was emphasised in the strategies of many health care organisations, a typical feature was a lack of strategic management of information systems. This was seen both as an underutilisation of IT opportunities in health care organisations and as increased workload from nurse managers' perspective. Furthermore, the nurse managers reported that implementation of IT strengthened their managerial roles but also required stronger management. In conclusion, strategic management of information systems needs to be strengthened in health care and nurse managers should be more involved in this process.

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...

Knowledge management. Preservation and maintenance of implicit knowledge within a company

International Nuclear Information System (INIS)

Schmidt, Ulrich

2010-01-01

EnBW Energie Baden-Wuerttemberg AG operates in a more and more complex economical and political environment. This fact and ambitious growth targets are the reason for EnBW to activate more intensively hidden potentials of the staff and to strengthen their skills. The ''intellectual capital'' of EnBW becomes a key success factor and active knowledge management will be the key to save the sustainability of the company. For the implementation of knowledge management EnBW uses an integrated approach, which includes a cultural, strategic and operational level. Since 2006 the ''Knowledge Relay'' has been used in the EnBW group with great success. (orig.)

Strategic Management Accounting Development during Last 30 Years

OpenAIRE

Šoljaková, Libuše

2012-01-01

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

STRATEGIC MANAGEMENT OF A TERRITORIAL DISTRIBUTED COMPLEX

OpenAIRE

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

2015-01-01

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

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.

Cross-cultural Knowledge Management

Directory of Open Access Journals (Sweden)

Dorel Mihai PARASCHIV

2009-01-01

Full Text Available The success of international companies in providing high quality products and outstanding services is subject, on the one hand, to the increasing dynamic of the economic environment and on the other hand to the adoption of worldwide quality standards and procedures. As market place is becoming more and more global, products and services offered worldwide by international companies must face the multi-cultural environment challenges. These challenges manifest themselves not only at customer relationship level but also deep inside companies, at employee level. Important support in facing all these challenges has been provided at cognitive level by management system models and at technological level by information cutting edge technologies Business Intelligence & Knowledge Management Business Intelligence is already delivering its promised outcomes at internal business environment and, with the explosive deployment of public data bases, expand its analytical power at national, regional and international level. Quantitative measures of economic environment, wherever available, may be captured and integrated in companies’ routine analysis. As for qualitative data, some effort is still to be done in order to integrate measures of social, political, legal, natural and technological environment in companies’ strategic analysis. An increased difficulty is found in treating cultural differences, common knowledge making the most hidden part of any foreign environment. Managing cultural knowledge is crucial to success in cultivating and maintaining long-term business relationships in multicultural environments. Knowledge Management provides the long needed technological support for cross-cultural management in the tedious task of improving knowledge sharing in multi-national companies and using knowledge effectively in international joint ventures. The paper is approaching the conceptual frameworks of knowledge management and proposes an unified model

The Conceptual Framework of Strategic Management Accounting

Directory of Open Access Journals (Sweden)

Iershova Natalia Yu.

2017-03-01

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

Macrofoundation for Strategic Technology Management

DEFF Research Database (Denmark)

Pedersen, Jørgen Lindgaard

1995-01-01

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

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

OpenAIRE

Furrer,Olivier; Thomas, Howard; Goussevskaia, Anna

2014-01-01

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

RUSSIAN BANK ACTIVITY STRATEGIC MANAGEMENT PROBLEMS

Directory of Open Access Journals (Sweden)

V. B. Pogosyan

2011-01-01

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

MSFC Propulsion Systems Department Knowledge Management Project

Science.gov (United States)

Caraccioli, Paul A.

2007-01-01

This slide presentation reviews the Knowledge Management (KM) project of the Propulsion Systems Department at Marshall Space Flight Center. KM is needed to support knowledge capture, preservation and to support an information sharing culture. The presentation includes the strategic plan for the KM initiative, the system requirements, the technology description, the User Interface and custom features, and a search demonstration.

Strategic personnel management in an educational institution

OpenAIRE

KOROTKOVA M.V.; RYBKINA M.V.; NIKITINA S.O.; SCHERNYKH A.V.

2016-01-01

The article analyzes the strategic human resource management in an educational institution. Analyzes the basic normative-legal documents regulating educational activities, including the part of management. Particular importance is given to the types of educational institutions (budgetary, state, and autonomous). The stages of strategic management of staff in educational institutions and development model of strategic management personnel are shown.

Strategic management and entrepreneurship: Friends or foes?

OpenAIRE

Kauranen, I.; Kraus, S.

2009-01-01

The objective of this article is to create a better understanding of the intersection of the academic fields of entrepreneurship and strategic management, based on an aggregation of the extant literature in these two fields. The article structures and synthesizes the existing scholarly works in the two fields, thereby generating new knowledge. The results can be used to further enhance fruitful integration of these two overlapping but separate academic fields. The article attempts to integrat...

Presenting a Framework for Conceptualizing Knowledge Management Office

Directory of Open Access Journals (Sweden)

Narges Farzaneh

2018-03-01

Full Text Available Designing an effective structure for knowledge management is one of the critical factors for its success in the organization. Structuring to KM and identifying the experts of this field in the structure of the organization is necessary to achieve the sustained and continuous benefits of knowledge management. This paper deals with the conceptualizing of knowledge management office as the organizational structure for effective management of knowledge. For this purpose, Meta-synthesize methodology was adopted. From 198 sources founded, 12 articles were consistent with accepted standards. As a result of combining the findings, concept of knowledge management office was figured with 54 codes, 12 concepts in the four themes including purpose (Strategic and Functional, structure (Centralized and Decentralized and Mixed, function (Strategies, Processes and Mechanisms and role (KM Committee, CKO, knowledge manager, Knowledge Representative. Organizations can use the results of this study to establish an appropriate structure of knowledge management. According to research, any article was not found by the researchers that have has this integrity and methodology. So, this paper has innovation.

BENEFICIAL COALITIONS: KNOWLEDGE MANAGEMENT AND DEVELOPMENT OF EMPLOYEE COMMITMENT

Directory of Open Access Journals (Sweden)

Renata Winkler

2015-06-01

Full Text Available Presently, knowledge is considered as the most strategic resource of organizations. The literature on the subject often raises the issues of commitment. The purpose of the article was to discuss the associations between knowledge management and employee commitment. The article presents the stages of knowledge management and describes the category of commitment, taking account of several criteria. In the opinion of the authors, from the point of view of knowledge management particular importance can be attained to the way qualifications, skills, predispositions and knowledge of employees will be used, which, in turn, depends on "quality" of their commitment (its type, intensity, dimension and direction in achieving organizational goals.

Knowledge management - A key issue for EnBW

International Nuclear Information System (INIS)

Zimmer, H.J.

2007-01-01

Full text: The motivation for knowledge management can be summarised with the words of EnBW CEO Prof. Claassen, 2002 'knowledge manager of the year' in Germany: 'Against the backdrop of the ever-increasing complexity of strategic planning and activities on the operational front, knowledge management is a key factor in the long-term success of our business.' Professional knowledge management motivates and supports employees, helping to create networks in which they can lay the foundations for the future success of the company. It must be emphasised that knowledge management is the responsibility of management, and EnBW has established a suitable framework consisting of different action levels and goals: 1) Normative level (corporate culture): creating a knowledge-aware and knowledge-friendly corporate culture 2) Strategic level (human resources): systematic gearing of internal intangible potentials towards future requirements. 3) Operational level (information/communication): making the required knowledge available in the necessary scope and quality, in the right place and at the right time. If knowledge management can generally be seen as basic requirement for successful companies, then it is even more important for nuclear operators. Today, nuclear energy is an important generating technology in Europe, for Germany and for EnBW with major future potential, but a technology that must be employed with great caution and attaching top priority to safe operation. For nuclear operators, the rule is always 'safety first'. But knowledge management implemented and used in the right way can also enhance both safety and competitive operation of the plants at the same time. In this connection, successful knowledge management plays a key role due to the complex interplay of many different disciplines within a demanding legal and regulatory framework, the paramount importance of collective past experience and the high demands on the expertise of the employees operating nuclear

Knowledge Management Implementation In Indonesia Nuclear Energy Regulatory Agency (BAPETEN)

International Nuclear Information System (INIS)

Nurwidi Astuti, Y.H.

2016-01-01

Full text: Indonesian Nuclear Energy Regulatory Agency (BAPETEN) acquires the task and function to control the safety, security and safeguards in the field of nuclear energy through the development of legislation, licensing services, inspection and enforcement. Which is supported by review and assessment, emergency preparedness. Knowledge Management (KM) is importance for BAPETEN to achieve the Regulatory body effectiveness and product innovation. The Chairman of BAPETEN has set policies statement for KM implementation. To implement a knowledge management program, BAPETEN creates KM guidelines that includes blueprint and roadmap KM programme based on a KM readiness survey. The KM readiness survey involves 20% of staff who represent each unit and discussions with the senior manager of BAPETEN, and the result of readiness survey produce 13 KM BAPETEN initiatives strategic. After the initiative strategic has been obtained, BAPETEN creates the Roadmap of BAPETEN Knowledge Management for 2015–2019 programme for KM People with the activity sozialization of KM Guidebook, workshop SMART knowledge worker, nurture Community of practices (COP) and develop social network analysis (SNE). KM Process with activity focus group discussion, KM Readyness survey, KM Statement, KM Bapeten Guidebook, knowledge mapping, knowledge harvesting. KM Technology with activity develop knowledge system or portal, e-learning. (author

Cyber Terrorism demands a Global Risks and Threats Strategic Management

International Nuclear Information System (INIS)

Gareva, R.

2007-01-01

The world is in the third wave of development, which is digital managed and networked. Information, which creates the knowledge is transferring thorough the Internet by exponential function. The rapid advancement of the computer technology has a great influence over the development of the critical information infrastructure, thus changing the safety environment and the national values and interests. This advancement produces threats and risks from computer perspective which are sublimated in different forms of international terrorism and particularly in cyber terrorism. The main aim of this paper is based on a thorough analysis of what is scientifically known and practiced when nowadays critical information infrastructure is in the focus of the cyber terrorism. The rapid IT development demands changes in the strategic management focus. As a result of a time-consuming theoretical and empirical research this paper suggests a methodology for strategic managing of: threats, risks and vulnerabilities. The proposed methodology is seen as a mean to increase the human security conscious in every sense of the word, and to promote the need for rules, procedures and standards establishment from the aspect of the strategic management in the new information epoch concerning. In addition, through a scientific discourse, a short attempt is made to relate Macedonian reality with the phenomenon mentioned above. The most fundamental set phrase is that the efficiency and promptly made decisions during strategic planning are a projection of the systematic organization of functions and models for managing the risks and threats of the critical information infrastructure. Hence, this paper could be seen as a perspective when taking in consideration the regional strategic management, and the cyber space vital functioning. (author)

Data warehousing: toward knowledge management.

Science.gov (United States)

Shams, K; Farishta, M

2001-02-01

With rapid changes taking place in the practice and delivery of health care, decision support systems have assumed an increasingly important role. More and more health care institutions are deploying data warehouse applications as decision support tools for strategic decision making. By making the right information available at the right time to the right decision makers in the right manner, data warehouses empower employees to become knowledge workers with the ability to make the right decisions and solve problems, creating strategic leverage for the organization. Health care management must plan and implement data warehousing strategy using a best practice approach. Through the power of data warehousing, health care management can negotiate bettermanaged care contracts based on the ability to provide accurate data on case mix and resource utilization. Management can also save millions of dollars through the implementation of clinical pathways in better resource utilization and changing physician behavior to best practices based on evidence-based medicine.

Knowledge Management: A Tripartite Conceptual Framework for Career and Technical Teacher Educators

Science.gov (United States)

Lee, Hae-Young; Roth, Gene L.

2008-01-01

Researchers and practitioners consider knowledge management to be a strategic intervention that integrates organizational resources such as technologies and human resources. This conceptual paper focuses on the foundational contributions of economics, sociology, and psychology to knowledge management. Select theories from each foundational area…

Knowledge Communication as Situated Strategic Action

DEFF Research Database (Denmark)

Kampf, Constance

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

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.

Human Performance Technology and Knowledge Management: A Case Study

Science.gov (United States)

Massey, Anne P.; Montoya-Weiss, Mitzi M.; O'Driscoll, Tony M.

2005-01-01

As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to…

STRATEGIC MANAGEMENT OBJECT AS AN OBJECT OF SCIENTIFIC RESEARCH

Directory of Open Access Journals (Sweden)

Mykola Bondar

2015-11-01

Full Text Available The purpose of research is to highlight the main areas of the system of strategic management accounting, improvement of the principles on which it operates. Subject of research is theoretical and practical aspects of functioning and development of strategic management accounting. Subject area is focused on strategic management information support towards the implementation of the principle of balancing of activity of the entities. Objectives of the research is to determine the place and role of strategic management accounting in the creation of information infrastructure management in the current economic conditions; disclosure of decomposition problems and improvement of the functioning of the system of strategic management accounting, prioritization of development. Hypothesis of the research is based on the assumption that the effectiveness of entities management adapted to the needs of the market environment of complete, accurate and timely information, which is formed in properly organized system of strategic management accounting. Methodology is based on analysis of data of respondents from 125 industrial entities of Kharkiv region. Data was collected through direct surveys and in the preparation of Kharkiv Oblast Development Strategy for the period until 2020. Respondents were asked a number of questions that determine: results of the system of information support of strategic management in enterprises employing respondents; direction of the system of strategic management accounting in enterprises employing respondents. By means of expert assessments was evaluated important source of information for making strategic management decisions. General system of research methodology is based on a systematic approach. Conclusion. During the research was confirmed the role and importance of strategic management accounting information for the purpose of strategic management. According to the results outlined challenges facing the leaders of

Corporate Governance and Strategic Management Accounting Disclosure

Directory of Open Access Journals (Sweden)

Setianingtyas Honggowati

2017-06-01

Full Text Available The aim of this study is to examine the corporate governance influence on strategic management accounting disclosure. The strategic management accounting disclosure in this study was measured by the disclosure level regarding strategic management accounting published in the company's annual report according to the index (made by the author. The corporate governance is proxied by board size, independent board, and managerial ownership. The data of this study are 497 manufacturing companies in Indonesia in the period of 2011-2015 and the method employed in this study is regression analysis method. The findings show that board size has significant positive influence on the disclosure level of strategic management accounting of manufacturing companies in Indonesia, and the proportion of independent board does not influence SMA disclosure, while managerial ownership has negative influence the disclosure level of strategic management accounting.

A Framework for the Strategic Management of Science & Technology Parks

Directory of Open Access Journals (Sweden)

Juliane Ribeiro

2016-12-01

Full Text Available Science and technology parks (STPs have been playing an increasingly influential role in the stimulation and growth of the knowledge economy. However, the spread of STPs faces relevant challenges, such as the development of robust performance management systems, able to demonstrate results and indicate improvement opportunities. Thereby, this paper proposes a theoretical model of performance management, which combines premises of the Service-Dominant Logic (S-D Logic, the Balanced Scorecard (BSC and the General Hierarchical Model (GHM. Based on a multiple-case exploratory and qualitative study, relevant information about the strategic planning and management of these projects were extracted and paved the way for the construction of a performance hierarchical model composed of five perspectives, according to the BSC. Considering the outcomes, it is expected that the proposed model provide useful insights for the consolidation of a framework for the strategic management of science and technology parks.

Implementation Of Strategic Management: The Challenges And ...

African Journals Online (AJOL)

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

THE NECESSITY TO PROMOVION THE MANAGEMENT BASED ON KNOWLEDGE

Directory of Open Access Journals (Sweden)

Sirbu Mirela

2008-05-01

Full Text Available Taking into consideration the current conditions, in which “information is often assimilated with power” the major interest for most organizations stands in collecting the necessary knowledge at a high qualitative level and using it with maximum efficiency, through its materialization into adequate managerial conducts, actions and decisions. Together with the assurance of the material, human resources, both international and financial, the performing organizations are more and more preoccupied by the production, transmitting, usage, depositing and protection of knowledge, especially of the strategic ones, essential for the companies’ development. The information became more and more a resource, a major asset, a main product and at the same time a strategic advantage for organizations, fact that has a significant influence over the content and the way of manifestation of the management, imposing with acuteness the promotion of the management based on knowledge.

Strategic management by balanced development: meaning

Directory of Open Access Journals (Sweden)

Yevtushenko Natalya Olexandrivna

2016-02-01

Full Text Available Based on analyzes of references it was found out the meaning of «management», «strategic management», «development of enterprise», «balanced development» and were proved their connections. It was described authorial interpretation of definition “strategic management by balanced development”. The next descriptions were separated: presence of quantitative and quality changes, adaptation to influence of internal and external environment factors. It was set that a human capital is the main source of the balanced development. On the basis of generalization and systematization of existent interpretations was offered authorial determination of essence of concept «strategic management by balanced development of enterprise».

Strategic market orientation in mental healthcare : A knowledge synthesis

NARCIS (Netherlands)

Bierbooms, J.J.P.A.; Bongers, I.M.B.; van Oers, J.A.M.

2012-01-01

System amendments, budget cuts and market forces have led to a deregulation of the Dutch (mental) healthcare system. Mental healthcare providers are forced to critically examine their strategic position, which increases the need for more knowledge on the strategic market orientation tools that are

An Influence of Strategic Awareness on Management Control: Evidence from Polish Micro, Small and Medium-sized Enterprises

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Joanna Dyczkowska

2015-03-01

Full Text Available Purpose: The paper investigates whether employees’ strategic awareness influences the shape of management control systems (MCSs in Polish micro, small and medium-sized enterprises (mSMEs. Methodology: The study is based on data obtained from 223 companies between November 2010 and January 2012. The quantitative analysis used a set of variables which depicted MCSs: ‘goalsetting process’, ‘control framework’ and ‘organisation of control’. Strategic awareness was considered an independent variable. Findings: The results showed positive correlations between strategic awareness and considered variables. Regression models developed by the authors proved statistically valid. The study evidences, that increasing employees’ strategic awareness stimulates their participation in goal-setting, contributes to the development of more comprehensive MCSs, or may even imply formalisation of management control. Research limitations: The study does not include an analysis of the extent to which employees find MCSs useful in their work. This will be considered in future research. Another possible extension of the project is to identify factors which enable the capturing of the dynamic character of MCSs and their changes over time. Practical implications: The knowledge of MCSs does not explain whether or not the strategic orientation of a company stimulates a need for MCS. Such knowledge may be important to managers who have to face Polish employees’ general aversion to control. Originality: The study contributes to the limited body of knowledge in a scope of relations between employees’ strategic awareness and control mechanisms in Polish mSMEs.

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…

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...

Laying the Foundations for a Knowledge Management Strategy in the Context of a Nuclear New-Build Project

International Nuclear Information System (INIS)

Bright, C.; Schifflers, J.-F.

2016-01-01

Full text: This paper outlines NuGen’s strategic framework for Knowledge Management that is currently being defined in support of the Moorside nuclear new build project in the United Kingdom. The strategic context is described along with an underpinning KM model, five step knowledge process, and oversight and governance arrangements that in combination seek to deliver integrated and sustainable management of critical knowledge assets throughout the plant’s lifecycle. (author

Risk management of knowledge loss in nuclear industry organizations

International Nuclear Information System (INIS)

2006-07-01

Maintaining nuclear competencies in the nuclear industry and nuclear regulatory authorities will be one of the most critical challenges in the near future. As many nuclear experts around the world are retiring, they are taking with them a substantial amount of knowledge and corporate memory. The loss of such employees who hold knowledge critical to either operations or safety poses a clear internal threat to the safe and reliable operation of nuclear facilities. This publication is intended for senior and middle level managers of nuclear industry operating organizations and provides practical information on knowledge loss risk management. The information provided in this it is based upon the actual experiences of Member State operating organizations and is intended to increase awareness of the need to: develop a strategic approach and action plans to address the potential loss of critical knowledge and skills; provide processes and in conducting risk assessments to determine the potential for loss of critical knowledge caused by the loss of experienced workers; and enable nuclear organizations to utilize this knowledge to improve the skill and competence of new and existing workers In 2004, the IAEA published a report entitled The Nuclear Power Industry's Ageing Workforce: Transfer of Knowledge to the Next Generation (IAEA-TECDOC-1399). That report highlighted some of the knowledge management issues in Member States resulting from the large number of retiring nuclear power plant personnel who had been involved with the commissioning and initial operation of nuclear power plants. This publication complements that report by providing a practical methodology on knowledge loss risk management as one element of an overall strategic approach to workforce management which includes work force planning, recruitment, training, leadership development and knowledge retention

Strategic management cultures: historical connections with science

OpenAIRE

Abreu Pederzini, G.

2016-01-01

Purpose: The implicit and indirect influence of classical science on strategic management has been of utmost importance in the development of the discipline. Classical science has underpinned the main and even contrasting strategic management cultures. Classical science has undoubtedly allowed strategic management to thrive. Nevertheless, important limitations, roadblocks and challenges have also been produced. This paper aims to explore the influence of classical science on the main positivi...

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…

Knowledge management based organizations

Directory of Open Access Journals (Sweden)

Manev Gjorgji

2015-01-01

Full Text Available Accomplishment of the goals set by a business organization implies implementation of knowledge management. It allows coordination of the working processes with the information technologies, with a view to adapting the organization's operations to the problems encountered. Overcoming these problems involves designing and implementation of complex business systems supported by information technology. This can be achieved by management that will monitor the business processes through clear indicators, with the purpose of accomplishing the preset strategic goals. This managerial staff must be fully devoted and committed to their work, to learning and creation of expertise that will help overcome the competition challenges.

Theory of Science Perspectives on Strategic Management Research

DEFF Research Database (Denmark)

Foss, Nicolai Juul

Arguments derived from the theory of science have been present in strategic management discourse since at least the beginning of the 1970s. The field's topjournal,the Strategic Management Journal, has printed several theory of sciencebased papers. Most positions in the theory of science...... (falsificationism, instrumentalism, realism, constructivism, etc.) have been present in the methodological discourse in the field. This chapter briefly reviews theory science applications to strategic management, before a distinctive perspective on the evolution of the strategic management field is developed....... According to this perspective, science progresses when deeper level mechanisms are identified and theorized. Theoretical reduction may therefore be an independent criterion of scientific progress. Application to the strategic management field of this perspective, which in the social sciences is closely...

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

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Rolando Juan Soliz Estrada

2007-09-01

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

APPLIED KNOWLEDGE MANAGEMENT IN SMALL DESIGN FIRMS: CASE STUDY

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Christian Donin

2016-09-01

Full Text Available Knowledge is the new strategic imperative of organizations. The ability to manage knowledge is a crucial part of any organizations operational processes. The creation and diffusion of knowledge have become ever more important factors in competitiveness. This paper investigates the Knowledge Management and flow information and in small design firms. It is divided into three main parts. The first part of this paper describes the importance of Knowledge Management for organizations are described together with responsibilities needed to ensure successful Knowledge Management implementations and the Spiral of Organizational Knowledge Creation conception. The second part approaches literature available about process and organizational structure and information flow related to Brazilian design firms. Finally, this paper presents a case study of small design office of Civil Engineering identifying organizational process, verifying the types of communication practices and identifying the types of dynamic process of The Spiral of Organizational Knowledge Creation, KM strategy and dynamic through Knowledge Transfer.

Context: The strategic management Rosetta Stone

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R. V. Weeks

2007-12-01

Full Text Available Purpose: The purpose of this paper is to analyse context as a means for interpreting and making sense of evolving strategic management theory and practice. Problem investigated: Traditional strategic management theory based on rational deductive methodologies assumes contextual predictability, yet contemporary conditions tend to contradict this assumption. In response, alternative theories and practices for dealing with complex contexts have emerged (Brews & Purohit, 2006; Grant, 2003; Kurt & Snowden, 2003and Stacey, 1995. Methodology: A literature study was undertaken to determine the nature of emergent strategic management theory and practice, in response to contextual complexity and how it differs from traditional practice (Mintzberg, 1994 and Weeks &Lessing, 1993. Findings: An important conclusion drawn from the study is that context acts as a determinant for making sense of the evolution of strategic management theory and practice. While traditional strategic management practice still assumes relevance in contexts of linear causality, it breaks down in complex contexts. Emergent strategic management theory, based on complex adaptive systems, is increasingly assuming relevance. Notably, many institutions are still attempting to make use of scenario planning in an attempt to deal with contextual complexity, a practice not supported by leading researchers(Stacey, 1995 and Kurt & Snowden, 2003. Value of the research: The insights gained from the study assume relevance, in view of the contextual complexity confronting modern-day institutions. The findings suggest that emergent strategy based on complex adaptive system theory needs to be considered as a means for dealing with increasing environmental turbulence. Conclusion: It is concluded that context serves as the Rosetta stone for making sense of strategic management theory and practice. In view of the research findings, as reflected in the literature, it would seem that the use of complex

Relation Analysis of Knowledge Management, Research, and Innovation in University Research Groups

Directory of Open Access Journals (Sweden)

Heyder Paez-Logreira

2016-12-01

Full Text Available Knowledge is a competitive advantage for companies. Knowledge Management helps to keep this competitiveness. Universities face with challenges in research, innovation and international competitiveness. The purpose of this paper includes studying Knowledge Management Models, and Innovation Models apply to Research Groups of Universities, through an analysis of relation in inter-organizational level. Some researchers and leaders of research groups participated in a survey about knowledge management and innovation. Here we show the relationship between knowledge management, innovation and research, including processes and operations performed by universities around these. We organize the results in three dimensions: Knowledge Management perception, the relationship between Knowledge Management and Innovation, and Strategic Knowledge organization. Too, we identify a generality of good practices, challenges, and limitations on Research Groups for Knowledge Management.

THE INFORMATION TECHNOLOGY AS A SUPPORT FOR STRATEGIC INFORMATION MANAGEMENT IN SMALL COMPANIES

Directory of Open Access Journals (Sweden)

Giseli Diniz de Almeida Moraes

2006-11-01

Full Text Available The present article aims to discuss the contribution of information technology (IT as a support to the strategic management of information in small businesses. This is a relevant subject to this sector, in which the information on the subjects is scarce and there is little knowledge of its relevance in the strategic process. Thus, most entrepreneurs do not visualize the information technology as a tool capable of aiding in the decision and strategic process, using it, many times, just in administrative and operational tasks. Another reason that contributes to a minor dissemination of the information technology in the small businesses segment is its lack of adaptation to the environment, where it is implemented without considering the principal management specificities of the small enterprises. The literature about the use of information technology in the strategic process of small organizations shows a series of obstacles to be overcome, such as: implementing financially accessible technologies, involving the entrepreneur in the implementation process and supplying adapted training to employees and entrepreneurs. Therefore, for small businesses it is relevant to develop researches that allow the adaptation of information technology to its needs to improve the strategic management.

The Strategic balance in a Change Management Perspective

DEFF Research Database (Denmark)

Bordum, Anders

2010-01-01

Abstract Purpose – The purpose of this paper is to revisit and rationally reconstruct the role of planning, strategic management, and strategic balance, in a context of managing change. The general problem dealt with is: “When is it possible to design and manage a balanced strategic change process...... abstract and complex, but nevertheless preserve the idea of planning and control as a demand for strategic balance. The last section inserts this discussion into a change management framework pointing to a practical paradox emerging and addressing a possible solution. Findings – It is argued...

Leadership and Knowledge Management in an E-Government Environment

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Jason H. Sharp

2012-02-01

Full Text Available The Malcolm Baldrige National Quality Award (MBNQA is well known to assess quality and business processes in a variety of sectors, including government. In this study, we investigate the relationship between aspects of the MBNQA’s leadership triad and knowledge management in an e-government context. Specifically, we survey 1,100 employees of a medium-sized city government in the United States to investigate the relationship between leadership triad components, leadership strategic planning, and customer/market focus, with knowledge management. Our results show that these components are significantly related to knowledge management and are important in the delivery of e-government applications to the citizenry.

[Conceptualization of knowledge management in medium and high complexity health institutions].

Science.gov (United States)

Arboleda-Posada, Gladys I

2016-06-01

Objective To identify the familiarization, conceptualization and incorporation of employees of medium and high complexity health institutions in the Valle de Aburrá, Colombia into the strategic knowledge management platform in 2011. Methodology Cross sectional study. The study was carried out by applying surveys to 224 employees to assess knowledge management. The population included staff who working in the Health Providing Institutions (IPS) of high (52) and medium complexity (322) in the Valle de Aburrá in 2011. In both the public and private institutions surveyed, 38.8 % of the respondents said they were not familiar with knowledge management. Among those who had administrative training, the ignorance was less than among care workers. It was also noted that as the level of education increased, knowledge of the concept was greater. A high proportion (65.2 % ) of respondents placed the concept in line with the creation, organization, storage, retrieval, transfer and application of knowledge systematically. 78.7 % of respondents from public institutions said that knowledge management was part of the strategic platform of the institution. 58.3 % from private institutions said the same. Conclusions In general terms the concept of knowledge management is not well conceived or familiar to the staff working in these institutions. The study confirmed a lack of empowerment in the field to promote the development of new ideas and to ensure that they become service innovations or processes that contribute to the development of institutional knowledge.

Theoretical aspects of strategic adaptation management of enterprises

Directory of Open Access Journals (Sweden)

Khaustova Ksenya Mykhailivna

2016-09-01

Full Text Available In the article the theoretical foundations of strategic adaptation management as an actual approach to the management of enterprise under conditions that are constantly changing have been developed. The theoretical approaches to the definition of “adaptation enterprise” have been studied and systematized. The essence and principles of strategic management adaptation were expounded. The model of strategic management was improved through the introduction of continuous monitoring and evaluation of changes in the environment and the actual adjustments to the system and processes. The essence and features adaptive capacity of the enterprise as a key element of strategic management have been investigated.

Applying a Knowledge Management Modeling Tool for Manufacturing Vision (MV) Development

DEFF Research Database (Denmark)

Wang, Chengbo; Luxhøj, James T.; Johansen, John

2004-01-01

This paper introduces an empirical application of an experimental model for knowledge management within an organization, namely a case-based reasoning model for manufacturing vision development (CBRM). The model integrates the development process of manufacturing vision with the methodology of case......-based reasoning. This paper briefly describes the model's theoretical fundamentals and its conceptual structure; conducts a detailed introduction of the critical elements within the model; exhibits a real world application of the model; and summarizes the review of the model through academia and practice. Finds...... that the CBRM is supportive to the decision-making process of applying and augmenting organizational knowledge. It provides a new angle to tackle strategic management issues within the manufacturing system of a business operation. Explores a new proposition within strategic manufacturing management by enriching...

Knowledge Management Course for Master Program in Nuclear Engineering

International Nuclear Information System (INIS)

Geraskin, N.I.; Kosilov, A.N.; Kulikov, E.G.

2014-01-01

Background for NKM Course: • A basic level of nuclear knowledge is a part of the general human culture. • An intermediate level of nuclear knowledge is a part of general scientific-technical culture and is taught at university. • An advanced level of nuclear knowledge has been accumulated by many experienced workers in both power and non-power applications. • KM in the last 20 years has established itself as a key strategic approach for management of intellectual assets and knowledge that can improve efficiency and safety, increase innovation and help preserve and enhance current nuclear knowledge. • Considering the critical importance of nuclear knowledge for power generation, medicine, agriculture, it is timely to introduce the concept of managing knowledge at the university level

The relationship between strategic control and conscious structural knowledge in artificial grammar learning.

Science.gov (United States)

Norman, Elisabeth; Scott, Ryan B; Price, Mark C; Dienes, Zoltan

2016-05-01

We address Jacoby's (1991) proposal that strategic control over knowledge requires conscious awareness of that knowledge. In a two-grammar artificial grammar learning experiment all participants were trained on two grammars, consisting of a regularity in letter sequences, while two other dimensions (colours and fonts) varied randomly. Strategic control was measured as the ability to selectively apply the grammars during classification. For each classification, participants also made a combined judgement of (a) decision strategy and (b) relevant stimulus dimension. Strategic control was found for all types of decision strategy, including trials where participants claimed to lack conscious structural knowledge. However, strong evidence of strategic control only occurred when participants knew or guessed that the letter dimension was relevant, suggesting that strategic control might be associated with - or even causally requires - global awareness of the nature of the rules even though it does not require detailed knowledge of their content. Copyright © 2016 The Authors. Published by Elsevier Inc. All rights reserved.

THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS

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M. A. Lyashenko

2015-01-01

Full Text Available Consideration subject in this article are models of strategic management of large transnational information and communication business. The purpose of the presented work consists in formation of ideas of model of strategic management on the example of infocommunication business. For achievement of a goal the author of article carries out the analysis and synthesis of the existing practice of strategic management in infocommunication business. For achievement of a goal, as methodological base, the systems and logical analysis was selected. In water part of article the interrelation of a computerization of basic functions of a business management, by public and public institutions, growth of the enterprises of the information and communication sphere and formation of a pool of specially prepared labor with development of practice of a strategation is presented. In the main part of article practice of the organization of strategic management of infocommunication business in three leading fi rms of this branch of Microsoft, Dell, Intel is considered. Consideration is directly coordinated to evolution of the infocommunication branch defi ning regularities of strategic management. The model strategic management in the Microsoft company conceptually corresponds to strategy of growth and includes three elements: representation, participation and innovations. At the heart of model of strategic management of Intel there are two elements: fi rst, deduction of leader positions in the of a segment by means of development, productions and sales of the most eff ective and available goods at the price, secondly, is maximizing use value of the fi nal product of the company. Generally the model of strategic management of Dell includes three basic elements: development and use of the latest technologies, high quality of goods, eff ective interrelation in a value creation chain. As result of the experiment of strategic management of large information

Strategic Management Accounting in Organizations’ Cash Flow Control

Directory of Open Access Journals (Sweden)

Y. P. Vetrov

2017-09-01

Full Text Available The article deals with the various interpretations of the term "strategic management accounting". The role and importance of strategic management accounting in the organization’s cash flows control are investigated. The accounting and analytical models of strategic management accounting are analyzed. The territorial scope of this article covers the Russian Federation. The study concludes that the system of assessment parameters of organization’s financial condition should cover all its aspects, namely, financial sustainability, solvency, liquidity and business activity. Hence, strategic management accounting of cash flows makes it possible to correctly set information base to monitor financial flows of a company which responds the tends of market economy and allows to make optimal management decisions.

STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION

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Zanina Kirovska

2011-06-01

Full Text Available Within the world of tourism development, it is indisputable for strategic planning of tourism, especially for defining and existence of a development strategy for tourism. The implementation of the development strategy for tourism is determined by the functioning of strategic management in tourism.Strategic management is a proactive process of achieving long-term compatibility of the corresponding field in planned tourism environment. This management is a profitable way for implementation of priority development goals in tourism, set by the national economy, which is affected by tourism development. Strategic management basically has all the necessary features that promise efficiency and effectiveness in achieving development goals in tourism.With increasing competition and globalization trends, dynamics and development of tourism is increasingly intensified, and strategic management to ensure efficient and effective business operations (resource management, management information systems, maintaining and developing relations with tourisms, expanding and development of the tourism business, managing to new and innovative tourism projects. Therefore the importance of strategic and operational management without successful parts of operations, threaten the development of the tourism component.

Strategic Issues for Training.

Science.gov (United States)

Pollitt, David, Ed.

1999-01-01

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

Future strategic directions for radioactive waste management programmes

International Nuclear Information System (INIS)

Anon.

1999-01-01

The NEA Radioactive Waste Management Committee (RWMC) has identified six strategic areas as priorities for work in the coming years. These strategic areas, listed in this paper, are described in a NEA publication (Strategic Areas in Waste Management: the viewpoint and work orientations of the NEA RWMC

Strategic Management of Innovations at Pharmaceutical Enterprises

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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.

STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

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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.

PUBLIC-PRIVATE DISTINCTIONS AND STRATEGIC MANAGEMENT

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Ioan NICOLAE

2007-01-01

Full Text Available Public organizations are no longer synonymous with governmental agencies but include many for-profit service organizations as well as the third sector, which is made up of the private NPOs. Such diverse organizations. meet the publicness criterion to the extent that they cannot ignore publicness when dealing with development of strategy. Competitive models of strategic management have little use in organizations with significant degrees of publicness. Instead, a strategy should be sought which enhances cooperation and collaboration. Strategic management in public settings must identify the beliefs and demands of key stakeholders and deal with elaborate fictions held by these individuals to premise development and guide implementation. Strategic managers must carefully collaborate with their oversight body as they fashion a strategy.

Strategic Management Accounting in Organizations’ Cash Flow Control

OpenAIRE

Y. P. Vetrov; O. G. Vandina; A. R. Galustov

2017-01-01

The article deals with the various interpretations of the term "strategic management accounting". The role and importance of strategic management accounting in the organization’s cash flows control are investigated. The accounting and analytical models of strategic management accounting are analyzed. The territorial scope of this article covers the Russian Federation. The study concludes that the system of assessment parameters of organization’s financial condition should cover all its aspect...

Strategic Management Foundations and Employee Performance of ...

African Journals Online (AJOL)

Strategic management foundation is a fundamental part of any organization. Strategic management comprise of environmental scanning, strategy formulation, implementation, evaluation and control. Through this process, an organization plans its activities which shall be profitable to the firm. Employee performance is the ...

STAGES AND EVOLUTIONS IN STRATEGIC MANAGEMENT ACCOUNTING

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CĂRUNTU GENU ALEXANDRU

2016-06-01

Full Text Available Strategic management accounting includes inside, outside the company and future oriented tools, which have as role monitoring the strategy, its communication and helping develop new strategies. A special category in strategic management accounting is the performance management systems, covering a sum of indicators from diverse sources which support the pursuit of creating value for partners.

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

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POP Zenovia Cristiana

2013-07-01

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

Strategic 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...

Learning-by-Doing Teamwork KSA: The Role of Strategic Management Simulation

Science.gov (United States)

Martín-Pérez, Víctor; Martín-Cruz, Natalia; Pérez-Santana, Pilar

2012-01-01

The objective of this paper is to evaluate the effectiveness of strategic management simulations as a learning-by-doing tool so that university students can learn to work in a team, that is, they can enhance their knowledge, skills, and abilities (KSA) for effective teamwork. The authors have carried out an analysis of the effect of strategic…

STRATEGIC MANAGEMENT OF DEVELOPMENT OF RURAL TERRITORIES OF UKRAINE

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S. T. Slyusar

2014-04-01

Full Text Available In article features of strategic management by development of rural territories at regional level are considered, stages of strategic management, a role and a place of local and government bodies of the power in strategic instruments of development of ensuring strategic management in rural areas are defined and analysed. Foreign experience, for comparison of methods of development of rural areas in the different countries is investigated.Purchase on Elibrary.ru > Buy now

THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS

OpenAIRE

M. A. Lyashenko

2015-01-01

Consideration subject in this article are models of strategic management of large transnational information and communication business. The purpose of the presented work consists in formation of ideas of model of strategic management on the example of infocommunication business. For achievement of a goal the author of article carries out the analysis and synthesis of the existing practice of strategic management in infocommunication business. For achievement of a goal, as methodological base,...

Nuclear Knowledge Management

International Nuclear Information System (INIS)

Hanamitsu, K.

2015-01-01

Knowledge is a strategic asset in every business. It should be actively managed by creating, acquiring, sharing, transferring and retaining among workers. Leaders and managers have to understand the significance of knowledge management (KM), recognise the risks of knowledge loss and gaps, and its impact on their working environment. Nuclear industry appears to be behind other industries in KM. This is firstly attributed to the nature of business which deals with sensitive data on nuclear materials and prioritises safety and security over information sharing. Second, it faces strong competition over the operational life-cycle, which discourages to exchange know-how and experiences. Third, nuclear industry is highly technology-oriented with homogeneous form, which misleads people to believe that KM has been already in place. Those factors could be barriers to establish nuclear KM culture on the basis of corporate core value and safety culture. Practical example of KM in business includes codification of particular skills into knowledge repository such as manual, handbook and database, and implicit knowledge transfer from experts to successors through apprenticeship and mentoring programmes. The examples suggest that KM applications closely link to information technology (IT) and human resource development (HRD) strategies, which results in effective integration of all available resources: people, process, and technology. Globalization and diversity is another dimension where KM can contribute to the solution. Global companies have to achieve a common goal beyond cultural, racial and gender differences. KM helps reduce the gaps, identify the core competence, and increase flexibility in workplace. Working women have been developing their professional career while adapting to situational changes in their lives. It might be easier for them to understand the importance of KM and develop KM practices in the organizations. KM will help nuclear industry to respond to the

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

Directory of Open Access Journals (Sweden)

Yukhneva Nina

2017-01-01

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

Strategic Management: The theory and practice of strategy in (business) organizations

DEFF Research Database (Denmark)

Jofre, Sergio

This work is the result of an ongoing study on the patterns and trends on both the theory and practice in the field of strategic management carried out at the Section of Innovation Systems and Foresight. The report focuses on different issues regarding the broad topic of strategy in organizations......, but special attention is given to three relevant issues regarding the current diversification and fragmentation in the field of strategic management: • The lack of a universally accepted definition of what strategy is, • The multi-disciplinary nature of the field, and • The development and evolution of our...... knowledge on human cognition and organizations’ behaviour. These issues are addressed from the perspective of influential scholars and practitioners of different disciplines, yet they are discussed from the angle of business organizations....

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.

PATTERNS FOR IDENTIFYING APPROPRIATE KNOWLEDGE MANAGEMENT STRATEGIES IN ORGANIZATIONS

Directory of Open Access Journals (Sweden)

Khadijeh Salmani

2012-06-01

Full Text Available Nowadays, striving to find an efficient way for developing or identifying appropriate knowledge management strategies in organizations has become so critical. Researchers and practitioners have attached great importance to information pyramids in organizations and have highlighted the lack of trained and skilled staff as a serious problem. On the other hand, having more flexibility at workplace, offering better service, and fulfilling customers' demands require a strategy for managing knowledge and its consequence. Knowledge management provides a wide range of different strategies and methods for identifying, creating, and sharing knowledge in organizations. This deep insight which consists of individual, organization’s experience, knowledge, and understanding helps organization respond to both internal and external stimuli and act in harmony. One fact which has seemingly achieved a consensus is the need for different strategies of knowledge management. Among the wide range of various and often unclear knowledge management strategies one can choose a strategy in a specific situation. The aim of this paper is to respond to strategic questions which emphasize competitive intelligence and internal knowledge retrieval system. The implications are discussed in detail.

Model of modern strategic management of an enterprise: contents and components

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I.T. Raykovska

2015-09-01

Full Text Available The article investigates different interpretations and definitions of the concept of strategic management. It also aims to identify the ways of revealing the components and peculiarities of the concept.On the base of the critical analysis of economic literature the author singles out process, target, and complex approaches to the interpretation of the essence of strategic management and indicates that strategic management is a complex concept that encompasses management of strategic opportunities and operative management of problems in real time to respond to unpredictable changes fast. According to the modern understanding of strategic management the author singles out its main peculiarities which presuppose ensuring of quick response of an enterprise to the changes of external environment with the help of already developed strategic methods and models, strategic thinking of employees of an economic entity aimed at achieving its development strategy. The parameters of comparison of operating and strategic management are systematized. It is established that operating management is centered on the search for the ways of better use of enterprise resources, while strategic management looks to the needs and changes of external environment, tracking and adapting to its changes, search for new possibilities in competitive environment. The conceptual model of strategic management of an enterprise is formed. It is stated that the use of the model enables to determine the place of strategic analysis in the discussed system and to ensure the fulfillment of strategic plans.

Theoretical and methodological aspects of strategic sales management of enterprise

OpenAIRE

Hurzhiy, N.

2014-01-01

In the article existing approaches to strategic management are analyzed, features and a concept of strategic sales management are defined. Also in the article there is encouraged to use processdesign approach in the implementation of strategic management. Also the principles which should be carried out by strategic management of sales activities are identified in relation to the elements of the systemsales activities, as consumers, state infrastructure software sales, competition and enterprise.

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.

Risk management of knowledge loss in nuclear industry organizations (Russian edition)

International Nuclear Information System (INIS)

2012-08-01

Maintaining nuclear competencies in the nuclear industry and nuclear regulatory authorities will be one of the most critical challenges in the near future. As many nuclear experts around the world are retiring, they are taking with them a substantial amount of knowledge and corporate memory. The loss of such employees who hold knowledge critical to either operations or safety poses a clear internal threat to the safe and reliable operation of nuclear facilities. This publication is intended for senior and middle level managers of nuclear industry operating organizations and provides practical information on knowledge loss risk management. The information provided in this it is based upon the actual experiences of Member State operating organizations and is intended to increase awareness of the need to: develop a strategic approach and action plans to address the potential loss of critical knowledge and skills; provide processes and in conducting risk assessments to determine the potential for loss of critical knowledge caused by the loss of experienced workers; and enable nuclear organizations to utilize this knowledge to improve the skill and competence of new and existing workers In 2004, the IAEA published a report entitled The Nuclear Power Industry's Ageing Workforce: Transfer of Knowledge to the Next Generation (IAEA-TECDOC-1399). That report highlighted some of the knowledge management issues in Member States resulting from the large number of retiring nuclear power plant personnel who had been involved with the commissioning and initial operation of nuclear power plants. This publication complements that report by providing a practical methodology on knowledge loss risk management as one element of an overall strategic approach to workforce management which includes work force planning, recruitment, training, leadership development and knowledge retention

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

Science.gov (United States)

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

2015-02-26

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

Applying strategic management theories in public sector organizations

DEFF Research Database (Denmark)

Hansen, Jesper Rosenberg; Ewan, Ferlie

2016-01-01

This article discusses the utility of two different strategic management theories in different types of public organizations including contemporary New Public Management-based public organizations, namely Porter's strategic positioning model and the resource-based view of strategy. We argue...... conditions: the degree of administrative autonomy, performance-based budgeting and market-like competition. We give empirical examples drawn from public servives in the UK and Denmark. We call for more exploration of these (and other) strategic management approaches within contemporary public services...

Leadership side in changing strategic creation of firms

OpenAIRE

Malinovska, Elizabeta

2013-01-01

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

Designing a fuzzy expert system for selecting knowledge management strategy

Directory of Open Access Journals (Sweden)

Ameneh Khadivar

2014-12-01

Full Text Available knowledge management strategy is mentioned as one of the most important success factors for implementing knowledge management. The KM strategy selection is a complex decision that requires consideration of several factors. For evaluation and selection of an appropriate knowledge management strategy in organizations, many factors must be considered. The identified factors and their impact on knowledge management strategy are inherently ambiguous. In this study, an overview of theoretical foundations of research regarding the different knowledge management strategies has been done And factors influencing the knowledge management strategy selection have been extracted from conceptual frameworks and models. How these factors influence the knowledge management strategy selection is extracted through the fuzzy Delphi. Next a fuzzy expert system for the selection of appropriate knowledge management strategy is designed with respect to factors that have an impact on knowledge management strategy. The factors which influence the selection of knowledge management strategy include: general business strategy, organizational structure, cultural factors, IT strategy, strategic human resource management, social level, the types of knowledge creation processes and release it. The factors which influence the knowledge management strategy selection include: business strategy general, organizational structure, cultural factors, IT strategy, human resource management strategies, socialization level, knowledge types and its creation and diffusion processes. According to identified factors which affect the knowledge management strategy, the final strategy is recommended based on the range of human-oriented and system-oriented by keep the balance of explicit and implicit knowledge. The Designed system performance is tested and evaluated by the information related to three Iranian organization.

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

The strategic importance of identifying knowledge-based and intangible assets for generating value, competitiveness and innovation in sub-Saharan Africa

Directory of Open Access Journals (Sweden)

Nicoline Ondari-Okemwa

2011-01-01

Full Text Available This article discusses the strategic importance of identifying intangible assets for creating value and enhancing competitiveness and innovation in science and technology in a knowledge economy with particular reference to the sub- Saharan Africa region. It has always been difficult to gather the prerequisite information to manage such assets and create value from them. The paper discusses the nature of intangible assets, the characteristics of a knowledge economy and the role of knowledge workers in a knowledge economy. The paper also discusses the importance of identifying intangible assets in relation to capturing the value of such assets, the transfer of intangible assets to other owners and the challenges of managing organizational intangible assets. Objectives of the article include: underscoring the strategic importance of identifying intangible assets in sub-Saharan Africa; examining the performance of intangible assets in a knowledge economy; how intangible assets may generate competitiveness, economic growth and innovation; and assess how knowledge workers are becoming a dominant factor in the knowledge economy. An extensive literature review was employed to collect data for this article. It is concluded in the article that organizations and governments in sub-Saharan Africa should look at knowledge-based assets as strategic resources, even though the traditional accounting systems may still be having problems in determining the exact book value of such assets. It is recommended that organizations and government departments in sub-Saharan Africa should implement a system of the reporting of the value of intangible organizational assets just like the reporting of the value of tangible assets; and that organizations in sub-Saharan Africa should use knowledge to produce “smart products and services” which command premium prices.

Strategic Aspects of Cost Management

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Angelika I. Petrova

2013-01-01

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

Required Steps of Managing International Equity Placement Strategic Alliance

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Harimukti Wandebori

2012-01-01

Full Text Available The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA. The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs. The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances. Keywords: strategic alliance, equity placement, international equity placement strategic alliance, privatization, steps of international equity placement strategic alliance, state-owned enterprises

Computer Support for Knowledge Management within R&D and the Teaching of Bachelor Students

Directory of Open Access Journals (Sweden)

Stefan Svetsky

2013-01-01

Full Text Available Abstract—Knowledge plays a key role within research, development and education. One of the major challenges for knowledge management is to select the right knowledge from numerous sources, including know - how of individuals, and to transform it into useful, practicable knowledge. The focus should always be on supporting strategic organisational goals. In this context, from the organisation’s strategic point of view, it is very important to link an institutional knowledge management system with the knowledge management systems of individuals. This paper presents personalised IT - support for knowledge management within industrial R&D and especially for teaching and learning. The support is based on the use of a long term developed in - house software that enables individuals (managers and teachers to process and manage knowledge on their desktop computers in a user friendly way. Within the implementation of “Technology - enhanced learning” at the Faculty of Materials Science and Technology, a pre - programmed work environment called BIKE (Batch Information and Knowledge Editor was developed. However, this desktop environment works also as a teacher’s personalized knowledge management system. It is programmed by the lead author of this paper who is a teacher; therefore the outcomes into teaching bachelor students are implemented directly into the classroom. The paper also presents how such IT - support complements, at a personalized level, the existing organizational knowledge management tool known as the university’s Academic Information System. Some examples from teaching are presented, communication channels (teacher - student forums were also mentioned as a part of the teacher’s knowledge management personalised system. In this case, the BIKE environment is demonstrated as an alternative to learning management systems based on the so called WEB 2.0 technologies.

Managing transdisciplinarity in strategic foresight

DEFF Research Database (Denmark)

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

2010-01-01

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

Knowledge evaluation for knowledge management implementation: A case study of the radiopharmaceutical centre of IPEN

Energy Technology Data Exchange (ETDEWEB)

Ricciardi, R.I. [Instituto de Pesquisas Energeticas e Nucleares, Nuclear and Energy Research Institute, IPEN-Brazil, Cidade Universitaria, Sao Paulo, SP (Brazil)]. E-mail: rita@ipen.br; Barroso, A.C.O. [Instituto de Pesquisas Energeticas e Nucleares, Nuclear and Energy Research Institute, IPEN-Brazil, Cidade Universitaria, Sao Paulo, SP (Brazil)]. E-mail: barroso@ipen.br; Ermine, J.-L. [INT - Institut National des Telecommunications, Evry Cedex (France)]. E-mail: jean-louis.ermine@int-evry.fr

2006-07-01

In recent years, organisations have used multiple methods and approaches to design their strategic and action plans. In this context, resource-based view (RBV) and knowledge-based view (KBV) frameworks have received increased attention as being instrumental to strategy formulation. The synergy of these approaches with knowledge management initiatives is intuitive and their use in a common framework is discussed here to show the importance of methods and instruments to mapping and assessing the knowledge assets of an organisation. The application of such methods to the radiopharmaceutical centre of IPEN is described. (author)

Knowledge evaluation for knowledge management implementation: A case study of the radiopharmaceutical centre of IPEN

International Nuclear Information System (INIS)

Ricciardi, R.I.; Barroso, A.C.O.; Ermine, J.-L.

2006-01-01

In recent years, organisations have used multiple methods and approaches to design their strategic and action plans. In this context, resource-based view (RBV) and knowledge-based view (KBV) frameworks have received increased attention as being instrumental to strategy formulation. The synergy of these approaches with knowledge management initiatives is intuitive and their use in a common framework is discussed here to show the importance of methods and instruments to mapping and assessing the knowledge assets of an organisation. The application of such methods to the radiopharmaceutical centre of IPEN is described. (author)

Importance of Strategic Management in Business

Directory of Open Access Journals (Sweden)

Yakup DURMAZ

2016-03-01

Full Text Available Today, we see a busy and fast period of change in all area of our life. This process consistently changes especially the management domain and forces business managers to be ready to change at any moment. Change has become so fast all around the world and it has turned into a multidimensional concept. The period of change in which we live in an interactive and fast way in political, social, cultural and economic areas brings up different processes such as quick start, quick decision making, bringing more dynamics and flexibility structure to management. In this context, the main idea of our study is based on that businesses should manage the process of change by using strategies. Businesses which understand clearly what strategy is and design their future plans based on those strategies are going to be more successful than their competitors in the environments seen fierce competition and fast change. In our study formed around this basic thesis, first we will make a conceptual analysis related to strategies, then refer to the importance of strategic management and we will examine strategic management contributions to businesses and finally, we will mention the importance of connection between strategy and culture of an organization to be enable more success in the strategic management process.

STRATEGIC MANAGEMENT IN NONPROFIT AND PUBLIC ORGANIZATIONS

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Ioan NICOLAE

2008-01-01

Full Text Available Strategic management in public organizations can use coerciveness as a keyelement of their strategy. Private organizations are more dependent onmarketing or selling to potential customers. As publicness increases,marketing declines in importance and maintaining favorable coercivearrangements increases in importance. Strategic managers should be awareof coercive opportunities in their mandates as they fashion strategy anddevise implementation plans.

Strategic Project Management at the NASA Kennedy Space Center

Science.gov (United States)

Lavelle, Jerome P.

2000-01-01

This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

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...

VIEW ON STRATEGIC MANAGEMENT LITERATURE FROM ROMANIA

Directory of Open Access Journals (Sweden)

Bacanu Bogdan

2012-07-01

the level of visibility. The results offer a general view, as a n#8220;snapshot,n#8221; of the main set of characteristics related to the significant issues of strategic management published in Romanian by Romanian authors. Elements related to amount and contents are taken into account and deductive qualitative evaluations are developed on the quality of the issues. The limits of the study are predetermined by selecting an optimistic approach, a fact that implies the de facto formation of a favorable sample consisting of elements to be researched. This study represents a point of entry for a n#8220;whon#8217;s whon#8221; type discussion on the current strategic management theory in Romania. Its exploratory character allows the planning of a higher scale research in order to devise a more reliable inventory of the products related to the field and to measure the real impact of the knowledge diffused by these works, books and articles. By choosing this topic, the author attempted to draw attention to the necessity of researching on the n#8220;productionn#8221; of theory authors involved in a certain field n#8211; in this instance the strategic management n#8211; in order to decide if the research framework of the associated practice has a reliable basis. Even if structured in a rather elliptical style, the conclusions suggest that in the Romanian field of theory there is still a wide array of unbeaten paths.

Creating a strategic plan for configuration management using computer aided software engineering (CASE) tools

International Nuclear Information System (INIS)

Smith, P.R.; Sarfaty, R.

1993-01-01

This paper provides guidance in the definition, documentation, measurement, enhancement of processes, and validation of a strategic plan for configuration management (CM). The approach and methodology used in establishing a strategic plan is the same for any enterprise, including the Department of Energy (DOE), commercial nuclear plants, the Department of Defense (DOD), or large industrial complexes. The principles and techniques presented are used world wide by some of the largest corporations. The authors used industry knowledge and the areas of their current employment to illustrate and provide examples. Developing a strategic configuration and information management plan for DOE Idaho Field Office (DOE-ID) facilities is discussed in this paper. A good knowledge of CM principles is the key to successful strategic planning. This paper will describe and define CM elements, and discuss how CM integrates the facility's physical configuration, design basis, and documentation. The strategic plan does not need the support of a computer aided software engineering (CASE) tool. However, the use of the CASE tool provides a methodology for consistency in approach, graphics, and database capability combined to form an encyclopedia and a method of presentation that is easily understood and aids the process of reengineering. CASE tools have much more capability than those stated above. Some examples are supporting a joint application development group (JAD) to prepare a software functional specification document and, if necessary, provide the capability to automatically generate software application code. This paper briefly discusses characteristics and capabilities of two CASE tools that use different methodologies to generate similar deliverables

Exploring Knowledge Governance

DEFF Research Database (Denmark)

Foss, Nicolai Juul; Mahoney, Joseph T

Knowledge governance is characterized as a distinctive research subject, the understanding of which cuts across diverse fields in management. In particular, it represents an intersection of knowledge management, strategic management, and theories of the firm. Knowledge governance considers how de...

The Strategic Risk Management at Different Stages of Innovation Project

Directory of Open Access Journals (Sweden)

Pysmak Viktoriia O.

2017-03-01

Full Text Available This article considers the theoretical principles of the strategic risk management at every stage of innovation project. Relevance of the selected area of research has been substantiated in view of the necessity to provide the theoretical and practical foundations for the strategic risk management of innovation activity. Principles of management of innovation at a contemporary enterprise have been allocated. Analysis of such concepts as «risk», «innovation», «strategic management» was carried out. The concept of «innovation project» has been considered, its features and characteristics have been allocated. The basic tools of the strategic management of enterprise in current conditions have been described. The basic principles of the strategic risk management of innovation activity have been formulated. A scheme with allocating the stages of innovation activity and the risks involved has been elaborated, taking into consideration the factors of occurrence of risks. The main groups of management strategies have been allocated. The tasks facing the managerial board in the process of the strategic risk management at every stage of the innovation project have been formulated.

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.

Strategic nutrient management of field pea in southwestern Uganda ...

African Journals Online (AJOL)

Strategic nutrient management of field pea in southwestern Uganda. ... African Journal of Food, Agriculture, Nutrition and Development ... Strategic nutrient management requires that the most limiting nutrient is known in order to provide a foundation for designing effective and sustainable soil fertility management ...

A portfolio management system in the strategic management process

Directory of Open Access Journals (Sweden)

Qifan Huang

2017-02-01

Full Text Available Strategic management is the process of “what we are” which decides and implements “what we intend to be and how we are going to get there.” Strategy describes how an organization intends to compete with the resource available in the existing and perceived future environment. “Project management” is ancient, but also emerging. The wise human ancestors left numerous miracles with us, project management is a branch of the discipline of management, including the pyramids, statues of Zeus, Lighthouse of Alexandria, etc., which are brilliant pages in the history of project management. A project is a plan to solve the problem and effectively complete the established goal of the projects, so you have to go on strategic management for the project. Policy management is the means to achieve its objectives, including planning, implementation and control process. Strategic management is to gather staffs with different functions and form the project team. Due to its properties with a variety of different functions, more flexible management of property strategy in accordance with its special functions should be made in response to the changing internal and external environment. Management of functions is the role and performance management. It is not crime and punishment, but sparse and guide. Instead of the occurrence and discovery of issues, the difficulty is finding the solutions to problems by observations and recommendations. The management functions need to recognize their own responsibilities, and help the company to have a more long-term development of rational thinking.

The Role of Knowledge Management in E-Business Strategy

Directory of Open Access Journals (Sweden)

Ali Khalouei

2014-09-01

Full Text Available The purpose of this research is to study the role of knowledge management in building an E-business strategy. In terms of purpose, nature and data collection, the research is respectively an applied, descriptive-survey and field study research. The population of the research consisted of two groups. The first one included 10 experts in the field of knowledge management and E-who determined the validity of the research instrument. In the second stage and to test hypothesizes, 180 usable questionnaires were gathered from people who were related to E-business. In the first stage of the research, the role of knowledge management in implementing each stage of E-business strategy bulling model of Hackbarth and Kettinger, including initiation, diagnosis, strategic choice, and transition, was verified by experts. Then the rate of using knowledge management in building an E-Business strategy by three great Iranian companies was studied. The result of the present research shows that in these three companies, knowledge management has a significant role in all stages of building an E-Business strategy. However, the importance of the mentioned role in each activity and is far different.

A thought on enterprise knowledge management from the document management's point of view

International Nuclear Information System (INIS)

Wu Kaiping; Liu Shanyong

2010-01-01

As an important innovation of modern management concept, Knowledge Management has been applied in fields as enterprise management and government administration, and has become an important development direction of document management. However, KM currently is still in an embarrassing position in China. As a modern management concept, KM has to exert its function sufficiently by using modern technology. To implement enterprise KM strategy successfully, we need to evaluate enterprise's strategic objectives, organization, system, technology, personnel, capital, work flow, knowledge flow, culture and so on exactly and roundly, to persist in the humanity-based principle, to find out the factors that block the implantation of enterprise KM, to define the objectives of enterprise KM, and accordingly, to formulate corresponding implementation plan and strategy, and to chose appropriate KM tools, etc. From the document management's point of view, KM concept could and should be integrated with digital library and digital archives to construct digital library/digital archives of knowledge management type; to find out the breakthrough of KM and to do the basic jobs of KM well, that includes integrating all kinds of literature resources efficiently, improving the document management level, and constructing different kinds of enterprise knowledge repositories according to user's requirement. (authors)

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.

Conflict Resolution in Organization through Strategic Management

OpenAIRE

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

2014-01-01

This study reveals the conflict Resolution in organization through Strategic management. There are different causes of conflicts within Organization and impact of conflicts on organization performance. The past decade researches identify the negative relation of conflict with employee performance. The research methodology was case study approach of different National and Multinational companies. The aim of study is to alleviate conflicts in organization through strategic management for enhanc...

Strategic Information Resources Management: Fundamental Practices.

Science.gov (United States)

Caudle, Sharon L.

1996-01-01

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

Assessing and Managing Knowledge Loss Risk

International Nuclear Information System (INIS)

Dermarkar, Fred

2013-01-01

Summary: • Sustaining Design Basis Knowledge is a strategic need for long term safe and reliable operation; • Utilities need to manage knowledge in a systematic manner, based on identifying areas of risk, developing and implementing plans to mitigate the risk, and exercising oversight of those plans; • Approaches will differ depending upon organizational functions and needs; • Individual utility efforts are not sufficient: they need to be complemented by a larger scale infrastructure in the academic and research communities; • The Canadian nuclear industry has been collaborating to actively support and expand the academic infrastructure to sustain design basis knowledge; • KM initiatives require constant nurturing for sustainability; • Internationally recognized guidance on Characteristics, Attributes and Best Practices for governmental, industrial and academic contributions to KM is important to sustainability

CONCEPTUAL CLARIFICATION OF PLANNING AND STRATEGIC THINKING IN HUMAN RESOURCE MANAGEMENT

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Matei ȘTEFAN

2013-10-01

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

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.

[Creation and management of organizational knowledge].

Science.gov (United States)

Shinyashiki, Gilberto Tadeu; Trevizan, Maria Auxiliadora; Mendes, Isabel Amélia

2003-01-01

With a view to creating and establishing a sustainable position of competitive advantage, the best organizations are increasingly investing in the application of concepts such as learning, knowledge and competency. The organization's creation or acquisition of knowledge about its actions represents an intangible resource that is capable of conferring a competitive advantage upon them. This knowledge derives from interactions developed in learning processes that occur in the organizational environment. The more specific characteristics this knowledge demonstrates in relation to the organization, the more it will become the foundation of its core competencies and, consequently, an important strategic asset. This article emphasizes nurses' role in the process of knowledge management, placing them in the intersection between horizontal and vertical information levels as well as in the creation of a sustainable competitive advantage. Authors believe that this contribution may represent an opportunity for a reflection about its implications for the scenarious of health and nursing practices.

IT–Enabled Knowledge Management System for Nuclear R&D Organization

International Nuclear Information System (INIS)

Jehadeesan, R.

2016-01-01

Full text: A knowledge management (KM) system for codification, preservation and utilization of all multi-disciplinary knowledge assets accumulated over several decades of nuclear research, development and operation is essential for improved organizational productivity, new insights and high-levels of innovation. IGCAR’s Nuclear Knowledge Management System deployed with IT-as-enabler addresses various challenges related to people, process, technology and resources and provides a technology platform to leverage the collective knowledge of the organization. This paper describes the strategic action plan and structured approach followed for building IT-enabled knowledge management system to acquire, store, share and utilize the organizational knowledge assets in the explicit form of publications, technical reports, presentations, projects, activities, facilities etc., along with the tacit knowledge multi-media modules. It highlights the salient features of the in-house-developed advanced KM portal deployed for facilitating the creation, archival, retrieval, sharing and dissemination of knowledge assets originating from diverse domains, in an organized and secured way. The paper also underlines the application of semantic technologies, tools and standards in implementing a robust KM technology infrastructure with enhanced functionalities. (author

Financial Management Challenges In Small And Medium-Sized Enterprises: A Strategic Management Approach

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Hande Karadag

2015-02-01

Full Text Available Abstract :Due to their significant role in creation of new jobs, rise in GDP, entrepreneurship and innovation, small and medium-sized enterprises (SMEs are recognized as the the drivers of socio-economic growth, both in developed and developing economies. In Turkey, 99.9 % of all enterprises fall into SME category. Therefore, the significance of SMEs for Turkish economy and society is much higher in Turkey, compared to other emerging and developed countries. Small and medium-sized companies are faced with a number of challenges whereas the problems arising from “poor financial management” are reported as the major causes of business failures in SMEs. Strategic financial management (SFM which is a research area that has attracted the interest of researchers after 2010, is one of the key managerial areas of SMEs, due to its vital role on the survival, growth and performance of SMEs. The purpose of this paper is to analyze the central role of financial management and identify the financial management challenges and practices that influence the organizational performance in Turkish SMEs, from a strategic management perspective. Within the course of this paper, the importance and challenges of SMEs in Turkey are presented in the first section, while the literature on strategic and financial management in SMEs are reviewed in the second part. In the third section, the recent strategic financial management concept, the implications of strategic financial management practices for SMEs in Turkey and the relationships between strategic financial management practices and SME performance, are discussed. Small and medium sized enterprise finance in Turkey is a developing research area, therefore this paper aims to make a significant contribution to the existing literature by analyzing the major challenges at the conduct of financial management in Turkish SMEs and the influence of strategic financial management practices on the performances of small and

Knowledge management, market orientation, innovativeness and organizational outcomes: a study on companies operating in Brazil

OpenAIRE

Ferraresi, Alex Antonio; Santos, Silvio Aparecido dos; Frega, José Roberto; Pereira, Heitor José

2012-01-01

This article analyzes the study of the relationship among knowledge management, the company's market orientation, innovativeness and organizational outcomes. The survey was conducted based on a survey held with executives from 241 companies in Brazil. The evidence found indicates that knowledge management directly contributes to market orientation, but it requires a clearly defined strategic direction to achieve results and innovativeness. It was also concluded that knowledge, as a resource, ...

Strategic Audit and Ownership Strategy

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Mike Franz Wahl

2015-10-01

Full Text Available In the new global economy, ownership has become a central issue for organizational performance. Ownership strategy is where corporate governance meets strategic management. Highlighting a knowledge gap in the field of corporate governance, the author is asking the central research question: “how to develop an ownership strategy?” The main purpose of this paper is to answer this original question and develop a better understanding about ownership strategies. Theoretically there is evidence to indicate that there is a link between strategic audit and ownership strategy. Analyzing firm cases from Estonia allows concluding that the strategic audit is useful for developing systemically ownership strategies, which in turn could be a realistic alternative for complete contracts. The use of strategic audits gives the business owner an opportunity to analyze his own actions and behavior, learning, managing knowledge, and finally clearly expressing his will in the form of an ownership strategy.

Developing Strategic Alliances in Management Learning

Science.gov (United States)

Thorne, E. Ann; Wright, Gill

2005-01-01

Purpose: The notion of effective strategic alliances provides the basis on which this paper proposes a framework to manage the application and outcomes of management learning. The management of key partner collaboration emerges in this paper as a major success factor in determining effective management learning. A proactive structured approach to…

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

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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.

Collaborating to innovate : effects on customer knowledge management and performance

OpenAIRE

Fidel Criado, Pilar; Schlesinger, María Walesska; Cervera Taulet, Amparo

2015-01-01

Scholars regard customer knowledge management (CKM) as a strategic resource for businesses to improve innovation, facilitate the detection of new market opportunities, and support long-term customer relationship management. However, literature suffers from a lack of understanding of customer collaboration's role in the innovation process and innovation orientation in CKM. Accordingly, this paper tests a model examining how both variables act as antecedents of CKM. The model also explores CKM ...

The Strategic Risk Management at Different Stages of Innovation Project

OpenAIRE

Pysmak Viktoriia O.

2017-01-01

This article considers the theoretical principles of the strategic risk management at every stage of innovation project. Relevance of the selected area of research has been substantiated in view of the necessity to provide the theoretical and practical foundations for the strategic risk management of innovation activity. Principles of management of innovation at a contemporary enterprise have been allocated. Analysis of such concepts as «risk», «innovation», «strategic management» was carried...

Strategic Management in Business Information Technology: A Case Study

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Marcos Weber

2013-09-01

Full Text Available The Information Technology (IT sector is regarded as strategic for national economy. In Brazil, this sector is formed mostly of micro and small businesses. This article aims at understanding how does the strategic management process occurs in a small IT company, according to the schools of strategy and the strategy-as-practice approach. The method applied was a single case study of a small IT company, located in Rio Grande do Sul. The analyzed data revealed that the company adopts an informal strategic management centered on its directors, which may be related to the entrepreneurial school of strategy. However, data also indicate the presence of features of other schools of strategy along the company trajectory. We analyzed the strategy as social practice at the strategic level and also at the tactical level of the organization, through the guidance of managers, their interactions with customers and suppliers, their decision-making processes, among other practices related to everyday life. The results of the article shed light on the process of strategic management in micro and small IT companies, generating insights that can be useful for managers of similar companies.

Strategic Direction of Libraries in Knowledge Management

Institute of Scientific and Technical Information of China (English)

无

2002-01-01

1 Introduction “Knowledge Management”has become a popular term inthe business world during the last decade of the 20th century.It was the business world that recognizes at first theimportance of knowledge in the“global economy”of the“knowledge age”. In the new knowledge economy,knowledge is power,especially if it is shared and put tocreative use. The possession of relevant and strategicknowledge and its unceasing renewal enables businesses togain competitive advantage.

Effects of collaborative supply chain solutions on strategic performance management

OpenAIRE

Rachan, Wilfred

2012-01-01

Throughout this research the focus has been on unraveling of the factors and relations that link different aspects of collaborative workflow to strategic performance management. However, the same issues that applied to strategic performance management of supply chains also apply to other areas of strategic performance in business. The following (to be - tested) recommendations, organized along the lines of the "expected managerial contributions" therefore apply both to strategic performance m...

Knowledge management in modern organization based on systems III platform ICT

Directory of Open Access Journals (Sweden)

Piotr Adamczewski

2016-12-01

Full Text Available Systems ICT (Information and Communication Technology form the basis of modern economic organizations. In particular, the intelligent organizations for which advanced ICT infrastructure is a sine qua non for effective knowledge management. This article aims to show the role of modern trends of ICT referred to as SMAC (Social, Mobility, Analytics, Cloud, and which are currently canon IT support management processes. These solutions allow you to create new models of organization functioning in global markets with the use of strategic resources, which is the knowledge assisted solutions SMAC.

The Valences of “Value” for the Strategic Management Process

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Ogrean Claudia

2016-04-01

Full Text Available Value represents one of the key concepts in strategic management, because the evolution of both the theory and practice of strategic management has been greatly shaped by the generic searching for value. But the approaches of value have been quite various and sometimes controversial, making value one of the most complex and dynamic determinants and metrics of the strategic competitiveness of the firm. Therefore, the paper aims to identify, based on literature review, the multiple valences value has for the strategic management process (in all of its phases: analysis, formulation and implementation, in order to capture as much as possible of its multiple facets (as concerns value drivers, value creation and value distribution into a comprehensive framework – able to successfully manage and measure the contribution of value to the strategic competitiveness of the firm, while enhancing it.

The Challenges of Teaching Strategic Management: Working toward Successful Inclusion of the Resource-Based View

Science.gov (United States)

Schneider, Marguerite; Lieb, Pamela

2004-01-01

The industrial organization economics (IOE) and resource-based view (RBV) schools contribute uniquely to the strategic management curriculum. However, presentation of the RBV is often inadequate or ineffective, in part due to faculty habit, students' conceptualization of knowledge as objective and readily transferable, and course pedagogy. We…

Senior Strategic Outreach and Engagement Officer | IDRC ...

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

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

The strategic function of quality in the management of innovation

NARCIS (Netherlands)

Bossink, B.A.G.

2002-01-01

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

Knowledge Management as a Strategic Tool to Foster Innovativeness of SMEs

NARCIS (Netherlands)

H. Zhou (Haibo); L.M. Uhlaner (Lorraine)

2009-01-01

textabstractThis study examines the relationship between knowledge management (KM) (in terms of external acquisition and internal sharing) and innovation behavior. The concept of absorptive capacity and assumptions from the dynamic capabilities view underlie the proposed framework and hypotheses.

Strategic Management

CERN Document Server

Jeffs, Chris

2008-01-01

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

Implementing knowledge management at the Swiss Nuclear Safety Inspectorate (HSK)

International Nuclear Information System (INIS)

Schwarz, G.F.; Veyre, J.C.

2007-01-01

tool to handle the first problem. Knowledge management is integrated into this system. The specific implementation is based on two control cycles inspired by the 'Deming wheel'. The Deming wheel is one of the most popular tools to support continuous improvement. It focuses the efforts around the four steps PLAN, DO, CHECK, and ACT. The high-level, strategic cycle ensures that all competences are available which are necessary to deal with HSK's regulatory and technical responsibilities. The main outputs of the strategic cycle are knowledge objectives for the different fields of application. The subordinate cycle covers the operational aspects. It is used in various fields of application and therefore exists in several versions. The knowledge objectives as defined by the strategic cycle serve as input for the operative cycle and link them to each other. There are several theoretical approaches to transform the tacit knowledge of the employees into explicit knowledge. HSK tried to implement this knowledge transfer by means of structured interviews, but the attempt was not very promising [2]. The findings and benefits were not in proportion to the investment of money and mainly of time, and the project was finally cancelled. Today HSK consequently invests in human resource development activities. The goal is to keep the tacit knowledge by promoted teamwork and by systematic and consequent training and further education. Explicit knowledge is collected and documented according to the rules laid out in the management system and is available to everybody through different tools basing on a sophisticated document management system. In this paper the implementation of the knowledge management system at HSK is illustrated by the way of two representative examples, highlighting the elements and content of the different control cycles

Quality Management in the Knowledge Based Economy – Kaizen Method

OpenAIRE

Popa Liliana Viorica

2010-01-01

In the knowledge based economy, organisations are influenced by the quality movement, Kaizen, which plays a strategic role for optimization of organizational capabilities of managers as well as of all the employees. Kaizen represents the philosophy of continuous improvement, until the economic activities inside the organisation reach zero deficiencies. In order to implement in a proper manner Kaizen into the organization, managers must decide what to improve, why to improve, who shall improve...

Knowledge management as a strategic tool to foster innovativeness in SMEs

NARCIS (Netherlands)

Zhou, H.; Uhlaner, L.M.

2009-01-01

This study examines the relationship between knowledge management (KM) (in terms of external acquisition and internal sharing) and innovation behavior. The concept of absorptive capacity and assumptions from the dynamic capabilities view underlie the proposed framework and hypotheses. The framework

Balanced Scorecard and Hoshin Kanri: Managing Strategic Priorities

OpenAIRE

Witcher, Barry J.; Chau, Vinh Sum

2007-01-01

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

From institutional merger integration to institutional strategic transformation: A case study of the strategic management paradigm at Shanghai Library

Institute of Scientific and Technical Information of China (English)

CHEN Chao

2010-01-01

This article attempts to apply the strategic management theory to the subsequent shaping up of a readjusted strategic development policy for Shanghai Library after its merger with the Institute of Scientific and Technological Information of Shanghai (ISTIS) in 1995.It also tries to analyze and explicate such an empirical implementation of institutional reintegration process through strategic management at Shanghai Metropolitan Library.By doing so,it aims to present an objective case study of activities based on the strategic management paradigm at a major Chinese metropolitan public library.

From institutional merger integration to institutional strategic transformation:A case study of the strategic management paradigm at Shanghai Library

Institute of Scientific and Technical Information of China (English)

CHEN; Chao

2010-01-01

This article attempts to apply the strategic management theory to the subsequent shaping up of a readjusted strategic development policy for Shanghai Library after its merger with the Institute of Scientific and Technological Information of Shanghai(ISTIS)in 1995.It also tries to analyze and explicate such an empirical implementation of institutional reintegration process through strategic management at Shanghai Metropolitan Library.By doing so,it aims to present an objective case study of activities based on the strategic management paradigm at a major Chinese metropolitan public library.

Strategic supply cost management: physician preference without deference.

Science.gov (United States)

Ballard, Rand

2005-04-01

Strategic supply chain management differs from traditional supply chain management in that it leaves nothing to chance: It takes into account physician preference in product selection and pricing. It does not allow vendors to bypass supply chain leaders. Its leaders require a broad understanding of strategic, financial, and clinical issues. Its leaders are accountable for maintaining control over supply costs across the board.

Impact Of Strategic Change Management On The Performance Of ...

African Journals Online (AJOL)

Impact Of Strategic Change Management On The Performance Of Public Transport In Osun State, Nigeria. ... Journal of Research in National Development ... the role of leadership style in strategic change management; identify in factors that are influencing change process and actual performance of an organization.

Knowledge Management : Review of the Critical Success Factors and Development of a Conceptual Classification Model

NARCIS (Netherlands)

Sedighi, M.; Zand, F.

2012-01-01

Knowledge management is a critical issue in today's business world. Knowledge is considered as one of the most strategic resources of the firm and sources of competitive advantage. This research provides a comprehensive review of the literature on the Critical Success Factors (CSFs) and identifies

Growth and structure of authorship and co-authorship network in the strategic management realm: Evidence from the Strategic Management Journal

OpenAIRE

Mehmet Ali Koseoglu

2016-01-01

The main objective of this study is to investigate the intellectual structure and evolution of author collaborations from articles published in the Strategic Management Journal between 1980 and 2014. This assessment includes the general view of authorship, authorship patterns, author productivity, ranking of authors, visualization of the co-authorship network, comparison of strategic management co-authorship network attributes with those of other disciplines, the evolution of main components ...

Organic Growth Improvement of Indonesian Logistics Companies (A Conceptual Model: Contribution of Strategic Management, Transformational Leadership, and Knowledge Management to Corporate Entrepreneurship and Its Impact on Organic Growth

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Darjat Sudrajat

2015-05-01

Full Text Available Indonesian logistics companies needed performance improvement (particularly in organic growth for increasing their competitiveness. Based on previous researches that in order to increase organic growth, it could be conducted through developing corporate entrepreneurship, namely the activities that enhance company’s ability to innovate, take risk and seize market opportunities. The purpose of this paper tried to explore the relationships among variables, namely organic growth (OG, corporate entrepreneurship (CE, transformational leadership (TL, knowledge management (KM, and strategic management (SM. Therefore, this research used causal-explanatory study to explain relationships among the variables. The results of this research were concluded that TL, KM, and SM have contributions to corporate entrepreneurship and organicgrowth. The relationships could be constructed in a conceptual model that could be verified through further research.

Institutional Knowledge Sources and Knowledge Management Kurumsal Bilgi Kaynakları ve Bilgi Yönetimi

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Fahrettin Özdemirci

2007-06-01

Full Text Available Knowledge has been increasingly seen as a critical institutional source which provides superiority in rivalry. Moreover, the management of knowledge and knowledge sources as a strategic source is the most important factor that increases institutional success. In this framework, it is necessary to determine, arrange and most importantly manage these sources due to a systematic approach. This study focuses on the determination and management of knowledge sources which is the most important factor to achieve successful knowledge management. Bilgi artan bir biçimde rekabette üstünlük sağlayan kritik öneme sahip kurumsal kaynak olarak görülmektedir. Bununla birlikte stratejik bir kaynak olarak bilginin, bilgi kaynaklarının bilinçli bir şekilde yönetilmesi kurumsal başarıyı artıran en önemli faktördür. Bu çerçevede kurumsal bilgi kaynaklarının ne olduğunun tespit edilmesi, düzenlenmesi ve en önemlisi bir sistem dâhilinde yönetilmesi gerekmektedir. Bu çalışma bilgi yönetiminin başarıya ulaşması için en önemli unsur olan kurumsal bilgi kaynaklarının ortaya konulması ve yönetilmesi üzerinde durmaktadır.

Logic of management of strategic problems of the enterprise

Directory of Open Access Journals (Sweden)

Ivahnenko Aleksandr Vladimirovich

2014-12-01

Full Text Available Problems of management by firm in the conditions of changes are considered, types of strategic problems, logic of constructions of system of strategic management are allocated. Principles of formation of strategy of firm and a strategy choice in conditions not full definiteness are defined.

STAGES OF A STRATEGIC MANAGEMENT MODEL

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Mihaela – Lavinia CIOBANICA

2014-06-01

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

PROBLEMS OF INFORMATION AND ANALYTICAL SUPPORT OF CONTEMPORARY STRATEGIC MANAGEMENT

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M. A. Rodionov

2014-01-01

Full Text Available The problematic aspects have been considered with regard to the information and analytical support of a strategic decision making in the modern management. The role and place are clarified in relation to a process of elaboration and making a management decision in strategic planning. The existing approaches are analyzed regarding the estimating of regularities in the course and outcome of strategic processes. The strategic forecasting matters have been studied as well as a decision maker`s attitude to the risks.

Project-based organizing and strategic management

DEFF Research Database (Denmark)

very different industries such as management consulting, engineering or entertainment. Contributors analyze PBOs as firms, units or networks of firms set up to complete a specific assignment, as well as address the evolution from traditional operations-driven project management, to the strategic role...

Required Steps of Managing International Equity Placement Strategic Alliance

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Harimukti Wandebori

2011-12-01

Full Text Available The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA. The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs. The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances.

Introducing Knowledge Management in Study Program of Nuclear Engineering

International Nuclear Information System (INIS)

Pleslic, S.

2012-01-01

Nuclear engineering is the branch of engineering concerning application of the fission as well as the fusion of atomic nuclei, and the application of other sub-atomic physics, based on the principles of nuclear physics. In the sub-field of nuclear fission there are many investigations of interactions and maintaining of systems and components like nuclear reactors and nuclear power plants. The field also includes the study of different applications of ionizing radiation (medicine, agriculture...), nuclear safety, the problems of thermodynamics transport, nuclear materials and nuclear fuels, and other related technologies like radioactive waste management. In the area of nuclear science and engineering a big amount of knowledge has been accumulated over the last decades. Different levels of nuclear knowledge were considered in different ways and they were taught to different parts of population as a general human culture and as a general scientific-technical-technological culture (high schools, nuclear information centres, training centres, universities...). An advanced level of nuclear knowledge has been accumulated by many experienced workers, specialists and experts in all nuclear and nuclear-related fields and applications. In the last 20 years knowledge management has established itself as a discipline of enabling individuals, teams and whole organizations to create, share and apply knowledge collectively and systematically, with goal to better achieve their objectives. Also, knowledge management became key strategic approach for management of intellectual assets and knowledge that can improve safety, efficiency and innovation, and lead to preserve and enhance current knowledge. Knowledge management could be applied in education, training, networking, human resource development and capacity building, sharing, pooling and transferring knowledge form centres of knowledge to centres of growth. Considering the critical importance of nuclear knowledge it is important

Balanced Scorecard Based Performance Measurement & Strategic Management System

OpenAIRE

Permatasari, Paulina

2006-01-01

Developing strategy and performance measurement are an integral part of management control system. Making strategic decision about planning and controlling require information regarding how different subunits in organization work. To be effective, performance measurement, both financial and non-financial must motivate manager and employees at different levels to force goal accomplishment and organization strategic. An organization's measurement system strongly affects the behavior of people b...

Strategic management and utilization of patents

International Nuclear Information System (INIS)

Kim, Gyeong Go; Yun, Gwon Jun

1993-11-01

This book deals with why does management of patents need?, system of management of patents with function and site of management of patents and system and composition, what does management of patents department do?, task like technical development, management regulation, patent information, management of patents in small business with technical development of small business, how does business manage the patents in real, introduction of management of patents in the U.S, Europe, Japan, and Korea, and management of patents as strategic management.

The Role of Information in the Strategic Management Process.

Science.gov (United States)

Hayward, Tim; Broady, Judith E.

1995-01-01

Presents research on the use of external information in the strategic management of retail banks in the United Kingdom. Explores the organizational role of the environmental analysis department, the character of business environment analysis, and the nature of information used in strategic management and its perceived importance. (Author/AEF)

How Symmetrical Assumptions Advance Strategic Management Research

DEFF Research Database (Denmark)

Foss, Nicolai Juul; Hallberg, Hallberg

2014-01-01

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

STAGES : a system for generating strategic alternatives for forest management

NARCIS (Netherlands)

Bos, J.

1994-01-01

Strategic planning is important in forest management. However, it has never been described clearly in literature. In this study a framework for strategic planning was developed and based on this a STrategic Alternatives Generating System (STAGES) to support decision making in strategic

Knowledge Management Practices and Enablers in Public Universities: A Gap Analysis

Science.gov (United States)

Ramachandran, Sharimllah Devi; Chong, Siong-Choy; Wong, Kuan-Yew

2013-01-01

Purpose: The purpose of this paper is to examine the gap between knowledge management (KM) practices and key strategic enablers in public universities. For this purpose, a 57-item survey on two dimensions--"use" and "importance"--was used as the instrument for this study. Design/methodology/approach: The questionnaire was…

Strategic Brand Management in Hospitality Sector: How to Manage Co-branding in Hotels and Restaurants

Directory of Open Access Journals (Sweden)

Ruhet Genc

2010-10-01

Full Text Available Companies in the hospitality sector (hotels, restaurants etc. aim to distinguish their brandimage and differentiate their product or service among the competitors by adopting particular brandstrategies since identifying a target customer base and understanding their needs and preferences areof primary significance for hospitality firms. The achievement of a distinguished designationnecessitates utilizing research based and strategic branding techniques and suggestions. One majorbranding strategy particularly for international firms is co-branding. Nevertheless, there are scarcestudies which examine the role of strategic co-brand management in the hospitality sector. Thisreview paper aims to critically discuss the current position of strategic co-branding in the hospitalitysector and possible problems involved in this issue. Recommendations for future research on cobrandingof hospitality firms within the strategic management paradigm are provided. Furthermore,managers in the hospitality sector are given suggestions for enhancing strategic management of cobrandingin hospitality and particularly in destination firms.

Innovative Activities to Ensure Safety: Strategy and Plans to Implement Nuclear Knowledge Management

International Nuclear Information System (INIS)

Eremin, S.; Tikhonov, N.; Yuzhakov, A.

2016-01-01

Full text: The Russian operating organization Concern Rosenergoatom established a program for a knowledge management (KM) implementation in the organization as part of ROSATOM State Corporation KM activities. The plan includes activities both in the framework of the classic knowledge management cycle: detection, preservation, retention, sharing and transfer, as well as creation of new knowledge such as training programs for the construction of new nuclear power plants. The approach embraces key techniques overviewed in IAEA documents on KM, and ROSATOM’s strategical focus on the commercial use of R&D results and corporate knowledge and, thus, contribute to safe, reliable and efficient operation of NPPs. (author

Knowledge Management Audit - a methodology and case study

Directory of Open Access Journals (Sweden)

Thomas Lauer

2001-11-01

Full Text Available The strategic importance of knowledge in today’s organisation has been discussed extensively and research has looked at various issues in developing knowledge management systems. Both the characterisation of knowledge and alternate models for understanding the acquisition and use of such knowledge have taken on significant prominence. This is due to the complexities associated with acquiring and representing knowledge, and the varied nature of its use in knowledge work. However, the role of the knowledge workers and the processes that guide their knowledge work as they meet the knowledge goals of an organisation have received little attention. This paper proposes a knowledge audit (an assessment of the way knowledge processes meet an organisation’s knowledge goals methodology to understand the “gaps” in the needs of a knowledge worker before one develops KM systems. The methodology also uses “process change” research to help build a socio-technical environment critical for knowledge work. The audit methodology is applied to a particular case and the implementation of the audit recommendations is discussed. Future implications of such an audit are also discussed.

76 FR 38672 - Order of Succession for the Office of Strategic Planning and Management

Science.gov (United States)

2011-07-01

... Office of Strategic Planning and Management AGENCY: Office of Strategic Planning and Management, HUD... Planning and Management, designates the Order of Succession for the Office of Strategic Planning and..., 2011. FOR FURTHER INFORMATION CONTACT: Nina M. Coward, Office of Strategic Planning and Management...

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…

STAGES OF A STRATEGIC MANAGEMENT MODEL

OpenAIRE

Mihaela – Lavinia CIOBANICA

2014-01-01

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

Required Steps of Managing International Equity Placement Strategic Alliance

OpenAIRE

Wandebori, Harimukti; de Bruijn, Erik Joost; Steenhuis, Harm-Jan

2011-01-01

The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA). The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro considera...

Managing knowledge management

DEFF Research Database (Denmark)

Lystbæk, Christian Tang

2016-01-01

today is that knowledge about health and health care is generated from a multitude of sources and circulated rapidly across professional and Karin Knorr Cetina (2006, 2007) stresses that to understand knowledge management practices we need to magnify the space of knowledge in action and consider......This work-in-progress focuses on the management of knowledge management and its socio-material implications. More specifically, it focuses on the management of epistemic objects and objectives in professional health care organisations. One of the main characteristics of professional health care...... the presentation and circulation of epistemic objects in extended contexts. In other words, we need to consider that the routes from research to practice – and the relation between knowledge and management – is not straightforward. First epistemic objects and objectives may lead to contrasting results...

Role of marketing metrics in strategic brand management

Directory of Open Access Journals (Sweden)

Mamula Tatjana

2012-01-01

Full Text Available This paper shows the role and importance of a brand as a strategic instrument of a company, that ensures sustainability of company's performance in the market on a longer-term basis. To achieve brand competitiveness, it is necessary to manage its equity, which is presented in this paper as an imperative of everyday business operations. Brand evaluation in strategic management is conducted by measuring brand performance in the market, finding measures and ways to manage the brand successfully in order to increase its equity using the set of marketing metric indicators.

The Strategic-Renovation Banks’ Risks Management

Directory of Open Access Journals (Sweden)

Yeremeychuk Raisa A.

2017-04-01

Full Text Available The article is aimed at developing approaches to implementation of the strategic-renovation risk management. Essence of risk theories was researched, the concept of «risk» in the bank’s management system were analyzed. On the basis of a theoretical generalization of scientific literature and the carried out analysis of existing risk management strategies to ensure the security of banking business, the strategy of renovation management has been selected. Because bank risks are part of the economic risk system, they are complex in their nature. However, given the importance of bank risks, the interpretation of their essence is still a debating matter. In a certain number of cases, their essence is replaced by the cause of occurrence, that is, all the different circumstances, factors that lead to the losses. So today, banks are considering risks, in particular, not only as a source of possible losses, but also as an opportunity to generate additional profits. An algorithm for taking a strategic-renovation decision on the banks’ risks management system has been proposed.

Strategic Planning in Irish Quantity Surveying Pracitces

OpenAIRE

Murphy, Roisin

2011-01-01

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

Strategic Management of Multinational Companies: Case of Hilton

OpenAIRE

Ahsan, Lubna; Qazi, Burhan; Syed, Shahabuddin

2014-01-01

The concept of strategic management is extremely broad and there are numerous concepts that specifically stride under this particular aspect. The effectiveness of this particular field lies with the concept that how effectively it is utilized and implements the methods and models of strategic management, therefore organizations should be ready to confirm their growth and compete with other organizations operating in the same line of business. Hilton Worldwide is the company which has been sel...

Strategic Management Accounting and Feed-forward Management: with Reference to the Unified Management of Profit Opportunity and Risk

OpenAIRE

西村, 明

2015-01-01

This paper aims toreexamine strategic management accouning in relation to profit opportunity and risk from the viewpoint of feed-forward management , as few studies to date have discuued the relations between management accounting and the unified management of profit opportunity and risk.Many studies have been conducted that emphasize non-fine information and feedback organizational management in an attept to make traditional management accounting relevant to practical strategic needs. As lon...

Inter-regional Knowledge Management Workshop on Life-cycle Management of Design Basis Information – Issues, Challenges, Approaches. Presentations

International Nuclear Information System (INIS)

2013-01-01

This Workshop had a strategic focus on identifying and clarifying long-term issues and objectives related to our collective responsibilities to ensure that both existing nuclear facilities and future new build projects properly address life-cycle management of plant design basis knowledge (i.e. from design to decommissioning). The workshop attempted to bring together key stakeholders and build a better collective understanding, recognizing that very different perspectives exist and there are a wide range of national contexts and approaches. The various issues and challenges related to this topic and facing the nuclear energy sector both today and in the long-term were discussed in a senior management context and at strategic level

Strategic Management in Hybrid Organizations

NARCIS (Netherlands)

Joldersma, F.; Winter, V.

2002-01-01

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

Strategic Issues in University Management

NARCIS (Netherlands)

Roosendaal, Hans E.

2005-01-01

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

Some Considerations regarding Strategy and Strategic Management in Romanian Insurance Sector

OpenAIRE

Cristina PROTOPOPESCU; Anca-Mihaela TEAU; Sorin Gabriel GRESOI

2012-01-01

Over the last decade, the external environment of insurance sector had significantly changed, becoming very instable and complex. In these circumstances, we believe that the proper managerial approach, not only for anticipating the future problems, opportunities and threats but also to improve profitability, is the strategic management. In this paper we present the concept of strategy and the differences between strategy and strategic management. We also present a strategic management model f...

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

OpenAIRE

Wassenaar, Arjen

2002-01-01

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

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

Directory of Open Access Journals (Sweden)

Talita Rosolen

2016-09-01

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

Strategic 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.

Nuclear knowledge management - The role of the IAEA

International Nuclear Information System (INIS)

Yanko Yanev

2006-01-01

and appreciation from the Member States, expressed in successive General Conference resolutions, statements in the BoG and in international meetings. This paper describes the strategic framework and actions for further developing nuclear knowledge management activities by the Agency. In doing this it deals with the main challenges and opportunities for nuclear knowledge management and the role of IAEA and in particular with; the Agency's Knowledge Management Model, how the Agency knowledge management activities are expected to enhance the ability of the Member States to make full use of nuclear technologies for their economic and social development. How knowledge management will strengthen the position of the Agency as a widely recognized, independent, competent and authoritative source of information and knowledge for the peaceful, safe and sustainable use of nuclear technology. (author)

Knowledge management. Preservation and maintenance of implicit knowledge within a company; Wissensmanagement. Erhalt und Pflege des impliziten Wissens im Unternehmen

Energy Technology Data Exchange (ETDEWEB)

Schmidt, Ulrich [EnBW Energie Baden-Wuerttemberg AG, Karlsruhe (Germany)

2010-07-01

EnBW Energie Baden-Wuerttemberg AG operates in a more and more complex economical and political environment. This fact and ambitious growth targets are the reason for EnBW to activate more intensively hidden potentials of the staff and to strengthen their skills. The ''intellectual capital'' of EnBW becomes a key success factor and active knowledge management will be the key to save the sustainability of the company. For the implementation of knowledge management EnBW uses an integrated approach, which includes a cultural, strategic and operational level. Since 2006 the ''Knowledge Relay'' has been used in the EnBW group with great success. (orig.)

Nuclear knowledge management in radioactive waste management programmes

International Nuclear Information System (INIS)

Vetere, Claudia L.; Gomiz, Pablo R.; Lavalle, Myriam; Masset, Elvira

2015-01-01

R is for the exclusive use of AGE workers who are grouped and entitled to specific permissions according to their operational duties and these have access to the system via an internal network. The STOReR system is a tool for knowledge management applied to process and is expected to be used in other facilities such as nuclear power plants. The following long time strategies have to be adopted to assure the sustainable NKM program applied to waste management: - The continuous monitoring of IT hardware and software infrastructures to minimise the risk of knowledge loss due to the fact that IT technologies may become obsolete. - Motivation of young people in R and D on Radioactive Waste management. - The continuous up-to-date teaching and training methods and technologies to facilitate young generations knowledge transfer. - The continuous administration and maintenance of the CONRRaD portal. - The continuous up-to-date NKM process. - The continuous up-to-date waste management process. - The permanent alignment of the CONRRaD strategy with the Strategic Plan of Nuclear Waste Management. The successful implementation of the whole NKM program will provide traceability and preservation in such a way that people can trust in the authenticity and veracity of the information to use it with confidence

Business modelling of strategic management by the enterprise intellectual capital

OpenAIRE

Zhuravleva, I.

2009-01-01

The article is devoted to the resource and process approach to formation of the strategic management concept by the enterprise intellectual capital. The business model of strategic management by the intellectual capital in the environment of system business-modelling Business Studio 3 is developed.

Effects of collaborative supply chain solutions on strategic performance management

NARCIS (Netherlands)

Rachan, Wilfred

2012-01-01

Throughout this research the focus has been on unraveling of the factors and relations that link different aspects of collaborative workflow to strategic performance management. However, the same issues that applied to strategic performance management of supply chains also apply to other areas of

IAEA Perspectives and Programme on Nuclear Knowledge Management

International Nuclear Information System (INIS)

Grosbois, J. de

2016-01-01

Full text: There are many challenging issues facing Member States with respect to knowledge management. Each country’s situation and history with nuclear technology is different and strategic issues and immediate priorities are not the same. Member States recognize nuclear technology is inherently complex and requires advanced specialization and expertise. Maintaining a competent workforce is always of concern, especially in organizations with an aging workforce. Countries making major transitions such as gearing up for new build construction or decommissioning projects face particular challenges. Licensed nuclear facilities operate under a range of different organizational business models. For example, some rely heavily on outsourced and external services, and different approaches are needed to ensure critical knowledge is available and maintained. For countries phasing out nuclear power, critical knowledge must be maintained to ensure decommissioning and environmental remediation of sites is done in a responsible manner. Newcomer countries have the difficult challenge of building up their needed workforce competencies to be ready in time to support construction and commissioning schedules. The capture, preservation, transfer and overall management of design knowledge over the technology lifecycle is another important issue that is needed to ensure both the economics and safety of nuclear facilities over their lifetimes, and is especially important to ensure life extension and refurbishment projects can be implemented cost effectively. This presentation will present an overall perspective of the major knowledge management challenges and issues facing the nuclear sector and provide an overview of the IAEA’s nuclear knowledge management programme and initiatives that support Member States in addressing them. (author

International conference on nuclear knowledge management: Strategies, information management and human resource development. Unedited papers

International Nuclear Information System (INIS)

2004-01-01

The nuclear industry is knowledge based, similar to other highly technical industries, and relies heavily on the accumulation of knowledge. Recent trends such as workforce ageing and declining student enrolment numbers, and the risk of losing accumulated knowledge and experience, have drawn attention to the need for better management of nuclear knowledge. In 2002 the IAEA General Conference adopted a resolution on nuclear knowledge, which was reiterated in 2003; the resolution emphasized the importance of nuclear knowledge and information management and urged both the IAEA and Member States to strengthen their activities and efforts in this regard. Consequently, the International Conference on Nuclear Knowledge Management: Strategies, Information Management and Human Resource Development, which was held on 7-10 September 2004 in Saclay, was organized by the IAEA and the Government of France through the Commissariat a l'energie atomique in cooperation with the European Commission, OECD Nuclear Energy Agency, European Atomic Forum, Japan Atomic Industrial Forum, World Council of Nuclear Workers, World Nuclear University and European Association of Information Services. The conference was attended by 250 experts, scientists and officials from 54 Member States and nine international organizations, giving the conference a very broad representation of the nuclear sector. The objective of the conference was to reach a clear and common understanding of the issues related to nuclear knowledge management for sustaining knowledge and expertise in nuclear science and technology and to define a strategic framework for developing IAEA cross-cutting knowledge management activities. The conference provided a forum for professionals and decision makers in the nuclear sector, comprising industry, government and academia, as well as professionals in the knowledge management and information technology sectors. The unedited papers are presented in this report

Role of strategic planning in engineering management

Science.gov (United States)

Krishen, Kumar

1993-01-01

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

[Strategic management of hospitals in France: balance and perspectives].

Science.gov (United States)

Crémadez, Michel

2010-08-01

The strategic management was introduced in French hospitals in the late 80s, in a context of inefficiency and the need to control healthcare expenditure. This concept has inspired a series of government reforms, the organization and dynamics of hospitals and the mode of regulating the French health system, assuming a real change of professional culture. The changes in the economic context and in the finance of hospitals, the behavior of users, the population aging, the development of chronic diseases and increased competition, are the new challenges to be faced. The involvement of stakeholders is crucial and the strategic management, based on mobilizing these actors, is today, a method of administration particularly well adapted to the health area. This article aims to present the impact of the concept of strategic management in the evolution of French hospitals and the consequences of these developments on the outlook for the dissemination of strategic management in the health sector. To do so, it is examined the evolution of the French context until 2010, the new challenges that French hospitals must face and, finally, the consequences of these challenges on how to design services, manage the relationships between the actors of the health system and organize the operational functioning of hospitals.

Strategic Management and Evaluation: Rivals, Partners, or Just Fellow Travelers?

Science.gov (United States)

Klay, William Earle

1991-01-01

Evaluation and strategic management are related in that each attempts to improve the quality of policy decisions and each has evolved from a product-centered focus to one in which implementation and utilization are vital. Evaluators should understand strategic management theory to evaluate its applications appropriately. (SLD)

Subsolid pulmonary nodules: imaging evaluation and strategic management.

Science.gov (United States)

Godoy, Myrna C B; Sabloff, Bradley; Naidich, David P

2012-07-01

Given the higher rate of malignancy of subsolid pulmonary nodules and the considerably lower growth rate of ground-glass nodules (GGNs), dedicated standardized guidelines for management of these nodules have been proposed, including long-term low-dose computed tomography (CT) follow-up (≥3 years). Physicians must be familiar with the strategic management of subsolid pulmonary nodules, and should be able to identify imaging features that suggest invasive adenocarcinoma requiring a more aggressive management. Low-dose CT screening studies for early detection of lung cancer have increased our knowledge of pulmonary nodules, and in particular our understanding of the strong although imperfect correlation of the subsolid pulmonary nodules, including pure GGNs and part-solid nodules, with the spectrum of preinvasive to invasive lung adenocarcinoma. Serial CT imaging has shown stepwise progression in a subset of these nodules, characterized by increase in size and density of pure GGNs and development of a solid component, the latter usually indicating invasive adenocarcinoma. There is close correlation between the CT features of subsolid nodules (SSNs) and the spectrum of lung adenocarcinoma. Standardized guidelines are suggested for management of SSNs.

“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...

Public Relations Manager Involvement in Strategic Issue Diagnosis.

Science.gov (United States)

Lauzen, Martha M.

1995-01-01

Reports on an exploratory study that seeks to build theoretical understanding of how public relations practitioner involvement in one type of strategic organizational decision making--strategic issue diagnosis--is related to shared values with top management, diagnosis accuracy, strategy pursued, and the power of the public relations function. (TB)

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

The ensuring of the competitiveness of the enterprises through the strategic human resource management

Directory of Open Access Journals (Sweden)

Anna Burkovska

2016-12-01

Full Text Available The purpose of the article is to study the possibilities of ensuring competitiveness through the strategic human resource management. The study is based on the description of the necessity of strategic human resource management in Ukrainian conditions as a tool to enhance the competitiveness of agricultural enterprises. It is proved that the strategic management of the organization is the initial condition for the strategic management of its staff and competitiveness. Strategic management of human resources potential is considered as an approach to making decisions on the intentions and plans of the organization relating to the strategy and practice of recruitment, training, development, management performance and labor relations. The article describes the features of strategic human resource management as a basis for strategic capacity, which affects the competitiveness of enterprises and determines the direction of its further development. Correlation and regression analysis of dependence of productivity on the size of the average monthly wage of workers in the agricultural sector was held.

Managing knowledge management

DEFF Research Database (Denmark)

Lystbæk, Christian Tang

) and colleagues, who stresses that to understand knowledge management practices we need to magnify the space of knowledge in action and consider the presentation and circulation of epistemic objects in extended contexts. In other words, we need to consider that the routes from research to practice......The work-in-progress that I would like to present and discuss in the workshop focuses on the management of knowledge management and its socio-material implications. More specifically, my work focuses on how epistemic objects and objectives are managed in professional health care organisations. One...... of the characteristics of professional health care today is that knowledge is generated from a multitude of sources and circulated rapidly across organizational boundaries. This derives not only from a growth in knowledge production within many organizations, but also from the emergence of agencies that specialize...

Knowledge management

DEFF Research Database (Denmark)

Foss, Nicolai Juul; Mahnke, Volker

2003-01-01

Knowledge management has emerged as a very successful organization practice and has beenextensively treated in a large body of academic work. Surprisingly, however, organizationaleconomics (i.e., transaction cost economics, agency theory, team theory and property rightstheory) has played no role...... in the development of knowledge management. We argue thatorganizational economics insights can further the theory and practice of knowledge managementin several ways. Specifically, we apply notions of contracting, team production,complementaries, hold-up, etc. to knowledge management issues (i.e., creating...... and integrationknowledge, rewarding knowledge workers, etc.) , and derive refutable implications that are novelto the knowledge management field from our discussion....

Substantiation of Strategic Problem Concept in Anti-Crisis Management

OpenAIRE

Inna Irtyshcheva; Svitlana Minakova

2014-01-01

The article is devoted to the definition of the essence, objectives and characteristics of strategic crisis management. The interrelation of rank anti-crisis strategy in the hierarchy of the company strategies, depending on the identity of the company local, systemic or strategic crisis is analysed. The anti-crisis strategies are defined on the grounds of common characteristics. The types of tactics in crisis management are defined.

An exploratory study on the management of business records by knowledge workers

Directory of Open Access Journals (Sweden)

Adeline du Toit

2011-12-01

Full Text Available Purpose: The purpose of this exploratory study was to determine how knowledge workers could align the creation and management of business records with organisational records management needs. Problem investigated: Knowledge workers are employed by more than one organisation at the same time. This creates problems in managing and preserving the business records created and received by knowledge workers. This article investigates how organisations should manage and preserve their business records that are created and received by knowledge workers who are employed by more than one organisation. Methodology: The importance of the management of business records in the knowledge economy was discussed and in the empirical survey data was collected through a questionnaire survey of 122 knowledge workers at an investment management company. Findings: The results of the empirical survey revealed that the majority of respondents always save business records that they create on their own personal filing systems and that they are familiar with the concept of records management. The findings provided support for the hypothesis that knowledge workers take control of managing the business records of various organisations, as their careers consist of a series of projects or assignments, irrespective of the organisation employing them. Value of research: The active role that knowledge workers can play in the management of strategic business records, underlines its key position as an information management function in organisations. Further research is needed to clarify the importance of records management in the knowledge economy. Conclusion: Knowledge workers take control of managing the business records of various organisations, as their careers consist of a series of projects or assignments while working at different organisations.

Knowledge translation in healthcare: Incorporating theories of learning and knowledge from the management literature.

Science.gov (United States)

Oborn, Eivor; Barrett, Michael; Racko, Girts

2013-01-01

The authors draw selectively on theories of learning and knowledge, which currently have received little attention from knowledge translation (KT) researchers, and suggest how they might usefully inform future development of the KT literature. The purpose of this paper is to provide conceptual tools and strategies for the growing number of managers, clinicians and decision makers navigating this arena The authors conducted a narrative review to synthesise two streams of literature and examine evolving conceptual landscape concerning knowledge translation over the previous three decades. Conceptual mapping was used iteratively to develop and synthesise the literature. Iterative feedback from relevant research and practice stakeholder groups was used to focus and strengthen the review. KT has been conceptualised along three competing frames; one focusing on linear (largely unidirectional) transfer of knowledge; one focusing on KT as a social process; and another that seeks to more fully incorporate contextual issues in understanding research implementation. Three overlapping themes are found in the management literature that inform these debates in the health literature, namely knowledge boundaries, organisational learning and absorptive capacity. Literature on knowledge boundaries problematizes the nature of boundaries and the stickiness of knowledge. Organisational learning conceptualises the need for organisational wide systems to facilitate learning processes; it also draws on a more expansive view of knowledge. Absorptive capacity focuses at the firm level on the role of developing organisational capabilities that enable the identification, assimilation and use of new knowledge to enable innovation. The paper highlights the need to consider KT processes at multiple levels, including individual, organisational and strategic levels. These are important not only for research but also have practical implications for individuals and organisations involved in KT

Kentucky's highway incident management strategic plan.

Science.gov (United States)

2005-06-01

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

Modelling the Implications of Quality Management Elements on Strategic Flexibility

Directory of Open Access Journals (Sweden)

Ana Belén Escrig-Tena

2011-01-01

Full Text Available This paper presents a theoretical and empirical analysis of the implications of a quality management (QM initiative on strategic flexibility. Our study defines flexibility from a strategic approach and examines the extent to which, why, and how the triggering factors of strategic flexibility are related to QM elements. The hypotheses put forward are tested in an empirical study carried out on a sample of Spanish firms, using structural equation models. The results demonstrate the positive effect of adopting an integral QM initiative on enhancing strategic flexibility. QM enhances strategic flexibility more effectively when it is introduced comprehensively rather than in a piecemeal fashion. A series of practices linked to the application of a QM initiative are outlined, which managers can use to improve strategic flexibility. The approach used in the study can be applied to analyse other antecedents of flexibility and to propose possible studies that consider QM as an antecedent of other organisational variables.

Framework of Strategic Learning: The PDCA Cycle

Directory of Open Access Journals (Sweden)

Michał Pietrzak

2015-06-01

Full Text Available Nowadays, strategic planning has to be permanent process and organizational learning should support it. Researchers in theories of organizational learning attempt to understand processes, which lead to changes in organizational knowledge, as well as the effects of learning on organizational performance. In traditional approach, the strategy is viewed as one shot event. However, in contemporary turbulent environment this could not be still valid. There is a need of elastic strategic management, which employs organizational learning process. The crucial element of such process is information acquisition, which allows refining the initial version of strategic plan. In this article authors discuss the PDCA cycle as a framework of strategic learning process, including both single-loop and double loop learning. Authors proposed the ideas for further research in area of organizational learning and strategic management.

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

OpenAIRE

Vladimir-Codrin IONESCU; Horea COROIU

2010-01-01

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

Strategic raw materials. Risk management

International Nuclear Information System (INIS)

Bertau, Martin; Matschullat, Joerg; Kausch, Peter

2014-01-01

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

The Adoption of Strategic Management Accounting in Nigerian ...

African Journals Online (AJOL)

This study investigated Strategic Management Accounting (SMA) with a view to ... consists of Chief Executives, Chief Accountants and Marketing Directors of those ... Management Accounting; a consensus should be reached among business ...

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

Knowledge Management as a Strategic Tool to Foster Innovativeness of SMEs

OpenAIRE

Zhou, Haibo; Uhlaner, Lorraine

2009-01-01

textabstractThis study examines the relationship between knowledge management (KM) (in terms of external acquisition and internal sharing) and innovation behavior. The concept of absorptive capacity and assumptions from the dynamic capabilities view underlie the proposed framework and hypotheses. The framework is empirically tested using a random sample of 649 Dutch small to medium sized enterprises (SMEs). Our empricial results indicate that external acquisition practices play a key role in ...

Strategic cost management in supply chains, part 2: Executional cost management

NARCIS (Netherlands)

Anderson, S.W.; Dekker, H.C.

2009-01-01

Strategic cost management is the deliberate alignment of a firm's resources and associated cost structure with longterm strategy and shortterm tactics. Although managers continue to pursue efficiency and effectiveness within the firm, increasingly, improvements are obtained across the value chain,

76 FR 38672 - Redelegation of Authority to the Office of Strategic Planning and Management

Science.gov (United States)

2011-07-01

... the Office of Strategic Planning and Management AGENCY: Office of the Chief Operating Officer, HUD... HUD (COO) redelegates to the Director, Office of Strategic Planning and Management, authority and... Director, Office of Strategic Planning and Management, authority and responsibility for the development and...

The workers role in knowledge management and sustainability policies.

Science.gov (United States)

Bolis, Ivan; Brunoro, Claudio; Sznelwar, Laerte Idal

2012-01-01

Based on the concepts of sustainability and knowledge management, this article seeks to identify points of contact between the two themes through an exploratory study of existing literature. The first objective is to find, in international literature, the largest number of papers jointly related to the theme of knowledge management and sustainability. In these documents, the authors looked at the kind of relationship existing between the two themes and what the benefits introduced in organizations are. Based on an ergonomic point of view, the second objective of this article is to analyze the role of the worker (whether at the strategic or operational level) and his importance in this context. The results demonstrate that there is very little literature that addresses the two themes together. The few papers found, however, can be said to show the many advantages of introducing sustainability policies supported by adequate knowledge management. Very little has been studied with regards to the role of workers, which could be interpreted as meaning that little importance is given to the proactive role they may play. On the other hand, there is a high potential for future research in these areas, based on the high level of consideration of workers in knowledge management and sustainability literature, as well as in literature in the areas of ergonomics and sociology.

Strategic Communication in Chaos Management and a Case Study

OpenAIRE

LATIF, Hasan; ELMAS, Tuğçe

2017-01-01

Abstract. Effective communication may be sufficient under normal conditions, but in chaos conditions strategic communication is required. There has been cases of unsuccessful management during times of sudden huge problems due to the use of wrong communication behaviors. This work presents together an example and the requisites of a successful a strategic communicator in chaotic conditions. The study begins with examples of mismanagement behaviors in strategic communication. It establishes a ...

Strategic aspects of nuclear and radiological emergency management

International Nuclear Information System (INIS)

Ahier, B.

2010-01-01

Emergency situations demand that actions be taken by responsible organisations in a timely and effective manner to mitigate consequences for the population, infrastructure and the environment, and to support the return of affected areas to normal social and economic activity to the extent possible. To deliver an effective response over the emergency management time-line, it is necessary to make, maintain and exercise adequate plans and arrangements in advance of an emergency situation. These must contain appropriate elements and resources for preparedness, response and assistance to identified threats, recognize and include all implicated partners, and take account of international interfaces. Effective management of complex emergency situations that can lead to a wide range of consequences and involve multiple organisations at the local, national and international levels also requires anticipation of the range of decision-making needs, an understanding of the interactions between response organisations and a model for their co-ordination. Experience from managing emergency situations has shown that the integration of these factors into emergency preparedness and response arrangements should be based on a guiding strategic vision. Emergency response is a dynamic process that develops in time from a situation of little information to one of potentially overwhelming information. Within this context, emergency response organisations must be able to respond in an appropriate and timely manner at any point along the emergency management time-line. This will be facilitated by an overarching framework to guide the decision-making process. To contribute to work in this area, the NEA Committee on Radiation Protection and Public Health (CRPPH) Working Party on Nuclear Emergency Matters (WPNEM) reviewed its collective experience to extract key themes that could form a strategy for improving decision-making in emergency management. This focused on the NEA International Nuclear

Strategic brand management: Archetypes for managing brands through paradoxes

OpenAIRE

Högström, Claes; Gustafsson, ,Anders; Tronvoll, Bård

2015-01-01

Although brands are acknowledged as significant assets in a firm's value creation and differentiation process, branding literature often describes opposing perspectives and contradictory demands. This article develops a framework of three strategic brand management archetypes that provide new insights into the complexity and often paradoxical ambiguity of branding. By combining an empirical qualitative study with extant brand management and relational exchange theory, the authors ...

MANAGEMENT SYSTEM OF KNOWLEDGE WORKERS IN THE CONTEMPORARY ENTERPRISE

Directory of Open Access Journals (Sweden)

Michał Igielski

2016-12-01

Full Text Available Changes in the twenty-first century are faster and appear unexpectedly. They are not always necessary for the smooth functioning of the company. This is the domain of globalization, where new events - opportunities or threats are challenging the viability against which the questions are now all companies. More and more depends on the intangible assets of the undertaking, its strategic potential. Therefore Przedsiębiorsto creates and develops skills which then turns on competence. It is ond become the basis for competitiveness. The main determinant in this process is not only optimal, but the skillful management of intellectual capital. Its importance in recent years is constantly increasing, and the success of the market determines the joint commitment of all organizational units. Certain types of work require to the larger amount of knowledge, experience and independent thinking, and custom than others. For all employers, it is important to recognize these differences and create a new management principles ketegorią professionals who have knowledge useful for the enterprise - are knowledge workers. Therefore, the purpose of this article is an attempt to show management knowledge workers in modern companies, based on tests carried out in the years 2013 - 2015, in 100 large companies operating in the Baltic Sea Region

Strategic Transport Management Models—The Case Study of an Oil Industry

Directory of Open Access Journals (Sweden)

Srđan Dimić

2016-09-01

Full Text Available The awareness of the need to preserve the environment and establish sustainable development evolved as the result of the development of the world economy and society. Transport plays a very important role in this process. It is recognized as one of the main factors in sustainable development strategy. Strategic transport management model is presented in this paper. It represents a comprehensive and complete strategic management process, beginning from the strategic analysis, then strategy formulation and its implementation to strategic control. What makes this model specific is the development of its phases using contemporary strategic management methods and MCDM (Multicriteria Decision Making techniques. In this way, subjectivity is avoided and the decision-making process is impartial. To formulate sustainable transport strategy, the authors use a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats and the fuzzy Delphi method as the basis to evaluate impact factors. Fuzzy SWOT analysis is applied to formulate strategic options and the selection of optimal option is realized through DEMATEL (Decision-Making Trial and Evaluation Laboratory-based ANP (Analytic Network Process. The strategic transport management model is applied to Serbian Oil Industry (NIS as a company engaged in the production and transport of oil and oil derivatives. The results presented in this paper have shown that this model can be successfully implemented in profit organizations. It also can be used to formulate strategies on the basis of scientific principles and create conditions for successful sustainable strategies implementation.

A guide to the project management body of knowledge PMBOK Guide

CERN Document Server

2017-01-01

The PMBOK® Guide–Sixth Edition – PMI’s flagship publication has been updated to reflect the latest good practices in project management. New to the Sixth Edition, each knowledge area will contain a section entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these practices integrate in project settings. It will also contain more emphasis on strategic and business knowledge—including discussion of project management business documents—and information on the PMI Talent Triangle™ and the essential skills for success in today’s market.

Knowledge Management.

Science.gov (United States)

1999

The first of the four papers in this symposium, "Knowledge Management and Knowledge Dissemination" (Wim J. Nijhof), presents two case studies exploring the strategies companies use in sharing and disseminating knowledge and expertise among employees. "A Theory of Knowledge Management" (Richard J. Torraco), develops a conceptual…

The Art of Strategic Management: A Case-Based Exercise

Science.gov (United States)

Maranville, Steven

2011-01-01

This article contends that the strategic thinking process is composed of two joint, but paradigmatically distinct, activities--analysis and synthesis. Analysis represents the scientific paradigm, whereas synthesis represents the artistic paradigm. Nevertheless, the Strategic Management course is dominated by the scientific paradigm, even though…

Open Innovation Thinking as a Mechanism for Strategic Development of Knowledge Intensive Ventures

DEFF Research Database (Denmark)

Lassen, Astrid Heidemann; McKelvey, Maureen

questions on the specificities hereof remain unanswered. This is the starting point of the current research study. In order to research the identified gap in knowledge, we address the following research question in this paper. How do strategic considerations unfold in the context of knowledge intensive...

Processes of Strategic Renewal, Competencies, and the Management of Speed

OpenAIRE

Volker Mahnke; John Harald Aadne

1998-01-01

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

Managing strategic change--strategy, culture and action.

Science.gov (United States)

Johnson, G

1992-02-01

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

Using communities of practice towards the next level of knowledge-management maturity

Directory of Open Access Journals (Sweden)

Lameshnee Chetty

2012-07-01

Objectives: The research was conducted to analyse the impact of communities of practice on building a learning organisation. The organisational system, culture and people offer the key towards leveraging knowledge as a strategic resource in a learning organisation. The awareness of the organisation concerning knowledge management was measured on a replicated knowledge management maturity model. Method: The organisational knowledge base was analysed prior to the implementation of the communities of practice and was compared to the situation three years later. The research was based on experiential learning cycles that consisted of five consequential but perpetual stages,namely reflect, plan, act, observe and reflect again. Results: The results indicated that communities of practice were instrumental in leveraging the organisation to the next level in the knowledge-management maturity model. A collaboration framework was developed for each business unit to work towards a common goal by harnessing the knowledge that was shared. Conclusion: Although a positive impact by communities of practice is visible, an instrument for the measurement of intellectual capital is necessary. It is recommended that the monetary value of knowledge as an asset is determined so that the value of the potential intellectual capital can be measured.

Strategic cost management, contingent factors and performance in services

Directory of Open Access Journals (Sweden)

Odysseas Pavlatos

2018-06-01

Full Text Available The purpose of this paper is to investigate the relationship between contextual factors identified from contingency-based research, the extent of the use of strategic cost management (SCM techniques and business performance in services. An empirical survey was conducted on a sample of 88 services in Greece. The analysis of the survey data indicates that the use of strategic cost management techniques in services can be considered quite satisfactory. By drawing on the grounds of contingency theory, five factors were identified as potentially exhibiting an emergent relationship with strategic cost management. The five factors are; (1 Perceived environmental uncertainty, (2 Structure, (3 Organizational life cycle stage, (4 Strategy and (5 Size. The survey revealed that SCM usage is positively affected by these five contingent factors, while SCM usage, in turn, positively affects performance. A significant mediating effect of SCM usage on performance is evident.

Strategic Themes in the Haulier Business

DEFF Research Database (Denmark)

Borgström, Benedikte; Gammelgaard, Britta; Wieland, Andreas

2017-01-01

Purpose: This article provides a comprehensive review of the strategic management of transport and logistics services and to identify promising avenues for future research in the field. Design/methodology/approach: A systematic literature review is conducted based on articles published between 2011......: In highly ranked transport journals, only two per cent of the published articles concern haulier strategizing, thus, knowledge development concerning the socio-economic and managerial problems of practitioners and policy makers is delimited. Original/value: The study contributes to a strategic perspective...

the role of corporate governance and strategic leadership practices

African Journals Online (AJOL)

However, majority of board members did not have adequate skills, knowledge or experience in strategic leadership, stock brokerage finance and risk management. The study concluded that corporate governance and strategic leadership practices were not being applied optimally to mitigate risks in the firms under study.

Reflection of Strategic Thinking in Activating Organizational Conflict Management Strategies

Directory of Open Access Journals (Sweden)

Ahmed Abed Mahmood Al-Janabi

2018-05-01

Full Text Available This research aims to determine the nature of the role of strategic thinking and its impact in improving organizational conflict management strategies in business organizations. Strategic thinking is the key driver of all changes that the organization can make to adapt to the environment in which it operates. Improving organizational conflict management strategies is one of the challenges Which face the top management of the contemporary organization to help them survive. The research problem indicated that there is a clear lack of strategic thinking in improving organizational conflict management strategies. The General Company for Vegetable Oils was chosen as the field of application. The sample was selected in a simple random sample of 104 persons. The questionnaire was adopted as a tool for obtaining On the data of the research, which was prepared based on a number of ready-made measurements after being subjected to tests of honesty and consistency. The statistical tools resulted in a number of results, most of which confirmed the existence of a relationship of correlation and effect of significance to strategic thinking in the sense of Organizational Conflict Management Strategies therefore been accepted and the main sub-hypotheses contained in the research.

Strategic human resource management practices and ...

African Journals Online (AJOL)

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

Implementation Plan for the Office of Nuclear Energy Knowledge Management Program

Energy Technology Data Exchange (ETDEWEB)

Kimberlyn C. Mousseau

2011-12-01

The primary purpose of the Department of Energy (DOE), Office of Nuclear Energy (NE) Knowledge Management (KM) Program is to capture, share, disseminate, and ensure the ability to apply the knowledge created by the major nuclear energy Research and Development (R&D) programs. In support of the KM program, the Implementation Plan for the Office of NE KM Program outlines the knowledge management and distributed data environment that is required for its success. In addition to enumerating some strategic goals and objectives, this document characterizes the initial program and identifies computer-based areas of investment required for increased knowledge sharing and collaboration. It identifies and addresses investments already in existence and describes how these investments can be further enhanced and implemented to support a distributed KM program. The Idaho National Laboratory (INL) is leading the effort to identify and address these investments through the implementation of a distributed KM program that includes participants from ten of the major DOE national laboratories.

Knowledge management at the IAEA - Challenges and opportunities

International Nuclear Information System (INIS)

Yanev, Y.L.; Cherif, S.

2004-01-01

Full text: 'Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous change of environment. Essentially, it embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings' (Malhotra 1997). International organizations are coming to view knowledge as their most valuable and strategic resource, and bringing that knowledge to bear on problems and opportunities as their most important capability. It is being realised that to remain geared to the evolving needs of their Member States it is a must to explicitly manage all intellectual resources and capabilities of the organization. To this end, many international organizations have initiated a range of knowledge management projects and programs. The primary focus of these efforts has been on developing new applications of information technology to support the digital capture, storage, retrieval and distribution of an organization's documented knowledge but also capturing valuable tacit knowledge existing within peoples' heads, augmented or shared via interpersonal interaction and social relationships. Numerous technical and organizational initiatives have been aligned and integrated, providing a comprehensive infrastructure to support knowledge management processes. But while the appropriate infrastructure can enhance an organization's ability to create and exploit knowledge, it does not insure that the organization is making the best investment of its resources or that it is managing the right knowledge in the right way. Against the background of these trends and the opportunities and challenges they present, the Agency has been active in establishing knowledge management as a crosscutting activity that includes both assisting Member States in managing their own nuclear knowledge assets but also in

A concept map aiding the knowledge management to build the collective knowledge in a nuclear organization - a case study: IEN

International Nuclear Information System (INIS)

Cussa, Adriana L.D.; Fonseca, Marcus Vinicius de A.

2009-01-01

This paper's proposition is to build and apply a tool to aid the knowledge management based in the intellectual capital as a value and competitiveness aggregator for a science, technology and innovation public organization in the Brazilian's nuclear area - the 'Instituto de Engenharia Nuclear - IEN'. It will be presented the hole survey of the finalistic activities and what has been considered the intellectual capital to be developed and strategically validated in its decision making practices. It was also surveyed the inter relations between the stakeholders, hereby the maintainer (CNEN), federal government, support foundations, public employees and contributors, in many different aspects focusing the continuity of research and development (R and D) activities and its results. As it is going to be detailed, the tool has been designed based in the concept map methodology using the Cmap tools software. The hole cognitive basis used here was constructed under disclosed and recognized knowledge models about knowledge, knowledge management, knowledge transference and intellectual capital. (author)

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

OpenAIRE

Rosolen, Talita; Maclennan, Maria Laura Ferranty

2016-01-01

Corporate social responsibility practices are increasingly being adopted and legitimized in business and they impact the strategic and operational levels in various areas. The integration of these criteria and practices in the strategic management involves many factors, and human resource management is an essential aspect for the accomplishment of such initiative. Thus, this paper associates the relationship among corporate social responsibility (CSR) various dimensions (strategic, ethical, s...

Knowledge management: another management fad?

Directory of Open Access Journals (Sweden)

Leonard J. Ponzi

2002-01-01

Full Text Available Knowledge management is a subject of a growth body of literature. While capturing the interest of practitioners and scholars in the mid-1990s, knowledge management remains a broadly defined concept with faddish characteristics. Based on annual counts of article retrieved from Science Citation Index, Social Science Citation Index, and ABI Inform referring to three previous recognized management fad, this paper introduces empirical evidence that proposes that a typical management movement generally reveals itself as a fad in approximately five years. In applying this approach and assumption to the case of knowledge management, the findings suggest that knowledge management is at least living longer than typical fads and perhaps is in the process of establishing itself as a new aspect of management. To further the understanding of knowledge management's development, its interdisciplinary activity and breadth are reported and briefly discussed.

Management and Communication of the Companies' Knowledge; Guidelines for Intellectual Capital Statement

Directory of Open Access Journals (Sweden)

Justyna Fijalkowska

2008-04-01

Full Text Available This paper aims at analyzing the development of guidelines on Intellectual Capital Statement, providing a comparison of them and presenting their importance within the knowledge management process of the today's companies. We entered the Knowledge Era in which the basic economic resources are no longer financial capital, physical resources, or labor, but knowledge, called also intellectual capital (IC. Many analysts and investors demand for more information and they highlight the gap that exists between the information found in companies' annual reports and the financial information regarding intangible part of the company requested by the market. Knowledge of the company should be measured and the effects should be communicated, as measurement without any further action has no sense. Intellectual capital statement seems an appropriate tool for that and becomes an integral part of the knowledge management of the modern enterprise. This kind of statement emphasizes the role of IC in relation to the value creation and communicates how knowledge resources are managed in the firms within a strategic objectives. This paper compares different approaches to IC statement preparation: underlines similarities and differences concerning the scope, methodology and terminology used and ensuing consequences. It raises significant implications for managers of the companies, researches and policy makers.

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.

Improvement of Information and Analytical Support of Strategic Marketing Management of Confectioneries

Directory of Open Access Journals (Sweden)

Yanevych Mykhaylo M.

2013-12-01

Full Text Available The article develops and offers to introduce a mechanism of information and analytical support of strategic marketing management of confectioneries, which consists of seven components of various hierarchical levels: macro-marketing and micro-marketing environments, trade, infrastructure, consumer, resource and production and organisational components. A confectionery can justify an optimal marketing strategy within this mechanism, due to consideration of the state of external environment and its impact on internal environment with application of strategic management tools. The author identifies direction of influence of external environment components upon key business processes of strategic marketing management, reveals the nature of transformation of main qualitative indicators of marketing management by means of improvement of its information and analytical support and offers to introduce a system of quantitative indicators of its efficiency. The offered scorecard should become the basis of the methodology of assessing efficiency of information and analytical support of strategic marketing management.

Management of strategic coopetition among partners within international airline alliances

Directory of Open Access Journals (Sweden)

Frank Himpel

2012-03-01

Full Text Available Background: International network-carriers span the globe by linking airports on all five continents. At the core of those networks are hub-airports that serve as the centers for (inter-national in- and outbound traffic flows. From a business model point of view, the major international carriers are so-called network-carriers, for their core concept is based on transfer-oriented hub-and-spoke-systems. In order to maximize revenue streams of network-carriers, changes in strategic slot allocation and strategic net planning are becoming increasingly relevant. The aim of this work was to analyze the impact of various elements of the management of strategic coopetition among partners within international airline alliances on the revenues obtained by individual partners. Methods: the problems related to the optimization of strategic slot allocation and strategic net planning from the point of view of the individual profit shared and added net contribution margins were discussed. Results and conclusions: Two extreme scenarios may be projected. The first one is that partners within a given alliance system may start to increase merger and acquisition activities. Thereby scale effects may be utilized. The other one is, when rivalry becomes too dominant over time, some partners may (have to exit alliance systems. Thereby "atomic" subsystems may be on the rebound. Strategic coopetition management is aimed to keep leading international network carriers "on track" in the field of alliance management of that nature.

Strategic Planning for Management Information Systems.

Science.gov (United States)

Ein-Dor, Phillip; Segev, Eli

1978-01-01

Two factors predominate in determining the appropriateness of strategic plans for management information systems (MIS)--explicitness (the degree to which the process is conscious, formal, and documented) and situational fit (the degree to which the MIS is compatible with the specific organization and its members). (Author/IRT)

Strategic Management Accounting Corporate Objective and ...

African Journals Online (AJOL)

No organisation operates without a focus and this focus can be termed objective or goal; which should be clearly slated. This study therefore looked at Strategic Management Accounting Corporate Strategy and Production objectives. The study samples are selected manufacturing firms in Port Harcourt. Questionnaires were ...

Strategic Management for IT Services on Outsourcing Security Company

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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.

Using the Collective Wisdom of Frontline Employees in Strategic Issue Management

DEFF Research Database (Denmark)

Lund Pedersen, Carsten

The field of strategic management has long alluded to the idea that lower-level employees immersed in the day-to-day business have experiential insights of potential strategic value. This line of thought has predominantly been supported by anecdotal evidence and explored in meticulous case studies...... to uncover the evolutionary traits of autonomous ventures. In a related vein, studies of ‘strategic issue management’ (SIM) tried to uncover organizational processes to identify emerging issues in volatile environments and devise proper strategic responses. These conceptual models were introduced in the very...... first volume of ‘Strategic Management Journal’, but little empirical research has since tried to develop the conception of SIM. An underlying research aim of this dissertation is to address and bridge these two literature streams, honing the idea of utilizing the collective wisdom possessed by frontline...

Strategic Management in the Healthcare Sector: The Debate About the Resource-Based View Flourishes in Response to Recent Commentaries

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Ewan Ferlie

2016-02-01

Full Text Available There is increasing interest in – and debate about – the extent to which key concepts from the resource-based view (RBV of the Firm school of strategic management can be usefully applied to study knowledge mobilization (KM processes in healthcare and other public services settings.

Alliance Coordination, Dysfunctions, and the Protection of Idiosyncratic Knowledge in Strategic Learning Alliances

OpenAIRE

Müller, Dirk

2010-01-01

In high technology industries firms use strategic learning alliances to create value that can’t be created alone. While they open their interorganizational membrane to gain new skills and competences, generate new products and services, accelerate development speed, and enter into new markets their idiosyncratic knowledge base may be impaired when knowledge related dysfunctions like the unintended knowledge transfer, asymmetric learning speed or premature closing occur. Within a value approac...

Nuclear knowledge management

International Nuclear Information System (INIS)

2007-01-01

The management of nuclear knowledge has emerged as a growing challenge in recent years. The need to preserve and transfer nuclear knowledge is compounded by recent trends such as ageing of the nuclear workforce, declining student numbers in nuclear-related fields, and the threat of losing accumulated nuclear knowledge. Addressing these challenges, the IAEA promotes a 'knowledge management culture' through: - Providing guidance for policy formulation and implementation of nuclear knowledge management; - Strengthening the contribution of nuclear knowledge in solving development problems, based on needs and priorities of Member States; - Pooling, analysing and sharing nuclear information to facilitate knowledge creation and its utilization; - Implementing effective knowledge management systems; - Preserving and maintaining nuclear knowledge; - Securing sustainable human resources for the nuclear sector; and - Enhancing nuclear education and training

2010 Strategic national plan of Science Technology and Innovation PENCTI

International Nuclear Information System (INIS)

2010-07-01

The document presents the national strategic plan for Science Technology and Innovation, its history, premises, conceptual framework, the starting situation, guiding principles, strategic objectives and priority area such as new energy sources to diversify the national energy matrix, environment environment and preservation of natural resources, governance and private management with increasing levels of dependency with the development of strategic technology knowledge and innovation

Addressing challenges for future strategic-level emergency management: reframing, networking, and capacity-building.

Science.gov (United States)

Bosomworth, Karyn; Owen, Christine; Curnin, Steven

2017-04-01

The mounting frequency and intensity of natural hazards, alongside growing interdependencies between social-technical and ecological systems, are placing increased pressure on emergency management. This is particularly true at the strategic level of emergency management, which involves planning for and managing non-routine, high-consequence events. Drawing on the literature, a survey, and interviews and workshops with Australia's senior emergency managers, this paper presents an analysis of five core challenges that these pressures are creating for strategic-level emergency management. It argues that emphasising 'emergency management' as a primary adaptation strategy is a retrograde step that ignores the importance of addressing socio-political drivers of vulnerabilities. Three key suggestions are presented that could assist the country's strategic-level emergency management in tackling these challenges: (i) reframe emergency management as a component of disaster risk reduction rather than them being one and the same; (ii) adopt a network governance approach; and (iii) further develop the capacities of strategic-level emergency managers. © 2017 The Author(s). Disasters © Overseas Development Institute, 2017.

Knowledge as an Asset and Knowledge Management

OpenAIRE

Sevinç Gülseçen

2014-01-01

The most valuable resource available to any organization today is its knowledge asset which is stored in processes and information systems, corporate data warehouses, employees’ brains, copyrights and patents. Knowledge management is the process of capturing, distributing, and effectively using this knowledge. The factors affecting Knowledge Management can be listed as follows: organizational culture, knowledge manager, the evolution of knowledge, knowledge polution and technology.

Knowledge as an Asset and Knowledge Management

Directory of Open Access Journals (Sweden)

Sevinç Gülseçen

2014-03-01

Full Text Available The most valuable resource available to any organization today is its knowledge asset which is stored in processes and information systems, corporate data warehouses, employees’ brains, copyrights and patents. Knowledge management is the process of capturing, distributing, and effectively using this knowledge. The factors affecting Knowledge Management can be listed as follows: organizational culture, knowledge manager, the evolution of knowledge, knowledge polution and technology.

An Empirical Investigation of Strategic Planning in QS Practices

OpenAIRE

Murphy, Roisin

2012-01-01

The benefit of engaging in strategic planning has been well documented over several decades of strategic management research. Despite the significant body of existing knowledge in the field, there remains a limited collection of empirically tested research pertaining to strategic planning within professional service firms (PSFs) in construction, particularly from an Irish context. The research is an exploratory study involving in-depth, semi-structured interviews and a widespread survey of...

Knowledge Management in Scientific and Technical Support Organizations for Regulatory Bodies: SEC NRS Experience

International Nuclear Information System (INIS)

Saulskaya, N.

2016-01-01

Full text: Nuclear industry, similar to other high-tech industries, is based on knowledge and to a great extent depends on personnel qualification, their skills and abilities. Knowledge management processes were recognized of the utmost importance for the IAEA. The IAEA GA adopted a number of resolutions on nuclear knowledge. In this context, knowledge management is considered as an integrated, systematic approach to the process of assessment, obtaining, development, distribution, use, transfer and maintenance of knowledge related to achievement of strategic targets of organization development. KM makes it possible to learn lessons from its own experience. The report presents a long-term experience of SEC NRS in knowledge management and capacity building, which is critically important for SEC NRS as scientific and technical support organization for Rostechnadzor. KM in SEC NRS is performed through the HRM, primarily through HRD, assessment, motivation of the labor activity, and regulation of social-psychological processes. The practice of implementation of NKM through the functions of human resources management is of particular interest for embarking countries. The best practices will be reflected in the IAEA Safety Report “Knowledge Management for Regulatory Bodies and TSO”, which is currently being developed by a team of the IAEA experts. (author

Using Tools of Strategic Management in Medical Facilities of Lublin Region

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Jaworzynska Magdalena

2017-06-01

Full Text Available The purpose of this article is to evaluate the use of tools of strategic management in hospitals in Lublin region. The study was conducted among 14 medical entities from the area of Lublin Voivodeship. The survey was addressed to economic directors or chief accountants of health care facilities and sent by post. The questionnaire was also helpful in conducting an in-depth interview as it provided a required structure. As part of the interviews with managers of health care facilities, information beyond the questionnaire was acquired, e.g. about the mission. According to studies, most health care facilities develop strategic plans (71.4%. For 21.4% of the studied facilities, the strategic plan is known mainly to management. In contrast, 28.6% of entities do not have a strategic plan. The presented results of the research can increase the effectiveness of activities in each area of the health care facility, continuous process improvement and rapid response to changes in the environment.

VISION AND STRATEGIC THINKING IN THE ROMANIAN FAST GROWING FIRMS MANAGEMENT

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Nicolae BIBU

2016-07-01

Full Text Available The purpose of this paper is to present preliminary specific issues concerning the vision and the strategic thinking of the managers of Romanian fast growing firms in the years of rapid growth. This paper clarifies two research questions. (1 The first research question is what is the message of the manager's vision of the Romanian fast growing firms? Therefore, we must first verify if the managers of the Romanian fast growing firms have a concrete vision about the business they run and if so, what is the vision of the managers about the companies that they lead? (2 The second research question is what findings can be drawn about the role of strategic thinking of the managers in the management of the Romanian fast growing firms? The research that we have conducted is a qualitative research. The research method that we used is the interview. The interview is specific to qualitative research. Regarding the method of analysis that we used it is the content analysis. The research was conducted on a total of 17 Romanian fast growing firms that are located in Timiș County. The firms were identified based on a specific selection criteria set after a thorough review of the literature in the field. The 17 companies that we have analysed represent the foundation of 17 in-depth case studies, which we believe helped us to better understand what it means in the Romanian context to grow fast, through the entrepreneurs managers vision and strategic thinking. The results presented in this paper come to strengthen the results reached by other researchers in this field. The results present an image of the current Romanian context – about the role of strategic thinking of the entrepreneur manager in the management of Romanian fast growing firms. The paper presents a detailed analysis of managers' vision of the Romanian fast growing firms. The paper also presents findings about the role of strategic thinking in helping managers achieve rapid growth in the

Effect of strategic planning education on attitudes and perceptions of independent community pharmacy owners/managers.

Science.gov (United States)

Harrison, Donald L

2007-01-01

To assess the impact of formal education program participation on the attitudes and perceptions of independent community pharmacy owners/managers toward strategic planning. Cross-sectional study. United States; June 4-July 30, 2004. Nationwide random sample of 1,250 owners/managers of independent community pharmacies. Mailed survey. Strategic planning formal education program participation. Comprehensiveness of strategic planning. Attitudes and perceptions of owners/managers of independent community pharmacies toward strategic planning. A total of 527 (42.1%) usable questionnaires were returned. Only 124 (23.5%) respondents indicated that they participated in a formal strategic planning education program. However, of the 141 (26.85%) respondents who indicated that they had conducted strategic planning for their community pharmacy, 111 (89.5%) had participated in a formal strategic planning education program. A significant association was detected between formal education program participation and the conducting of strategic planning (Pstrategic planning based on program participation (Pstrategic planning rating than those respondents who did not participate in an educational program (Pstrategic planning education program participation and the conducting of strategic planning by owner/managers of independent community pharmacies, and those participating in such programs have significantly different attitudes and perceptions toward the conducting of strategic planning and have a significantly higher comprehensiveness of strategic planning rating.

THE IMPLEMENTATION OF STRATEGIC MANAGEMENT ACCOUNTING BASED ON VALUE CHAIN ANALYSIS: VALUE CHAIN ACCOUNTING

OpenAIRE

KIRLI, Mustafa; GÜMÜŞ, Harun

2011-01-01

To compete successfully in today’s highly competitive global environment, companies have made customer satisfaction an overriding priority. They have also adopted new management approaches, changed their manufacturing systems and invested in new technologies. Strategic management accounting examines the decision-making linked with the business operations and strategic work of financial administration as support for the same. Strategic management accounting is a theory and practice of ac...

Knowledge management a competitive edge for law firms in Botswana in the changing business environment

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Madeleine Fombad

2015-08-01

Full Text Available Background: Law firms in Botswana offer a particularly interesting context to explore the effects of transition in the knowledge economy. Acquiring and leveraging knowledge effectively in law firms through knowledge management can result in competitive advantage; yet the adoption of this approach remains in its infancy. Objectives: This article investigates the factors that will motivate the adoption of knowledge management in law firms in Botswana, and creates an awareness of the potential benefits of knowledge management in these firms. Method: The article uses both quantitative and qualitative research methods and the survey research design. A survey was performed on all 115 registered law firms and 217 lawyers in Botswana. Interviews were conducted with selected lawyers for more insight. Results: Several changes in the legal environment have motivated law firms to adopt knowledge management. Furthermore, lawyers appreciate the potential benefits of knowledge management. Conclusion: With the rise of the knowledge-based economy, coupled with the pressures faced by the legal industry in recent years, law firms in Botswana can no longer afford to rely on the traditional methods of managing knowledge. Knowledge management will, therefore, enhance the cost effectiveness of these firms. Strategic knowledge management certainly helps to prepare law firms in Botswana to be alive to the fact that the systematic harnessing of legal knowledge is no longer a luxury, but an absolute necessity in the knowledge economy. It will also provide an enabling business environment for private sector development and growth and, therefore, facilitate Botswana’s drive towards the knowledge-based economy.

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

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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

Relationship Management in International Strategic Alliances and networks

DEFF Research Database (Denmark)

Andersen, Poul

2011-01-01

This chapter discusses relationship management in international strategic alliances and networks, building on and synthesizing parts of the relationship management literature. The chapter provides a model linking three generic relationship management tasks with three levels of management......, identifying nine focus areas for relationship management efforts. Rather than distinguishing between the management of external and internal resources, the integration of external and internal resources is the focus, meaning that all managerial tasks have both internal and external consequences...

Forming system of strategic innovation management at high-tech engineering enterprises

Science.gov (United States)

Ergunova, O. T.; Lizunkov, V. G.; Malushko, E. Yu; Marchuk, V. I.; Ignatenko, A. Yu

2017-02-01

The article considers the processes of forming the strategic system of innovative activity management at the enterprises of a high-tech mechanical engineering complex (MEC) that are traditionally decisive in shaping the economic base of Russia. The authors proposed a method of designing a strategic system of innovative activity management at the MEC’s enterprises of the region which is based on the consideration of means and opportunities of the enterprise to implement intellectual activity. The proposed methodology and the empirical results constituted a ground for developing a system of strategic innovation management when performing the state-guaranteed order at the hi-tech MEC enterprises. Its implementation will help to reduce the level of uncertainty throughout the entire life cycle of an innovative activity product.

Strategic brand management: Archetypes for managing brandsthrough paradoxes

OpenAIRE

Högström, Claes; Gustafsson, Anders; Tronvoll, Bård

2014-01-01

This is the authors' accepted and refereed manuscript to the article Although brands are acknowledged as significant assets in a firm‟s value creation and differentiation process, branding literature often describes opposing perspectives and contradictory demands. This article develops a framework of three strategic brand management archetypes that provide new insights into the complexity and often paradoxical ambiguity of branding. By combining an empirical qualitative study w...

The Importance of Information Technology as a Strategic Resource for Hospital Management Process and the Management Skills Required for Managers

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Jayr Figueiredo de Oliveira

2016-05-01

Full Text Available The developed research debates which is the perception of the administrators and hospital area managers about the ideal professional competency profile that the leadership occupants must have had in front of the available IT resources. The general objective, therefore, consisted in uplevel the inquired ones perception regarding the ideal professional competency to fulfill management tasks within hospital environment. The research with descriptive nature consisted of a Survey that has involved 900 professionals from 36 hospital institutions both public and private from the health sector, and composed by two steps (discussion and questionnaire. The results pointed out that the Professional competency profile considered ideal would have been the attributes related to the knowledge and ability to strategic and operational  planning, leadership ability and ethics attitude.

Knowledge Management, Codification and Tacit Knowledge

Science.gov (United States)

Kimble, Chris

2013-01-01

Introduction: This article returns to a theme addressed in Vol. 8(1) October 2002 of the journal: knowledge management and the problem of managing tacit knowledge. Method: The article is primarily a review and analysis of the literature associated with the management of knowledge. In particular, it focuses on the works of a group of economists who…

Knowledge management in industrial districts as support of innovation. Proposal of a metrologic based on Strelnet model

International Nuclear Information System (INIS)

Exposito Langa, M.; Capo Vicedo, J.; Masia Buades, M.

2007-01-01

One of the major challenges of endogenous development resides in how to improve the competitiveness of a territory. By fomenting innovation in industrial districts, one can give rise to strategic value capable of promoting competitive advantages and, at the same time, makes possible for greater sustainable development of the territory. To innovate implies making knowledge a key element; therefore those tasks that are dedicated to the management and incorporation of new knowledge in organizations will be fundamental in this process. Following this line, this research paper presents a methodology that helps with the management of knowledge in industrial districts. (Author) 36 refs

Exploring the Strategic Role of Human Resource Development in Organizational Crisis Management

Science.gov (United States)

Wang, Jia; Hutchins, Holly M.; Garavan, Thomas N.

2009-01-01

Crisis management has been a largely overlooked territory in human resource development (HRD) despite the increasingly recognized impact of organizational crises on the individual and organizational performance. This article explores the strategic role of HRD in the context of organizational crisis management using Garavan's strategic HRD model as…

Corporate social capital and strategic management paradigm : a contingency view on organizational performance

NARCIS (Netherlands)

Leenders, Roger Th.A.J.; Gabbay, Shaul M.; Fiegenbaum, Avi

2001-01-01

The strategic management paradigm explains organizational performance through the alignment between environment, strategy, and reference points. We extend this paradigm by incorporating the role of interorganizational networks on firm performance, thus integrating strategic management and corporate

Strategic Management fundamentals of metal enterprises in Ukraine

Directory of Open Access Journals (Sweden)

Zargana Irina Anatolevna

2013-08-01

Full Text Available The basics and characteristics of strategic management at the metal enterprises are considered. The stages of development and implementation of enterprise management strategy are structured. The balanced scorecard and process management as tools of achieving the goals are considered. The block diagram of metal enterprises management strategy is presented, in which the groups of process indicators are allocated and the balanced scorecard for the process groups are developed.

THE COMPETITIVE PROFILE OF THE NATIONAL RAILWAY COMPANY FROM THE PERSPECTIVE USE OF KNOWLEDGE MANAGEMENT

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Dragan George Bogdan

2013-12-01

Full Text Available In the context of the current business environment, characterized by an increasing degree of competitiveness which diminishes the possibilities for differentiation, it is necessary to implement a successful strategic knowledge management process and adapt it to the company’s needs. The purpose is that it can help the company to translate its strategic vision and mission into action. Regarding the organizational environment, organizational needs analysis - expressed in terms of the knowledge society - determine "competitiveness" as a necessary condition of survival of the company. Competitiveness has always been an organizational goal. Is born, so the question: why competitiveness became just today, the key to success of business processes? The answer, we believe that it is in dynamic markets (supply, demand - dynamic value by bringing in goods and services, the widespread use of knowledge. The importance of knowledge-based activities has greatly increased in recent years. Also, knowledge began to be regarded as the main source of wealth production, protecting it represents an important element in achieving and maintaining a competitive advantage.

Knowledge Management as Attention

DEFF Research Database (Denmark)

Kreiner, Kristian

2004-01-01

This article explores the case of product development for insights into the potential role of knowledge management. Current literature on knowledge management entertains the notion that knowledge management is a specific set of practices - separate enough to allow specialization of responsibility....... By common standard, the proclaimed responsibility of knowledge management is shared knowledge, saved learning costs and coordinated action in an organization. The significance of the practices of knowledge management is the intention of shared knowledge, saved learning costs and coordinated action....

The importance and role of strategic tool of balanced scorecard in diversified enterprises management

Directory of Open Access Journals (Sweden)

Rosić Mladen

2014-01-01

Full Text Available Justification of the diversification strategy is derived from the success of the corporate management of diversified companies in adding value to a portfolio of strategic business units in its composition to a greater amount than they could achieve alone or under someone else's control. Such a level of added value can be achieved by identifying and using strategic fit between strategic business units themselves or between strategic business units and corporate management. Since the strategic fits, which represent a specific interdependence relationships, in modern companies usually exist among the various forms of intangible assets, they often remain unused because they can not be easily identified. Even when we recognize the opportunities to achieve strategic fits, it is not easy to achieve them because it is often necessary coordinated action of different organizational units at different hierarchical levels. Therefore strategic tool Balanced scorecard have great importance in the management of modern diversified enterprises.

Can Strategic Management Work in Colleges and Universities? AIR 1989 Annual Forum Paper.

Science.gov (United States)

Dooris, Michael J.; Lozier, G. Gregory

The wide variety of management approaches (zero-based budgeting, decision support systems, etc.) that have emerged in recent decades are reviewed. The questions of whether strategic management is simply another fad, and whether it can work in colleges and universities, are discussed. The development of strategic management is traced, both in…

How Managers Can Create Value from Strategic Framing of Social Media

DEFF Research Database (Denmark)

Rydén, Pernille; Ringberg, Torsten; Wilke, Ricky

2015-01-01

these frames influence what the manager will consider as the optimal use of social media for a given situation. More specifically, we identify six conceptualizations of social media, of which the first three regard social media as tactical tools for enhancing communication to and from end users......Strategic framing of social media tends to refer to the use of different platforms for marketingtactical purposes. This conceptual paper advances the fields of Business-to-Consumer marketing and strategic management by demonstrating how social media become conceptually framed and, in turn, how....... Such conceptualizations prevent the use of social media as strategic tools and thereby limits a strategically relevant and - for consumers - more meaningful engagement, thereby reducing potential customer value.The other three conceptualizations, we identify, regard social media in gradually more disruptive ways...

PUBLIC KNOWLEDGE, LEARNING ORGANIZATIONS AND KNOWLEDGE MANAGEMENT AS STRATEGIC LEVERS FOR A NEW PUBLIC ADMINISTRATION IN ITALY

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Pierfranco Malizia

2012-12-01

Full Text Available In one of the most interesting volumes of an equally interesting series entitled “Proposals for a change in the public administrations” concerning the Italian P.A. (VV. AA., 2002, edited by the Civil Service Department of the Italian government and realised with the collaboration of public and private partners to stimulate processes of change in the P.A., a precise and carefully explained reference is made to the absolute importance for the public administrations of the promotion of know-how development by means of the creation, valorisation and sharing of the knowledge-competence patrimony necessary to back the innovation processes like the logic of learning organizations and knowledge management.

Strategic Management Foundations and Employee Performance of ...

African Journals Online (AJOL)

Nneka Umera-Okeke

Performance of Aluminium Companies in Delta State. Nzewi, Hope Ngozi ... In this way, employee performance and overall organizational ... in a firm is best determined by analyzing relationship between strategic management and ... for organizational, administrative changes, setting measures on control systems and.

STRATEGIC MANAGEMENT OF TRANSPORT CARGO COMPLEX

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A. M. Okorokov

2014-06-01

Full Text Available Purpose. Making the qualitative administrative decisions defining strategy and tactics of transport cargo complexes development, and also its subsystems, is possible only in the presence of flexible optimization model. This model has to consider multiparametricity and multicriteriality of the given task, uncertainty and vagueness of input information, and also to provide process automation of searching the best parameters of the given production facility. The purpose of the research is to develop procedures for the strategic management of complex with view of the most important factors and their stochastic nature, which will execute the improvement of technical equipment of TCC. Methodology. The problem of strategic management is based on solving the complex of issues of the optimal number of shunting locomotives, optimal processing capability of handling the front and rational capacity of warehouses. The problem is solved on the basis of the proposed optimality criterion – the specific set of profit per unit of capital assets of freight industry. The listed problems are solved using simulation modeling of the freight industry. Findings. The use of developed procedure allows one to improve the technical equipment of the freight stations and complexes. Originality. For the first time it was developed the procedure of strategic management of development. This procedure allows taking into account the probabilistic nature of demand for services of transport freight complexes and technological processes of client services on the complex stations. The proposed procedure can be applied during when planning the investments in the creation of transport freight complexes. Practical value. Use as a basic tool of simulation models of complex cargo operation allows estimating the effectiveness of the capital investments, the level of operating costs, as well as the quality of meeting the demands of potential customers in transportations at the stage of

HUMAN RESOURCE MANAGEMENT - FROM FUNCTION TO STRATEGIC PARTNER

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Todericiu Ramona

2013-07-01

The purpose of this article is to present the current research state in the field of strategic human resource management. In order to achieve this, the factors that underline the importance of human resource management are assessed. The study has been accomplished using the methodology of bibliographic study and qualitative research.

Essentials of Risk Management. Strategic Decisions. Board Basics.

Science.gov (United States)

Sonenstein, Burton; Kumin, Laura A.

1998-01-01

This booklet, intended for trustees of institutions of higher education, offers some instruction on the principles of risk management. Introductory information provides a definition of risk management, which is seen as a planning and strategic function, not solely as a financial or safety assessment. Individual sections then address the following…

Managing Nuclear Knowledge: a challenge for SCK-CEN

International Nuclear Information System (INIS)

Ruyssen, M.-L.

2005-01-01

All innovation in nuclear science and nuclear technology for either power or non-power applications relies on knowledge. Preserving and enhancing nuclear knowledge accumulated in the past has become a timely subject of strategic importance. In recent years, political, economical and societal trends urged the need for an efficient management of nuclear knowledge. Foremost, the Belgian government has decided to phase-out nuclear power plants. Privatisation and deregulation rules of the energy market in the European Union drives the nuclear industry to compete in the immediate and near term with other sources of electrical energy. This might result in a reduction of work force and budgets allocated to research and development. These two decisions have as a side effect that fewer young people are attracted by studying nuclear science and nuclear engineering, making the issue of the replacement of the aging nuclear workforce even worse. This changing environment requires therefore the pro-active retention and preservation of our comprehensive nuclear knowledge base and the sustainment of our nuclear education and training efforts. SCK-CEN's initiatives concerning preserving and sharing Nuclear Knowledge and sustaining nuclear education and training are discussed

Case analysis online: a strategic management case model for the health industry.

Science.gov (United States)

Walsh, Anne; Bearden, Eithne

2004-01-01

Despite the plethora of methods and tools available to support strategic management, the challenge for health executives in the next century will relate to their ability to access and interpret data from multiple and intricate communication networks. Integrated digital networks and satellite systems will expand the scope and ease of sharing information between business divisions, and networked systems will facilitate the use of virtual case discussions across universities. While the internet is frequently used to support clinical decisions in the healthcare industry, few executives rely upon the internetfor strategic analysis. Although electronic technologies can easily synthesize data from multiple information channels, research as well as technical issues may deter their application in strategic analysis. As digital models transform access to information, online models may become increasingly relevant in designing strategic solutions. While there are various pedagogical models available to support the strategic management process, this framework was designed to enhance strategic analysis through the application of technology and electronic research. A strategic analysis framework, which incorporated internet research and case analysis in a strategic managementcourse, is described alongwith design and application issues that emerged during the case analysis process.

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.

STRATEGIC MAPS AND CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY: A PROPOSAL

Directory of Open Access Journals (Sweden)

Sady Darcy Silva Junior

2010-06-01

Full Text Available Project Management (PM and Strategic Management (SM are two subjects of growing importance in the corporate environment which are normally considered in isolation. One way of integrating these two concepts might be via the concept of project management maturity (Westphal et al., 2008. Rabechini and Pessoa (2005 state that to obtain project management maturity, it is necessary to achieve success in a number of critical factors which include organizational culture and structure, as well as sponsorship at both tactical and strategic levels (Silva et al., 2008. Another way of achieving this connection is by using Balanced Scorecard (BSC as an auxiliary tool to integrate between projects and organizational strategy (Brock et al., 2003. The original developers of the BSC, Kaplan e Norton, subsequently developed the concept of strategy mapping, which they affirm "represents the missing link between the formulation and the execution of the strategy" (Kaplan e Norton, 2004. This paper proposes a strategy map identifying critical factors for attaining project management maturity. To formulate the map, we used a qualitative, exploratory approach oriented by Project Management theory and strategy mapping. We first identified 13 critical factors, then developed a strategy map, which was evaluated by six specialists (three in SM area and three in PM area.The results suggest links between strategic mapping nad critical factors in project management. It also contributes to both areas independently. Specifically, the study identifies critical factors for project management maturity while demonstrating the applicability of strategic mapping techniques to Balanced Scorecard concepts.

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.

Strategic Niche Management and Transition Management: different but complementary approaches

NARCIS (Netherlands)

D.A. Loorbach (Derk); R. van Raak (Ronald)

2006-01-01

textabstractThis discussion paper sets out to compare two different, yet related, approaches to achieve sustainable development and (technological) innovation. Strategic Niche Management (SNM) (Kemp, Schot et al. 1998; Weber 1999) emerged as a novel concept by the end of the 1990’s and is presented

The strategic planning of health management information systems.

Science.gov (United States)

Smith, J

1995-01-01

This paper discusses the roles and functions of strategic planning of information systems in health services. It selects four specialised methodologies of strategic planning for analysis with respect to their applicability in the health field. It then examines the utilisation of information planning in case studies of three health organisations (two State departments of health and community services and one acute care institution). Issues arising from the analysis concern the planning process, the use to which plans are put, and implications for management.

Investigating a Link Between Knowledge Management and NPP Organizational Performance

International Nuclear Information System (INIS)

Grosbois, J. de

2011-01-01

Effective knowledge management (KM) enhances a firm's capability to assimilate, create and exploit knowledge. KM is widely recognized in both the management literature and in practice as an important enabler of long term organizational performance. Its role is particularly important in technology intensive industries such as the nuclear power industry. Various nuclear power plants (NPPs) around the globe have begun to recognize the strategic importance of KM initiatives in achieving sustained high levels of operational performance. Although these organizations have been involved in KM-related activities for some time, they typically have not viewed and managed these activities from a KM perspective. Several NPPs have been early adopters of KM practices in the nuclear industry, and have been proactive in implementing company-wide KM programmes. However, at most NPPs, the concepts and benefits of KM are only beginning to be understood and have yet to be applied. Atomic Energy Canada Ltd. (AECL) undertook a research project entitled Knowledge Management (KM) for Nuclear Power Plants (NPPs), which formed part of the IAEA's Coordinated Research Project (CRP) on Comparative Analysis of Methods and Tools for Nuclear Knowledge Preservation. The programme scope of work included the following activities: conducting a literature review, participation in IAEA KM meetings and Assist Visits to NPPs, development of an industry survey, peer review and trial of the survey, and preparation of a summary report. This paper summarizes findings of the research done at AECL under this CRP.

Top management team heterogeneity, strategic change and operational performance

NARCIS (Netherlands)

Naranjo Gil, D.; Hartmann, F.; Maas, V.S.

2008-01-01

This study examines the role of top management team (TMT) heterogeneity in facilitating strategic change. Based on the upper echelons literature, we argue that heterogeneous management teams are better able to handle the simultaneous and conflicting demands of refocusing the organization

Strategic fit and the role of contractual and procedural governance in alliances

OpenAIRE

Nielsen, Bo Bernhard

2008-01-01

This paper focuses specifically on interfirm strategic collaboration as a vehicle for knowledge management across firm boundaries. Drawing on the widely accepted exploitation/exploration dichotomy, this article contributes to research concerning alliance dynamics by combining elements related to alliance formation, negotiation and outcomes. By integrating the exploitation/exploration arguments into a set of knowledge-related strategic motives for alliance formation, the main arguments focus o...

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...

Evolution of knowledge management

Directory of Open Access Journals (Sweden)

Mašić Branislav

2017-01-01

Full Text Available The theory of business and management is changing rapidly, and changes are expected to continue. Emerging concepts and paradigms are being introduced and applied to organizational life. Knowledge management (KM is not new but rather newly structured concept. Although the concept was not popularized until the last two decades of the 20th century, transmitting and managing knowledge stretch back into distant history. The aim of this paper is to analyse knowledge management evolutionary history and to investigate the use of knowledge management as management tool in organizations. This paper is focused on systematic review of literature on knowledge management. Emphasis is placed on correlation between knowledge management and information and communication technology and advent and use of new tools and techniques; change in the way knowledge has been conceptualized; social context of KM, big data and analytics, artificial intelligence. The importance of knowledge itself was not questioned, as it is recognized as highly valuable resource.

Knowledge Management: A Skeptic's Guide

Science.gov (United States)

Linde, Charlotte

2006-01-01

A viewgraph presentation discussing knowledge management is shown. The topics include: 1) What is Knowledge Management? 2) Why Manage Knowledge? The Presenting Problems; 3) What Gets Called Knowledge Management? 4) Attempts to Rethink Assumptions about Knowledgs; 5) What is Knowledge? 6) Knowledge Management and INstitutional Memory; 7) Knowledge Management and Culture; 8) To solve a social problem, it's easier to call for cultural rather than organizational change; 9) Will the Knowledge Management Effort Succeed? and 10) Backup: Metrics for Valuing Intellectural Capital i.e. Knowledge.

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.

A review of sustainable facilities management knowledge and practice

Directory of Open Access Journals (Sweden)

Baaki Timothy Kurannen

2016-01-01

Full Text Available Sustainability is seen as a far-reaching issue now, and one which the facilities management [FM] profession cannot overlook. This paper explores current sustainable facilities management [SFM] knowledge and practice with specific focus on performance as part of a research focus toward proposing a sustainable FM performance management framework for sustainable healthcare waste management in Malaysia. This paper utilized a review of extant literature on the subject of SFM, FM performance and FM development in Malaysia as source of information. Findings reflect the increasing recognition of the need for the strategic FM function, and how facilities managers are best positioned to drive organizations’ sustainability agendas. In Malaysian context, this recognition is barely evident as findings show FM practice is still immature and predominantly operational. Unlike developed FM markets, FM relevance in Malaysia is being driven by the public sector. Also findings show a disharmony between organizations’ sustainability priority areas and the responsibilities for facilities managers to execute them where the sustainability policy of organizations prioritize one FM service and the facilities managers’ responsibilities prioritize another. As most of SFM implementation is driven by legislation this seems to strengthen the position that, organizations continue to view support services as non-value-adding, as unavoidable liabilities. The implication of this is the pressure on the FM function to continually express its strategic relevance to organizations by tangible value-adding performance output. This creates a new perspective to measuring and managing facilities performance. This paper therefore elevates the importance of FM performance management in SFM context taking into account the peculiar position of the facilities manager. This is seen as a way forward for FM to better express its value to the organization

The strategic skills of business continuity managers: putting business continuity management into corporate long-term planning.

Science.gov (United States)

Wong, Wei Ning Zechariah

2009-11-01

Despite its rapid development in the last two decades, business continuity management (BCM) as a discipline and a profession is still regarded by many as an operational entity of management. Two main issues are discussed in this paper: the role of BCM in strategic management and the strategic skills of business continuity managers. These issues are crucial as they represent the role of BCM in high-level corporate management. The paper discusses the importance of BCM in the long-term planning of organisational success and the preservation of future competitiveness. Finally, salient points that underpin the importance of its role in sustaining organisational performance are addressed.

Exploration of a Contextual Management Framework for Strategic Learning Alliances

Science.gov (United States)

Dealtry, Richard

2008-01-01

Purpose: This article aims to take a further step forward in examining those important business factors that will shape the future of best practice in the quality management of internal and external strategic alliances. Design/methodology/approach: The article presents a speculative scenario on the future of strategic alliances in education,…

A meta-level architecture for strategic reasoning in naval planning (Extended abstract)

NARCIS (Netherlands)

Hoogendoorn, M.; Jonker, C.M.; van Maanen, P.P.; Treur, J.

2005-01-01

The management of naval organizations aims at the maximization of mission success by means of monitoring, planning, and strategic reasoning. This paper presents a meta-level architecture for strategic reasoning in naval planning. The architecture is instantiated with decision knowledge acquired from

Strategically oriented management and controlling of resource intensive projects

International Nuclear Information System (INIS)

Kemmeter, Sascha

2015-01-01

The book on strategically oriented management and controlling of resource intensive projects covers the following issues: frame of project management and project controlling, classification of the decommissioning of nuclear facilities as resource intensive projects, research design for case studies, results of the study of project management specific characteristics of decommissioning, reference model for the project management of nuclear facility decommissioning.

Challenges for catchment management agencies: lessons from bureaucracies, business and resource management

CSIR Research Space (South Africa)

Rogers, K

2000-10-04

Full Text Available process. Strategic adaptive management (SAM) is a local derivative of ARM designed to generate consensus management which is inclusive, strategic, adaptive and creative. SAM is a process in which effective knowledge management is central to building a...

Examining the Relative Contributions of Content Knowledge and Strategic Processing to Comprehension

Science.gov (United States)

Aukerman, Maren; Brown, Rachel; Mokhtari, Kouider; Valencia, Sheila; Palincsar, Annemarie

2015-01-01

The essays below were prepared following the LRA session organized by Janice Almasi entitled, "Examining the relative contributions of content knowledge and strategic processing to comprehension." What unites these essays are the personal and historical stances that each writer has taken; in addition, the essays are rich with…

The Interaction between Human and Organizational Capital in Strategic Human Resource Management (P.49-62)

OpenAIRE

Audia Junita

2017-01-01

Studies in strategic human resource management emphasize the contribution of human and human resource management to organizational performance achievement. Human and organizational capitals are strategic capability and mechanism to create value in an organization.This paper seeks to identify an interactive relationship between human and organizational capital in strategic human resource management theoretically, which so far, have not got adequate attention, particularly in a systemic relatio...

Prudence in public institutions management: the strategic financial ...

African Journals Online (AJOL)

Prudence in public institutions management: the strategic financial efficiency challenge in Nigeria. ... African Research Review ... the constructive optimization of risks with a view to attracting returns in relation to variability, volatility, and vitality.

IHRM's Role in Knowledge Management in Multinational Corporations

DEFF Research Database (Denmark)

Minbaeva, Dana

2015-01-01

Organizational knowledge has become the most strategically significant resource for organizations (Grant 1996a, 1996b). However, this invaluable resource may remain undiscovered, underleveraged, and trapped in the minds of individuals. Organizational competitiveness is enhanced not by knowledge p...

Knowledge management and information tools for building maintenance and facility management

CERN Document Server

Talamo, Cinzia

2015-01-01

This book describes the latest methods and tools for the management of information within facility management services and explains how it is possible to collect, organize, and use information over the life cycle of a building in order to optimize the integration of these services and improve the efficiency of processes. The coverage includes presentation and analysis of basic concepts, procedures, and international standards in the development and management of real estate inventories, building registries, and information systems for facility management. Models of strategic management are discussed and the functions and roles of the strategic management center, explained.  Detailed attention is also devoted to building information modeling (BIM) for facility management and potential interactions between information systems and BIM applications. Criteria for evaluating information system performance are identified, and guidelines of value in developing technical specifications for facility management service...

The strategic management of organizational knowledge exchange related to hospital quality measurement and reporting.

Science.gov (United States)

Rangachari, Pavani

2008-01-01

CONTEXT/PURPOSE: With the growing momentum toward hospital quality measurement and reporting by public and private health care payers, hospitals face increasing pressures to improve their medical record documentation and administrative data coding accuracy. This study explores the relationship between the organizational knowledge-sharing structure related to quality and hospital coding accuracy for quality measurement. Simultaneously, this study seeks to identify other leadership/management characteristics associated with coding for quality measurement. Drawing upon complexity theory, the literature on "professional complex systems" has put forth various strategies for managing change and turnaround in professional organizations. In so doing, it has emphasized the importance of knowledge creation and organizational learning through interdisciplinary networks. This study integrates complexity, network structure, and "subgoals" theories to develop a framework for knowledge-sharing network effectiveness in professional complex systems. This framework is used to design an exploratory and comparative research study. The sample consists of 4 hospitals, 2 showing "good coding" accuracy for quality measurement and 2 showing "poor coding" accuracy. Interviews and surveys are conducted with administrators and staff in the quality, medical staff, and coding subgroups in each facility. Findings of this study indicate that good coding performance is systematically associated with a knowledge-sharing network structure rich in brokerage and hierarchy (with leaders connecting different professional subgroups to each other and to the external environment), rather than in density (where everyone is directly connected to everyone else). It also implies that for the hospital organization to adapt to the changing environment of quality transparency, senior leaders must undertake proactive and unceasing efforts to coordinate knowledge exchange across physician and coding subgroups and

THE RESPONSE OF THE ENTREPRENEURSHIP TO THE CHANGING BUSINESS ENVIRONMENT: STRATEGIC ENTREPRENEURSHIP

OpenAIRE

GENÇ, Kurtuluş Yılmaz

2015-01-01

The basic aim of this study is to present relatively a new approach in management literature: strategic entrepreneurship (SE). In the study, the basic principles or knowledge of strategic entrepreneurship from the literature are presented and discussed. This study will create an opportunity to benefit from strategic entrepreneurship as a new perspective. Today, there is a rapid change in business life: this change re-quires new approaches to business. Strategic entrepreneurship is the respons...

enhancing response farming for strategic and tactical management

African Journals Online (AJOL)

ACSS

facilitating strategic agronomic planning and tactical management of in-season risks. ... predictor, the first effective rainfall date, enabled prediction of time of season onset and season length by ..... low crop productivity and ensure food security.

The interactive role of organizational strategy and culture : a strategic management approach

OpenAIRE

2015-01-01

M.Com. This study has been undertaken with the specific objective of acquiring an insight into the concept "organizational culture" within a strategic management context, as well as the role played by the concept in the formulation and implementation of organizational strategy. Researchers from within various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept ...

Strategic wellness management in Finland: The first national survey of the management of employee well-being.

Science.gov (United States)

Aura, Ossi; Ahonen, Guy; Ilmarinen, Juhani

2010-12-01

To examine the scope of strategic wellness management (SWM) in Finland. To measure management of wellness a strategic wellness management index (SWMI) was developed. On the basis of the developed SWM model an Internet questionnaire was conducted for randomly selected employers representing seven business areas and three size categories. Corporate activities and SWMI for each employer and for business area and size groups were calculated. Results highlighted relatively good activity in strategic wellness (SW) processes and fairly low level of SWM procedures. The average values (± SD) of SWMI were 53.6 ± 12.3 for large, 42.8 ± 11.7 for medium-size, and 32.8 ± 12.1 for small companies. SWMI can be a positive new, strong concept to measure SW processes and thus improve both the well-being of the employees and the productivity of the enterprise.

Strategic planning applied to quality in asthma management for children.

Science.gov (United States)

Goonan, K J; Healy, J M; Jordan, H S; Zazzali, J L; Horowitz, M

1993-01-01

This strategic plan translates the HCHP vision statement into a working plan for one major clinical condition--asthma in children. It is a working plan for clinicians and managers across specialties and levels. The results of the projects will improve in a measurable way significant clinical practice and outcomes, in keeping with the FY 1993 strategic goals.

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.

Managing nuclear knowledge: Strategies and human resource development. Summary of an international conference

International Nuclear Information System (INIS)

2006-01-01

The nuclear industry is knowledge based, similar to other highly technical industries, and relies heavily on the accumulation of knowledge. Recent trends such as workforce ageing and declining student enrolment numbers, and the risk of losing accumulated knowledge and experience, have drawn attention to the need for better management of nuclear knowledge. In 2002 the IAEA General Conference adopted a resolution on nuclear knowledge, which was reiterated in 2003; the resolution emphasized the importance of nuclear knowledge and information management and urged both the IAEA and Member States to strengthen their activities and efforts in this regard. Consequently, the International Conference on Nuclear Knowledge Management: Strategies, Information Management and Human Resource Development, which was held on 7-10 September 2004 in Saclay, was organized by the IAEA and the Government of France through the Commissariat a l'energie atomique in cooperation with the European Commission, OECD Nuclear Energy Agency, European Atomic Forum, Japan Atomic Industrial Forum, World Council of Nuclear Workers, World Nuclear University and European Association of Information Services. The conference was attended by 250 experts, scientists and officials from 54 Member States and nine international organizations, giving the conference a very broad representation of the nuclear sector. The objective of the conference was to reach a clear and common understanding of the issues related to nuclear knowledge management for sustaining knowledge and expertise in nuclear science and technology and to define a strategic framework for developing IAEA cross-cutting knowledge management activities. The conference provided a forum for professionals and decision makers in the nuclear sector, comprising industry, government and academia, as well as professionals in the knowledge management and information technology sectors. Based on the results of the conference, the key insights, lessons learned