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Sample records for strategic niche management

  1. A practioner's view on Strategic Niche Management

    International Nuclear Information System (INIS)

    Mourik, R.; Raven, R.P.J.M.

    2006-11-01

    Strategic Niche Management (SNM) is a tool to support the societal introduction of radical sustainable innovations. However, it has been mainly used in retrospective to analyse historical case studies. This report discusses SNM from a practioner's perspective with the main aim to articulate questions that should be addressed for translating SNM from an ex-post to an ex-ante tool. The main conclusion is that an SNM tool should focus on the level of 'niches' rather than single projects, i.e. SNM should aim to support (program) managers who aim at orchestrating the interaction between multiple experiments

  2. 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

  3. Supply Chain Development: Insights from Strategic Niche Management

    Science.gov (United States)

    Caniels, Marjolein C. J.; Romijn, Henny A.

    2008-01-01

    Purpose: The purpose of this paper is to contribute to the study of supply chain design from the perspective of complex dynamic systems. Unlike extant studies that use formal simulation modelling and associated methodologies rooted in the physical sciences, it adopts a framework rooted in the social sciences, strategic niche management, which…

  4. Actor networks in strategic niche management : insights from social network theory

    NARCIS (Netherlands)

    Caniëls, M.C.J.; Romijn, H.A.

    2008-01-01

    This paper contributes to Strategic Niche Management (SNM), an analytical technique designed to facilitate the introduction and diffusion of radically new sustainable technologies through societal experiments. According to SNM, intensive networking among social actors is a crucial process for the

  5. Strategic niche management and sustainable innovation journeys : theory, findings, research agenda, and policy

    NARCIS (Netherlands)

    Schot, J.W.; Geels, F.W.

    2008-01-01

    This article discusses empirical findings and conceptual elaborations of the last 10 years in strategic niche management research (SNM). The SNM approach suggests that sustainable innovation journeys can be facilitated by creating technological niches, i.e. protected spaces that allow the

  6. Strategic niche management of social innovations : the case of social entrepreneurship

    NARCIS (Netherlands)

    Witkamp, M.J.; Raven, R.P.J.M.; Royakkers, L.M.M.

    2011-01-01

    Strategic niche management (SNM), a tool to understand and manage radical socio-technical innovations and facilitate their diffusion, has always departed from a technical artefact. Many radical innovations, however, do not revolve around such an artefact. Social entrepreneurship is a new business

  7. Strategic niche management of social innovation : the case of social entrepreneurship

    NARCIS (Netherlands)

    Witkamp, M.J.; Raven, R.P.J.M.; Royakkers, L.M.M.

    2010-01-01

    Strategic niche management (SNM), a tool to understand and manage radical socio-technical innovations and facilitate their diffusion, has always departed from a technical artefact. Many radical innovations, however, do not revolve around such an artefact. Social entrepreneurship is a new business

  8. Strategic niche management for biofuels: Analysing past experiments for developing new biofuel policies

    International Nuclear Information System (INIS)

    Laak, W.W.M. van der; Raven, R.P.J.M.; Verbong, G.P.J.

    2007-01-01

    Biofuels have gained a lot of attention since the implementation of the 2003 European Directive on biofuels. In the Netherlands the contribution of biofuels is still very limited despite several experiments in the past. This article aims to contribute to the development of successful policies for stimulating biofuels by analysing three experiments in depth. The approach of strategic niche management (SNM) is used to explain success and failure of these projects. Based on the analysis as well as recent innovation literature we develop a list of guidelines that is important to consider when developing biofuel policies

  9. Prospects for Jatropha biofuels in Tanzania: An analysis with Strategic Niche Management

    International Nuclear Information System (INIS)

    Eijck, Janske van; Romijn, Henny

    2008-01-01

    The paper reports on research in Tanzania about the scope for developing biofuels from an oil-seed bearing plant called Jatropha curcas Linnaeus. The plant is widely seen to have potential to help combat the greenhouse effect, help to stop local soil erosion, create additional income for the rural poor, and provide a major source of energy both locally and internationally. The principal analytic tool is Strategic Niche Management (SNM), an approach rooted in evolutionary innovation theory. We analyse how the scope for an energy transition is influenced by factors at three societal levels: the overarching 'landscape'; the sectoral setting or 'regime'; and the 'niche' level where the innovation develops and diffuses. Valuable niche processes were found in a few areas, especially in cultivation, but we conclude that there are still many obstacles in Tanzania's prevailing energy regime. The development of Jatropha biofuels is still in an early phase. We list policy recommendations and discuss some methodological issues arising from the use of SNM

  10. Adopting Strategic Niche Management to Evaluate EV Demonstration Projects in China

    Directory of Open Access Journals (Sweden)

    Yixi Xue

    2016-02-01

    Full Text Available Electric Vehicles (EVs are considered to be a potential viable technology to address the persistent unsustainable problems in transport sector. In this paper, we focus on analyzing the transition processes of EVs in China because the sustainability of developing countries is essential for the worldwide sustainability. The two-round demonstration programs of EVs in China were analyzed by adopting the strategic niche management (SNM approach so as to find out what niche protection has been provided and which obstacles hamper the further development of EVs. The results show that the financial subsidy is the most important protective measure. However, the diffusion results of EVs in different pilot cities are greatly different. The main reason lies in the uneven geographical landscape. In addition, some obstacles were exposed during the niche internal processes including low quality of expectations and poor alignment within the network. Based on the analysis results, we develop a list of suggestions that are important to consider when developing EVs.

  11. Strategic Niche Management (SNM) beyond sustainability : an exploration of key findings of SNM through the lens of ICT and privacy

    NARCIS (Netherlands)

    Schilpzand, W.F.; Raven, R.P.J.M.; Est, van Q.C.

    2011-01-01

    The governance of transitions to sustainability is gaining attention. This paper discusses the approach of strategic niche management (SNM) and contributes by asking whether this approach is also useful for other types of socially desirable change. This question is addressed through a review of six

  12. Transitions and strategic niche management: Towards a competence kit for practitioners

    NARCIS (Netherlands)

    Raven, R.; Bosch, S. van den; Weterings, R.

    2010-01-01

    Structural problems in modern societies, such as climate change and congestion problems, require 'transitions' towards a more susTWNnable fulfilment of social needs. Recent research shows that experimenting in niches is crucial for learning about social challenges and stimulating transitions.

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

    DEFF Research Database (Denmark)

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

    2012-01-01

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

  14. 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

  15. 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.

  16. 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.

  17. 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…

  18. 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...

  19. 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.

  20. 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.

  1. 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....

  2. 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…

  3. 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.

  4. 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.

  5. 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.

  6. 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…

  7. 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...

  8. 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...

  9. 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.

  10. Strategic Aspects of Cost Management

    Directory of Open Access Journals (Sweden)

    Angelika I. Petrova

    2013-01-01

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

  11. 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.

  12. Creating markets for efficient technologies by establishment of strategic niche markets

    International Nuclear Information System (INIS)

    Wene, Clas-Otto; Nilsson, Hans

    2003-01-01

    Creation of markets for more efficient technologies requires careful targeting of actors that have an interest in driving the process further. Such will both reduce the resources needed and make use of the actors self-interest for development and thus uphold the learning process. This is done by identification of strategic niche markets (SNM) where those suppliers and users, that have the biggest interest and benefit of the change will act. Both the identification and the development is a dynamic process that is better designed and operated by use of a triangulation method introduced by the IEA in its recent work

  13. Strategic self-management

    DEFF Research Database (Denmark)

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

    2017-01-01

    perspective. Based on our data analysis, this study contributes theoretically by further-developing the concept of ‘strategic self-management’ in an educational context. We conclude that this concept is suitable for encapsulating how young people make sense of, and deal with, their educational biographies...

  14. 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.

  15. 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...

  16. 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 ...

  17. 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.

  18. 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

  19. 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.

  20. 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, ...

  1. 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 ...

  2. Strategic Psychological Operations management

    OpenAIRE

    Sokoloski, Joseph A.

    2005-01-01

    United States Military Psychological Operations are engaged in a type of mass marketing of ideas. To accomplish this The United States Army Civil Affairs and Psychological Operations Command (USACAPOC) employs active and reserve PSYOP units to conduct PSYOP campaigns. However the methodology used to manage these campaigns often hinders the effective employment of timely and effective Psychological Operations. PSYOP has a difficult job to accomplish but PSYOP does not have the proper managemen...

  3. Climate Strategic Soil Management

    Directory of Open Access Journals (Sweden)

    Rattan Lal

    2014-02-01

    Full Text Available The complex and strong link between soil degradation, climate change and food insecurity is a global challenge. Sustainable agricultural systems must be integral to any agenda to address climate change and variability, improve renewable fresh water supply and quality, restore degraded soils and ecosystems and advance food security. These challenges are being exacerbated by increasing population and decreasing per capita arable land area and renewable fresh water supply, the increasing frequency of extreme events, the decreasing resilience of agroecosystems, an increasing income and affluent lifestyle with growing preference towards meat-based diet and a decreasing soil quality and use efficiency of inputs. Reversing these downward spirals implies the implementation of proven technologies, such as conservation agriculture, integrated nutrient management, precision agriculture, agroforestry systems, etc. Restoration of degraded soil and desertified ecosystems and the creation of positive soil and ecosystem C budgets are important. Urban agriculture and green roofs can reduce the energy footprint of production chains for urban and non-urban areas and enhance the recycling of by-products. Researchable priorities include sustainable land use and soil/water management options, judicious soil governance and modus operandi towards payments to land managers for the provisioning of ecosystem services.

  4. 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...

  5. 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...

  6. 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...

  7. Implementing Knowledge Management as a Strategic Initiative

    National Research Council Canada - National Science Library

    DiGiacomo, Joseph

    2003-01-01

    ... are: leadership, organization, technology and leaning. Knowledge management was one of five strategic initiatives in the overall strategic plan, which was developed using Kaplan and Norton's Balanced Scorecard methodology...

  8. 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

  9. Teaching Strategic Management with a Business Game.

    Science.gov (United States)

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

    1997-01-01

    Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…

  10. 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.

  11. 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.

  12. 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...

  13. STAGES AND EVOLUTIONS IN STRATEGIC MANAGEMENT ACCOUNTING

    Directory of Open Access Journals (Sweden)

    CĂRUNTU GENU ALEXANDRU

    2016-06-01

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

  14. 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…

  15. 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...

  16. 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)

  17. 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)

  18. A STRATEGIC MANAGEMENT MODEL FOR SERVICE ORGANIZATIONS

    OpenAIRE

    Andreea ZAMFIR

    2013-01-01

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

  19. 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 ...

  20. STRATEGIC MANAGEMENT IN NONPROFIT AND PUBLIC ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Ioan NICOLAE

    2008-01-01

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

  1. 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...

  2. 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.

  3. 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.

  4. 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...

  5. 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…

  6. 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...

  7. STRATEGIC MARKETING MANAGEMENT IN TOURISM

    Directory of Open Access Journals (Sweden)

    Karolina ILIESKA

    2008-06-01

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

  8. 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...

  9. STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Cezar VASILESCU

    2013-10-01

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

  10. 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…

  11. 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...

  12. Context: The strategic management Rosetta Stone

    Directory of Open Access Journals (Sweden)

    R. V. Weeks

    2007-12-01

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

  13. 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...

  14. FARSYS : a knowledge-based system for managing strategic change

    NARCIS (Netherlands)

    Volberda, H W; Rutges, A

    In theories of strategic management, organizational flexibility is considered as a strategic asset in situations in which anticipation is impossible and strategic surprise likely. In these situations, the use of traditional planning strategies will be increasingly supplemented and sometimes replaced

  15. 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».

  16. 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...

  17. Strategic Management of Innovations at Pharmaceutical Enterprises

    Directory of Open Access Journals (Sweden)

    Honcharova Svіtlana Yu.

    2014-01-01

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

  18. PUBLIC-PRIVATE DISTINCTIONS AND STRATEGIC MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Ioan NICOLAE

    2007-01-01

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

  19. 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;

  20. 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.

  1. 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...

  2. 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.

  3. STAGES OF A STRATEGIC MANAGEMENT MODEL

    Directory of Open Access Journals (Sweden)

    Mihaela – Lavinia CIOBANICA

    2014-06-01

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

  4. THE STRATEGIC PERFORMANCE MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    Radu Catalina

    2009-05-01

    Full Text Available Contemporary trends in global competition, rapid technological developments and increased use of management information systems and the Internet, developments in planning and control and management thinking, and changing demographics are putting pressures

  5. 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 ...

  6. 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,

  7. 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.

  8. 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)

  9. 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 ...

  10. 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.

  11. 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.

  12. TALENT MANAGEMENT - A STRATEGIC PRIORITY

    Directory of Open Access Journals (Sweden)

    Matei Mirabela-Constanta

    2009-05-01

    Full Text Available Companies facing the new economic world, dominated by demographic, macroeconomic, and technological changes need to see talent management as a business priority in order to survive. At the same time, the world economic crisis ads pressure over managers, f

  13. 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.

  14. 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

  15. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

    Directory of Open Access Journals (Sweden)

    POP Zenovia Cristiana

    2013-07-01

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

  16. 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.

  17. STRATEGIC MANAGEMENT OF DEVELOPMENT OF RURAL TERRITORIES OF UKRAINE

    Directory of Open Access Journals (Sweden)

    S. T. Slyusar

    2014-04-01

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

  18. Strategic management of steam generators

    International Nuclear Information System (INIS)

    Hernalsteen, P.; Berthe, J.

    1991-01-01

    This paper addresses the general approach followed in Belgium for managing any kind of generic defect affecting a Steam Generator tubebundle. This involves the successive steps of: problem detection, dedicated sample monitoring, implementation of preventive methods, development of specific plugging criteria, dedicated 100% inspection, implementation of repair methods, adjusted sample monitoring and repair versus replacement strategy. These steps are illustrated by the particular case of Primary Water Stress Corrosion Cracking in tube roll transitions, which is presently the main problem for two Belgian units Doele-3 and Tihange-2. (author)

  19. 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...

  20. On the strategic value of risk management

    OpenAIRE

    Léautier, Thomas-Olivier; Rochet, Jean-Charles

    2012-01-01

    This article examines how firms facing volatile input prices and holding some degree of market power in their product market link their risk management and their production or pricing strategies. This issue is relevant in many industries ranging from manufacturing to energy retailing, where risk averse firms decide on their hedging strategies before their product market strategies. We find that hedging modifies the pricing and production strategies of firms. This strategic effect is channelle...

  1. New knowledge in strategic management through visually mining semantic networks

    NARCIS (Netherlands)

    Ertek, G.; Tokdemir, G.; Sevinç, M.; Tunç, M.M.

    2017-01-01

    Today’s highly competitive business world requires that managers be able to make fast and accurate strategic decisions, as well as learn to adapt to new strategic challenges. This necessity calls for a deep experience and a dynamic understanding of strategic management. The trait of dynamic

  2. 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

  3. Strategic PSYOP Management: A Marketing Management Approach

    National Research Council Canada - National Science Library

    Sokoloski, Joseph A., III

    2005-01-01

    .... The opportunity derived from this study is to adapt principles of civilian marketing management to provide a framework and tools to develop PSYOP campaign management into a more efficient, target audience based mechanism.

  4. Strategic management of HLW repository projects

    International Nuclear Information System (INIS)

    Bartlett, J.W.

    1984-01-01

    This paper suggests an approach to strategic management of HLW repository projects based on the premise that a primary objective of project activities is resolution of issues. The approach would be implemented by establishing an issues management function with responsibility to define the issues agenda, develop and apply the tools for assessing progress toward issue resolution, and develop the issue resolution criteria. A principal merit of the approach is that it provides a defensible rationale for project plans and activities. It also helps avoid unnecessary costs and schedule delays, and it helps assure coordination between project functions that share responsibilities for issue resolution

  5. 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.

  6. 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...

  7. 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

  8. 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 ...

  9. 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.

  10. 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...

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

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

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

  12. VIEW ON STRATEGIC MANAGEMENT LITERATURE FROM ROMANIA

    Directory of Open Access Journals (Sweden)

    Bacanu Bogdan

    2012-07-01

    Full Text Available This study focuses on analyzing the Romanian works on strategic management n#8211; a specific field of management theory. The literature to be analyzed is referred to the Romanian environment due to the national authors writing in Romanian on the one hand, and to the source of diffusion involving the products which were developed on the other. This study evaluates the strategic management theory representation and reflection in the works issued in Romania by Romanian authors during the last two decades. Such an assessment is valuable for the evaluation of the development level related to a rather novel field of to the socio-economic area..The evaluation is also useful in order to devise curricula for the faculties providing training programs related to business and institution management. The study schema taken into account is discussed by reviewing similar examples selected from the foreign literature. The works to be analyzed were selected taking into account the interest triggered by the prestige of the quoted authors and by the analysis schemes they used. The approaches related to a specific segment of management are compared to the ones dealing with the field as a whole. n#8220;The form oriented referencesn#8221; of the study are compared with the practice developed in the countries considered as sources for the management theory. The research has mostly a descriptive character with a longitudinal approach focused on the last two decades. The qualitative aspects prevail, even if an amount of quantitative references are also taken into account. The quantitative approach attempts to provide a wider image where certain approximations are used in order to build a basis of reference. With no intention to develop case studies, the examples were preferred to doubtful quantitative determinations related to the relevance of representation, which could have concealed the essential state of facts. The secondary sources used were selected according to

  13. STRATEGIC MANAGEMENT OF TRANSPORT CARGO COMPLEX

    Directory of Open Access Journals (Sweden)

    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

  14. 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.

  15. Strategic vehicle fleet management - the replacement problem

    Directory of Open Access Journals (Sweden)

    Adam Redmer

    2016-03-01

    Full Text Available Background: Fleets constitute the most important production means in transportation. Their appropriate management is crucial for all companies having transportation duties. The paper is the third one of a series of three papers that the author dedicates to the strategic vehicle fleet management topic. Material and methods: The paper discusses ways of building replacement strategies for companies' fleets of vehicles. It means deciding for how long to exploit particular vehicles in a fleet (the fleet replacement problem - FR. The essence of this problem lies in the minimization of vehicle / fleet exploitation costs by balancing ownership and utilization costs and taking into account budget limitations. In the paper an original mathematical model (an optimization method allowing for the FR analysis is proposed. Results: An application of the proposed optimization method in a real-life decision situation (the case study within the Polish environment and the obtained solution are presented. The solution shows that there exist optimal exploitation periods of particular vehicles in a fleet. However, combination of them gives a replacement plan for an entire fleet violating budget constraints. But it is possible to adjust individual age to replacement of particular vehicles to fulfill budget constraints without losing economical optimality of a developed replacement plan for an entire fleet. Conclusions: The paper is the last one of a series of three papers that the author dedicated to the strategic vehicle fleet management topic including the following managerial decision problems: MAKE-or-BUY, sizing / composition and replacement.

  16. New strategic solid waste management in Sicily

    International Nuclear Information System (INIS)

    Messineo, A.; Panno, D.; Ticali, D.

    2005-01-01

    The solid waste management is, today, a very critical issue. In spite of all the attempts in order to recovery and to recycle waste, the dump still remains the more followed solution, while only a small part of solid waste is going to be burnt down. But the rubbish dump isn't, actually, an environmentally sustainable solution. In the last years the waste incineration systems with energy recovery are spreading more over the territory, and if on one hand they allow to recover energy, on the other they also generate waste. So the emergency remains and it has to be faced. Today, the waste incineration system with energy recovery seems to be the best solution for this problem. the following article examinates the main strategic aspects of the solid waste management in Sicily after the General Plan of Waste Management application [it

  17. 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,...

  18. 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...

  19. 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...

  20. 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 ...

  1. Strategic leadership of portfolio and project management

    CERN Document Server

    Kloppenborg, Timothy J

    2014-01-01

    As an executive in today's economy, your organization may have limited resources and bench strength. How can you and other leaders make the most of your company's assets? This book will instruct you and your leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects and other work. Inside, you'll learn how to sponsor every project stage, as well as instruct your project managers and direct reports to follow your lead. Detailed advice is given for project management competency on utilizing input from customers, employees, and processes. Much of your organization's work is probably dependent on information technology and understanding and using information technology as a strategic weapon, and with this book, you'll learn how your organization can become competitive and how to effectively implement smart business strategies. This book outlines how these portfolio and project decisions have to be made based on both qualitat...

  2. 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...

  3. FY 2001 Hanford Waste Management Strategic Plan

    International Nuclear Information System (INIS)

    COLLINS, M.S.

    2001-01-01

    We are pleased to present the 2001 Hanford Waste Management Program Strategic Plan. This plan supports the newly developed U. S. Department of Energy Site outcomes strategy. The 2001 Plan reflects current and projected needs for Waste Management Program services in support of Hanford Site cleanup, and updates the objectives and actions using new waste stream oriented logic for the strategic goals: (1) waste treatment/processing, storage, and disposal; (2) interfaces; and (3) program excellence. Overall direction for the Program is provided by the Waste Management Division, Office of the Assistant Manager for Environmental Restoration and Waste Management, U. S. Department of Energy, Richland Operations Office. Fluor Hanford, Inc. is the operating contractor for the program. This Plan documents proactive strategies for planning and budgeting, with a major focus on helping meet regulatory commitments in a timely and efficient manner and concurrently assisting us in completing programs cheaper, better and quicker. Newly developed waste stream oriented logic was incorporated to clarify Site outcomes. External drivers, technology inputs, treatment/processing, storage and disposal strategies, and stream specific strategies are included for the six major waste types addressed in this Plan (low-level waste, mixed low-level waste, contact-handled transuranic waste, remote-handled transuranic waste, liquid waste, and cesium/strontium capsules). The key elements of the strategy are identification and quantification of the needs for waste management services, assessment of capabilities, and development of cost-effective actions to meet the needs and to continuously improve performance. Accomplishment of specific actions as set forth in the Plan depends on continued availability of the required resources and funding. The primary objectives of Plan are: (1) enhance the Waste Management Program to improve flexibility, become more holistic especially by implementing new

  4. 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.

  5. JIT: A Strategic Tool of Inventory Management

    Science.gov (United States)

    Singh, D. K.; Singh, Satyendra

    2012-03-01

    Investment in inventory absorbs a large portion of the working capital of a company and often it represents a large portion of the total assets of a business. By improving return on investment by increasing the rate of inventory turnover, management often wants to ensure economic efficiency. Effective inventory management enables a firm to provide lower costs, rapid response and flexibility for its customers. Just-in-time (JIT) philosophy is most widely adopted and practices in the recent years worldwide. It aims at reducing total production costs by producing only what is immediately needed and eliminates wastes. It is based on a radically different concept, deviating substantially from the existing manufacturing practices in many respects. It is a very effective tool to reduce the wastage of inventory and manage it effectively. It has the potential to bring substantial changes in the existing setup of a company; can give it a new face, broaden its acceptability and ensure a longer life. It can strategically change the atmosphere needed for longer survival. JIT is radically different from MRP and goes beyond materials management. The new outlook acquired by the company can meet global expectations of the cust

  6. The Effects of Disruption on Strategic Management

    DEFF Research Database (Denmark)

    Drejer, Anders

    2017-01-01

    There is a lot of interest in Disruption these days even though the concept itself is still under formation. Disruption can be traced back to the idea of disruptive technological change and the late 1990s but has reemerged in the public eye in current years under guises such as Big Data......, Digitalization, Globalization and much more. Furthermore, the effects of disruption are now being felt by organizations and industries all over the world. In this paper, we will try to outline and illustrate some of those effects using the case-study of an international, Danish, SME. The case company has been...... forced to face some challenges caused by disruption and in the process of doing so has changed its strategy process significantly towards a more learning based approach to strategic management. Keywords: disruption; case- study; SME; strategy process....

  7. 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.

  8. 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.

  9. 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.

  10. 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)

  11. 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…

  12. 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)

  13. 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

  14. 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.

  15. 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.

  16. 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...

  17. Strategic Issues in University Information Management

    Science.gov (United States)

    Roosendaal, Hans E.

    This chapter represents a specific view on university management. It sequentially discusses different organizational levels of e-teaching, starting with general management, e-science developments and what this means to universities, and business models followed by focusing on specific teaching issues. The chapter sets out to discuss the development of the university from a loose federation of faculties into a more integrated university, such as, e.g., an entrepreneurial university. This development is also driven by the introduction of the bachelors/masters system - a process which leads to the need for an institutional strategy introducing institutional quality management and has to be accompanied by the independent accreditation of research and teaching. Applying the model of strategic positioning to the university as a whole leads to the introduction of the university entrepreneur. The model is used to describe structural issues and the relations between the primary processes of research and teaching with the secondary processes. e-science is introduced as a further step toward the universal sharing of scientific results and to analyze the kind of incentives that will be required to attain this goal of making information an even more integral part of the research and teaching process.

  18. 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 ...

  19. PROBLEMS OF INFORMATION AND ANALYTICAL SUPPORT OF CONTEMPORARY STRATEGIC MANAGEMENT

    Directory of Open Access Journals (Sweden)

    M. A. Rodionov

    2014-01-01

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

  20. 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...

  1. 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.

  2. Strategic Context of Project Portfolio Management

    Directory of Open Access Journals (Sweden)

    Nedka Nikolova

    2016-06-01

    Full Text Available In 2014 Bulgaria entered its second programming period (2014-2020 which opened a new stage in the development of project management in our country. Project-oriented companies are entering a new stage in which based on experience and increased design capacity they will develop their potential and will accelerate growth. This poses new challenges for science and business to identify strategic opportunities and formulation of project objectives, programs and portfolios of projects that will increase the competitive potential of companies and the economy as a whole. This article is an expression of the shared responsibility of science to develop the scientific front to solve methodologically difficult and practically new tasks that are derived from the needs to increase the competitive potential of the business-based project approach. The main objective of this study is based on the systematization of the results of theoretical research and development of methodology of Project Portfolio Management to explore the opportunities for its application in Bulgarian industrial companies.

  3. 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 ...

  4. Strategic Impact of Knowledge Management on Organisational Efficiency

    DEFF Research Database (Denmark)

    Larsen, Michael Holm; Pedersen, Mogens Kühn

    1999-01-01

    Knowledge management is rarely found in a strategy context. Although some companies already have introduced the role of a chief knowledge officer, knowledge management is not treated as a strategic endeavour. Furthermore, contributions from an academic point of view are scarce in the field...... of the strategic issues of knowledge management. This paper contributes with some insight in pointing out the strategic question that knowledge management might provide answers for: The efficiency issue of stategic positioning. Furthermore, the paper emphasises the distinction between symmetric and asymmetric...... incentives in business relations, and on this basis identifies the notion of Distributed Knowledge Management as a means for creating efficiency strategies with symmetric incentives in business relations. In this way a strategic agenda for knowledge management is identified....

  5. Alertness management in flight operations - Strategic napping

    Science.gov (United States)

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

    1991-01-01

    Strategic napping in two different flight operation environments is considered to illustrate its application as a fatigue countermeasure. Data obtained from commercial short-haul and long-haul operations demonstrated the utility and current practices of strategic napping. A preplanned cockpit nap acted as an acute 'safety valve' for the sleep loss, circadian disruption, and fatigue that occurs in long-haul flying.

  6. Integrating Risk Management and Strategic Planning

    Science.gov (United States)

    Achampong, Francis K.

    2010-01-01

    Strategic planning is critical to ensuring that institutions of higher education thoughtfully and systematically position themselves to accomplish their mission, vision, and strategic goals, particularly when these institutions face a myriad of risks that can negatively impact their continued financial viability and compromise their ability to…

  7. 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...

  8. 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...

  9. 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 ...

  10. 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...

  11. 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,…

  12. 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.

  13. 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)

  14. 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…

  15. 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...

  16. STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION

    Directory of Open Access Journals (Sweden)

    Zanina Kirovska

    2011-06-01

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

  17. Incorporating permaculture and strategic management for sustainable ecological resource management.

    Science.gov (United States)

    Akhtar, Faiza; Lodhi, Suleman A; Khan, Safdar Shah; Sarwar, Farhana

    2016-09-01

    Utilization of natural assets to the best efficient level without changing natural balance has become a critical issue for researchers as awareness on climate change takes central position in global debate. Conventional sustainable resource management systems are based on neoclassical economic approach that ignores the nature's pattern and therefore are not actually capable of sustainable management of resources. Environmentalists are lately advocating incorporation of Permaculture as holistic approach based on ethics, equitable interaction with eco-systems to obtain sustainability. The paper integrates philosophy of permaculture with strategic management frameworks to develop a pragmatic tool for policy development. The policy design tool augments management tasks by integrating recording of natural assets, monitoring of key performance indicators and integration of sectorial policies in real time, bringing out policy as a truly live document. The tool enhances the edifice process, balancing short term viewpoints and long term development to secure renewability of natural resources. Copyright © 2016 Elsevier Ltd. All rights reserved.

  18. 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.

  19. Strategic knowledge management in brazilian organizations

    Directory of Open Access Journals (Sweden)

    Rivadávia Correa Drummond de Alvarenga

    2010-08-01

    Full Text Available Investigates the theme known as “Knowledge Management” (KM in three large Brazilian organizations trying to discuss its concepts, constituent elements, managerial approaches and tools, while aiming at leaving behind the purely terminological discussion, which is innocuous and naive. The basic presuppositions were two: (i most of what it´s referred to or named KM is actually “Information Management” (IM and IM is just one of the components of KM. KM is more than simply IM due to the fact that it includes and incorporates other concerns, such as the creation, use and sharing of information and knowledge in the organizational context; (ii a conceptual model or map can be formulated based on three basic conceptions: (a a strategic conception of information and knowledge, (b the introduction of such strategy in the tactical and operational levels through the several managerial approaches and informaion technology tools and (c the creation of an organizational space for knowledge. The main objective is to investigate and analyze the conceptions, motivations, practices and results of KM effectively implemented in three large Brazilian organizations. The qualitative research strategy used was the study of multiple cases with incorporated units of analysis and three criteria ere observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawing/verification. The results confirmed the presuppositions and the fact that KM means a rethinking of management practices in the information ea. It was also identified that the main challenges facing organizations committed to KM have its focus on change management, cultural and behavioral issues and the creation of an enabling context that favors the creation, use and sharing of information and

  20. Strategic vehicle fleet management - the composition problem

    Directory of Open Access Journals (Sweden)

    Adam Redmer

    2015-03-01

    Full Text Available Background: Fleets constitute the most important production means in transportation. Their appropriate management is crucial for all companies having transportation duties. The paper is the second one of a series of three papers that the author dedicates to the strategic vehicle fleet management topic. Material and methods: The paper discusses ways of building companies' fleets of vehicles. It means deciding on the number of vehicles in a fleet (the fleet sizing problem - FS and types of vehicles in a fleet (the fleet composition problem - FC. The essence of both problems lies in balancing transportation supply and demand taking into account different demand types to be fulfilled and different vehicle types that can be put into a fleet. Vehicles, which can substitute each other while fulfilling different demand types. In the paper an original mathematical model (an optimization method allowing for the FS/FC analysis is proposed. Results: An application of the proposed optimization method in a real-life decision situation (the case study within the Polish environment and the obtained solution are presented. The solution shows that there exist some best fitted (optimal fleet size / composition matching company's transportation requirements. An optimal fleet size / composition allows for a significantly higher fleet utilization (10-15% higher than any other, including random fleet structure. Moreover, any changes in the optimal fleet size / composition, even small ones, result in a lower utilization of vehicles (lower by a few percent. Conclusions: The presented in this paper analysis, on the one hand, is consistent with a widespread opinion that the number of vehicle types in a fleet should be limited. In the other words it means that the versatility / interchangeability of vehicles is very important. On the other hand, the analysis proves that even small changes in a fleet size / fleet composition can result in an important changes of the fleet

  1. 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.

  2. 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.

  3. strategic human resource management practices and organizational

    African Journals Online (AJOL)

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

  4. 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.

  5. 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.

  6. Comparison of the NCRA and NAACCR Strategic Management Plans.

    Science.gov (United States)

    Menck, Herman R

    2012-01-01

    The Strategic Management Plans of the National Cancer Registrars Association (NCRA) and the North American Association of Central Cancer Registries (NAACCR) were compared, and differences noted. No uncovered subject areas were found.

  7. Cultural foundations of strategic management business organization

    OpenAIRE

    I. B. Atamanenko

    2015-01-01

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

  8. THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS

    Directory of Open Access Journals (Sweden)

    M. A. Lyashenko

    2015-01-01

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

  9. [Species diversity and temporal niche of entomopathogenic fungi in the extensively managed tea plantation soil].

    Science.gov (United States)

    Guo, Xian-Jian; Shen, Wan-Fang; Liu, Yu-Jun; Chen, Ming-Jun

    2014-11-01

    The species diversity and temporal niche of entomopathogenic fungi community in the rhizosphere soil collected from the extensively managed Huangshan fuzz tip tea plantation were investigated. A total of 140 soil samples were collected at the location of Tangkou Town, Huangshan of Anhui Province during August, 2012 to June, 2013, and totally 1041 fungal isolates were obtained on selective medium with soil dilution plating. The results showed that the entomopathogenic fungi community in the tea plantation soil was diverse with 13 species in 6 genera. Purpureocillium lilacinum (309 strains), Beauveria bassiana (255 strains), and Metarhizium anisopliae (101 strains) were the dominant species accounting for 29.7%, 24.5% and 9.7% of the relative frequency, respectively. P. lilacinum had the widest temporal niche breadth among these dominant entomopathogenic fungi from the tea plantation soil, while B. bassiana had the narrowest. Among the entomopathogenic fungi, B. bassiana and B. brongniartii had the biggest temporal niche overlap of 1.965, while Isaria javanicus and B. bassiana had the smallest of 0.374.

  10. 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.

  11. 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...

  12. 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...

  13. Required Steps of Managing International Equity Placement Strategic Alliance

    Directory of Open Access Journals (Sweden)

    Harimukti Wandebori

    2012-01-01

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

  14. FIVE GLASS BONES OF STRATEGIC MANAGEMENT THEORY

    Directory of Open Access Journals (Sweden)

    Bacanu Bogdan

    2014-07-01

    Full Text Available The present work takes into account the consistency of five reference points considered as highly significant for the current strategic management: the strategy, the competitive advantage, the five forces model, the VRIO framework and the generic strategies. They have been selected by taking into account both the frequency of their use in the textbooks, and also the consequences they have generated in the field theory and research. The study starts by considering the main reference points which assume the role of defining the selected concepts, in order to develop an analysis by highlighting their debatable features. The relation between concepts and virtual implications of the current stage in their development represents an implicit aim of this work. The methodological framework approached considers, as preliminary elements, the works referring the concepts in question and the significant milestones related to their approval. The next step is to take into account some critical references, assuming positions that contradict those promoted by the previous works. They enjoy a fairly limited popularity, which makes them more interesting for the development of an approach which counterbalances the standardized textbooks, characterized by a lush amount of bibliography that complies with the official trend. The methodology used is of qualitative type. At the first stage, an analysis of concept definitions and proximate elements is developed. Afterwards the results of certain empirical studies validating the concepts discussed are taken into account. Their results relate to the critical positions assumed by studies which raise an amount of relevant points of discussion. A logical filter has been used in order to mitigate the groupthink oriented effect caused by the appraisal of concepts in the American textbooks. In an absolutely predictable manner, the analysis results are able to temper the academic conformism involved in the dissemination of

  15. 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...

  16. Assessing the likely effectiveness of multispecies management for imperiled desert fishes with niche overlap analysis

    Science.gov (United States)

    Laub, P; Budy, Phaedra

    2015-01-01

    A critical decision in species conservation is whether to target individual species or a complex of ecologically similar species. Management of multispecies complexes is likely to be most effective when species share similar distributions, threats, and response to threats. We used niche overlap analysis to assess ecological similarity of 3 sensitive desert fish species currently managed as an ecological complex. We measured the amount of shared distribution of multiple habitat and life history parameters between each pair of species. Habitat use and multiple life history parameters, including maximum body length, spawning temperature, and longevity, differed significantly among the 3 species. The differences in habitat use and life history parameters among the species suggest they are likely to respond differently to similar threats and that most management actions will not benefit all 3 species equally. Habitat restoration, frequency of stream dewatering, non-native species control, and management efforts in tributaries versus main stem rivers are all likely to impact each of the species differently. Our results demonstrate that niche overlap analysis provides a powerful tool for assessing the likely effectiveness of multispecies versus single-species conservation plans.

  17. 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...

  18. 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 ...

  19. 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.

  20. Required Steps of Managing International Equity Placement Strategic Alliance

    Directory of Open Access Journals (Sweden)

    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.

  1. Achieving competitive advantage through strategic human resource management.

    Science.gov (United States)

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

    1990-01-01

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

  2. STRATEGIC MANAGEMENT OF HUMAN RESOURCE AND THE SLOVAK ARMED FORCES

    OpenAIRE

    Jaroslav NEKORANEC; Eva RÉVAYOVÁ

    2014-01-01

    Human resource management is an important area of strategic management of the organization which focuses on everything that concerns people. The main role of human resource management is to contribute to organizational performance and its continuous improvement. In order to fulfill the aims and objectives of the organization, it is necessary that organization top management has a clear-cut view of human resource management strategies that would work in practice. One of the most important and ...

  3. Entrepreneurship through Strategic Planning, Management, and Evaluation.

    Science.gov (United States)

    Groff, Warren H.

    A process to assess a college's external environment and audit its internal environment in order to pursue options available to postsecondary education is described. Essentially the concept is one of matching opportunities in the external environment with institutional strengths as determined by an internal audit. Strategic planning must consider…

  4. 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.

  5. Toward a Theory of Strategic Communication: A Relationship Management Approach

    Science.gov (United States)

    2012-03-22

    Washington, DC: U.S. Department of Defense, Aug. 15, 2009), 5. 31 Ibid. 32 Ibid., 6. 33 Ibid. 34 Severin Peters, Strategic Communication for Crisis ...Relations, ed. Robert L. Heath (Thousand Oaks, CA: Sage Publications, 2001), 128. 76 W. Timothy Coombs , “Interpersonal Communication and Public Relations...Toward a Theory of Strategic Communication : A Relationship Management Approach by Lieutenant Colonel Cheryl D. Phillips

  6. 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.

  7. 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.

  8. STRATEGIC MANAGEMENT ANALYSIS IN THE EU COUNTRIES

    Directory of Open Access Journals (Sweden)

    Antonina Verhun

    2017-12-01

    development of small and medium-sized businesses in the EU countries. Practical importance is that the results of this study will lead to a wider acquaintance with progressive strategic methods of management of small and medium-sized enterprises. This will enable the plan development of concrete actions to improve the efficiency of enterprise management in less developed countries. In turn, raising awareness on this issue will reduce the number of inefficient and non-innovative enterprises. Scientific novelty of the article is to determine the theoretical basis of the differences that at the current development stage are increasingly manifested as certain contradictions in the compilation and improvement of small and medium-sized enterprises, development of strategies at the national and regional levels. Small and medium-sized enterprises, in their turn, have a wider access to their development. Conclusions. As a result of the main development strategies of small and medium-sized enterprises of the EU countries, there should be identified the differences and common features of different strategies for innovations of small and medium-sized enterprises. The interaction of the national and regional strategy with actual results and existing strategies is explored.

  9. 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.

  10. 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.

  11. Strategic Management in Business Information Technology: A Case Study

    Directory of Open Access Journals (Sweden)

    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.

  12. The Strategic Management of Human Capital: Issues and Ideas

    Science.gov (United States)

    Berry, Barnett

    2008-01-01

    Most recently a number of school districts, with support from growing numbers of philanthropic foundations, have been honing in on the strategic management of human capital(SMHC)--which has been defined as "the acquisition, development, performance management and retention of top talent." Granted, over the last two decades policymakers and…

  13. Bridging the gap between strategic and management forest inventories

    Science.gov (United States)

    Ronald E. McRoberts

    2009-01-01

    Strategic forest inventory programs collect information for a large number of variables on a relatively sparse array of field plots. Data from these inventories are used to produce estimates for large areas such as states and provinces, regions, or countries. The purpose of management forest inventories is to guide management decisions for small areas such as stands....

  14. 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…

  15. Promoting Instructional Improvement: A Strategic Human Resource Management Perspective

    Science.gov (United States)

    Smylie, Mark A.; Wenzel, Stacy A.

    2006-01-01

    This report argues that instructional improvement, which goes hand-in-hand with efforts at education reform, can be promoted through the strategic use of human resource management (HRM) practices at the school, district, and state levels. The authors present information from the organizational and management literatures on how firms in several…

  16. Sensemaking, Sensegiving and Strategic Management in Danish Higher Education

    Science.gov (United States)

    Degn, Lise

    2015-01-01

    Strategic management and leadership has been a vital catchphrase in most European higher education reforms over the past decade, and has in many countries resulted in a strengthening of the top level management tiers. Rectors and Deans are increasingly tasked with the responsibility of turning HEIs into more active, entrepreneurial actors in…

  17. HUMAN RESOURCE MANAGEMENT - FROM FUNCTION TO STRATEGIC PARTNER

    Directory of Open Access Journals (Sweden)

    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.

  18. Toward Strategic Human Resource Management in the Central Office

    Science.gov (United States)

    Mosley Linhardt, Heather LeAnn

    2011-01-01

    The purpose of this study was to identify and explore how human resources are managed, what human resource management can look like, and what organizational issues, tensions, and ambiguities are likely to surface as a district central office moves toward being more strategic with their human resources. The research design was an exploratory case…

  19. 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

  20. 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.

  1. 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.

  2. Formation of a model of strategic management of industrial tourism development in the region

    Directory of Open Access Journals (Sweden)

    L. E. Glagoleva

    2018-01-01

    Full Text Available Within the framework of this article it is proposed to form a model of strategic management of industrial tourism development in the region. Modern trends in the development of the tourism industry actively influence the development of the world economy as a whole, and the economy of the state and its regions. Tourism has become a huge separate part of economic activity, which can satisfy "special desires" of consumers. Satisfaction of these "basic desires" is carried out not only at the expense of the sphere of tourist services, but also organizations of other fields of activity – this explains the fact that tourism is one of the factors influencing the economic development of the country. The development of industrial tourism contributes to the emergence of new brands, improves the investment climate. Industrial tourism is a niche for the development of cooperation between the regional authorities, industrial and tourist companies. All of the above makes it necessary to improve the theoretical and scientific approaches to the development of strategic management of the development of industrial tourism in order to effectively use the industrial potential of the region, increase its investment attractiveness and the image of the region and the tourism industry, which will lead to the development of the region in both the tourism and industrial sectors. Towards the end of the 20th century, industrial tourism began to emerge in our country. Recently this trend is gaining momentum, and for its further development requires a competent system of strategic management. The relevance of this topic is due to the fact that in the conditions of modern market economy, it is necessary to search for new, non-traditional forms of tourism development of their management in order to attract tourists from a more diverse range of target groups, to stimulate the re-visit of industrial tourism in the region.

  3. Strategic management of Public Hospitals' medical services.

    Science.gov (United States)

    Hao, Aimin; Yi, Tao; Li, Xia; Wei, Lei; Huang, Pei; Xu, Xinzhou; Yi, Lihua

    2016-01-01

    Purpose: The quality of medical services provided by competing public hospitals is the primary consideration of the public in determining the selection of a specific hospital for treatment. The main objective of strategic planning is to improve the quality of public hospital medical services. This paper provides an introduction to the history, significance, principles and practices of public hospital medical service strategy, as well as advancing the opinion that public hospital service strategy must not merely aim to produce but actually result in the highest possible level of quality, convenience, efficiency and patient satisfaction.

  4. “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...

  5. 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.

  6. 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.

  7. Strategic marketing audit in business management

    OpenAIRE

    Yalovega Natalya I.

    2011-01-01

    The author of the article presents own definition of the term «strategic marketing audit», identifies its goals and aims and considers stages of the process of strategic marketing audit.В статье приведено авторское определение понятия «стратегический маркетинговый аудит», определены его цель и задачи, обоснованы этапы процесса стратегического маркетингового аудита....

  8. 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

  9. STRATEGIC MANAGEMENT OF HUMAN RESOURCE AND THE SLOVAK ARMED FORCES

    Directory of Open Access Journals (Sweden)

    Jaroslav NEKORANEC

    2014-04-01

    Full Text Available Human resource management is an important area of strategic management of the organization which focuses on everything that concerns people. The main role of human resource management is to contribute to organizational performance and its continuous improvement. In order to fulfill the aims and objectives of the organization, it is necessary that organization top management has a clear-cut view of human resource management strategies that would work in practice. One of the most important and most challenging aspects of human resource management can be applied also in organizations characterized by specific features such as the Armed Forces of the Slovak Republic.

  10. [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.

  11. 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.

  12. Alertness management : strategic naps in operational settings

    Science.gov (United States)

    1995-01-01

    Managing fatigue in complex operational settings requires attention to multiple factors, including hours of service, scheduling, education and training, countermeasures, technology, and research. Alertness-management strategies can be used to promote...

  13. 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)

  14. Status Of Strategic Management Practices Of Secondary School ...

    African Journals Online (AJOL)

    The purpose of the study was to determine the extent to which principals practice strategic management skills in students' administration in secondary schools in Anambra State. All the two hundred and fifty-nine (259) secondary school principals of the six education zones of Anambra State were used for the study.

  15. Strategic environmental management of air in Mexicali-Imperial border.

    Directory of Open Access Journals (Sweden)

    José María Ramos García

    2011-07-01

    Full Text Available This article analyzes the importance of an approach on local environmental management regarding the quality of air in the Mexicali and Imperial Valley region. The paper discusses that the absence of a strategic approach in the environmental local policy will enhance the air pollution in the region

  16. Strategic planning features of subsurface management in Kemerovo Oblast

    Science.gov (United States)

    Romanyuk, V.; Grinkevich, A.; Akhmadeev, K.; Pozdeeva, G.

    2016-09-01

    The article discusses the strategic planning features of regional development based on the production and subsurface management in Kemerovo Oblast. The modern approach - SWOT analysis was applied to assess the regional development strategy. The estimation of regional development plan implementation was given for the foreseeable future.

  17. Strategic and tactiocal planning for managing national park resources

    Science.gov (United States)

    Daniel L. Schmoldt; David L. Peterson

    2001-01-01

    Each National Park Service unit in the United States produces a resource management plan (RMP) every four years or less. These plans constitute a strategic agenda for a park. Later, tactical plans commit budgets and personnel to specific projects over the planning horizon. Yet, neither planning stage incorporates much quantitative and analytical rigor and is devoid of...

  18. Evaluating spatially explicit burn probabilities for strategic fire management planning

    Science.gov (United States)

    C. Miller; M.-A. Parisien; A. A. Ager; M. A. Finney

    2008-01-01

    Spatially explicit information on the probability of burning is necessary for virtually all strategic fire and fuels management planning activities, including conducting wildland fire risk assessments, optimizing fuel treatments, and prevention planning. Predictive models providing a reliable estimate of the annual likelihood of fire at each point on the landscape have...

  19. Technological Innovation and Strategic Human Resource Management: Developing a Theory.

    Science.gov (United States)

    Gattiker, Urs E.

    Technological innovation affects the structure and content of jobs. Research indicates that there is a need for a theory of technological innovation and strategic human resource management considering several factors, such as an employee's beliefs about the effect of technological innovations on the quality of work life and work content.…

  20. Strategic Human Resources Management of Employer Cooperative Education Programs.

    Science.gov (United States)

    Nielsen, Richard P.; Porter, Ralph C.

    1982-01-01

    This article discusses effective strategic planning and management of employer cooperative education programs. It examines types of planning, the need for such programs, and implementation strategies. Several case studies are considered: Dayton-Hudson, IBM, AT&T, Delta Airlines, and Rockwell International. (CT)

  1. Reconceptualizing fit in strategic human resource management: 'Lost in translation?'

    NARCIS (Netherlands)

    Paauwe, J.; Boon, C.; Boselie, P.; den Hartog, D.; Paauwe, J.; Guest, D.; Wright, P.

    2013-01-01

    To date, studies that focus on the concept of 'fit' in strategic human resource management (SHRM) fail to show consistent evidence. A variety of fit approaches are available, but there is no general consensus about what constitutes fit. This chapter aims to reconceptualize fit through a literature

  2. Strategic management of research and development: A literature search

    Science.gov (United States)

    Sterkin, Carol K. (Compiler)

    1988-01-01

    Each abstract was reviewed as to its described contents and potential applicability to the topics expected to be addressed at the 1988 National Conference on strategic management of research and development. In each section the citations are listed alphabetically by senior or corporate author. The names, addresses, and telephone numbers of organizations from which the listed material may be requested, are provided.

  3. Ethics Content in Strategic Management Textbooks: A Longitudinal Examination

    Science.gov (United States)

    Geiger, Scott W.

    2010-01-01

    The purpose of this study is to examine the prevalence of ethics content in strategic management textbooks. The importance of ethical behavior within organizations has been highlighted in the past by organizations, such as Enron and WorldCom, and more recently by British Petroleum and Toyota. The data collected from two different editions of five…

  4. Strategic planning for health care management information systems.

    Science.gov (United States)

    Rosenberger, H R; Kaiser, K M

    1985-01-01

    Using a planning methodology and a structured design technique for analyzing data and data flow, information requirements can be derived to produce a strategic plan for a management information system. Such a long-range plan classifies information groups and assigns them priorities according to the goals of the organization. The approach emphasizes user involvement.

  5. Measuring Strategic Value-Drivers for Managing Intellectual Capital

    Science.gov (United States)

    Bose, S.; Oh, K. B.

    2004-01-01

    In an evolving business environment characterised by globalisation and a challenging competitive paradigm, it is imperative for strategic management processes to focus on the financial perspectives of value and risk in intellectual capital to create sustainability in long-term value. This paper presents the key issues pertaining to the strategic…

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

    Science.gov (United States)

    Kallenberg, Ton

    2007-01-01

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

  7. Managing strategic alliances in the power generation industry

    DEFF Research Database (Denmark)

    Kumar, Rajesh

    2003-01-01

    Highlights the challenges for power development developers in initiating alliances in the power generation industry. Importance of strategic alliances in the industry; Nature of the alliances in the independent power industry; Strategies for creating and sustaining value in global power development......; Management of tensions inherent in internal and external alliances....

  8. 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,

  9. Federal Supervisors and Strategic Human Resources Management

    National Research Council Canada - National Science Library

    1998-01-01

    .... The premise of the report is that many of the problems that supervisors face in fulfilling their human resources management responsibilities spring from an organizational orientation towards short...

  10. Strategic Management Model with Lens of Knowledge Management and Competitive Intelligence: A Review Approach

    OpenAIRE

    Shujahat, Muhammad; Hussain, Saddam; Javed, Sammar; Muhammad, Imran Malik; Thursamy, Ramayah; Ali, Junaid

    2017-01-01

    Purpose:\\ud First purpose of this study is to discuss the synergic and separate use of knowledge and\\ud intelligence, via knowledge management and competitive intelligence, in each stage of strategic\\ud management process. Second purpose is to discuss the implications of each stage of strategic\\ud management process for knowledge management and competitive intelligence and vice versa.\\ud Methodology/Design/Approach:\\ud A systematic literature review was performed within timeframe of 2000 to 2...

  11. 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.

  12. Strategic Risk Management and Corporate Value Creation

    DEFF Research Database (Denmark)

    Andersen, Torben Juul; Roggi, Oliviero

    Major corporate failures, periodic recessions, regional debt crises and volatile markets have intensified the focus on corporate risk management as the means to deal better with turbulent business conditions. Hence, the ability to respond effectively to the often dramatic environmental changes...... is considered an important source of competitive advantage. However, surprisingly little research has analyzed if the presumed advantages of effective risk management lead to superior performance or assessed important antecedents of effective risk management capabilities. Here we present a comprehensive study...... of risk management effectiveness and the relationship to corporate performance based on panel data for more than 3,400 firms accounting for over 33,500 annual observations during the turbulent period 1991-2010. Determining effective risk management as the ability to reduce earnings and cash flow...

  13. LEADERSHIP AND MANAGEMENT OF STRATEGIC CHANGE

    Directory of Open Access Journals (Sweden)

    Yehia AL-DAAJA

    2017-08-01

    Full Text Available In Today’s turbulent business environment Anticipatory leadership is a need, the organizations that can be flexible in anticipation of inevitable change are expected to survive, and the key as they say today is in anticipating the future. This paper deals with the anticipatory of strategic change and it aims to outline the framework of leadership that needs to be employed in the changing scenario and provide an additional understanding of what modern leadership entails trends, skill set. Leaders are required to be aware, authentic, audacious, and adaptable and action oriented. These skills, also termed as literacies which should be in line with the trends in leadership where are all required of modern leaders, these trends of leadership and a developed set of skills discussed alongside with the illustrations of the ministry of health in Jordan as an example also will conclude a set of recommendations. Data sources were of secondary research and a desk research was used to illustrate most important points and findings of the topic.

  14. 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

  15. STRATEGIC HUMAN RESOURCE MANAGEMENT : A Cross-Cultural Managerial Approach

    OpenAIRE

    Anyangwe, Xavier

    2017-01-01

    The goal of the thesis was to examine the impact of the concepts of culture, human resource management and strategic human resource management. A man without a culture is like a man with no identity, so the identity of people needs to be identified for effective unity in diversity. The findings of the thesis show that cultural diversity is an inclusive aspect of almost all communities and countries in the world. The richness of these cultures in terms of cultural values, languages, intera...

  16. A Citation-Based Ranking of Strategic Management Journals

    OpenAIRE

    Azar, Ofer H.; Brock, David M.

    2007-01-01

    Rankings of strategy journals are important for authors, readers, and promotion and tenure committees. We present several rankings, based either on the number of articles that cited the journal or the per-article impact. Our analyses cover various periods between 1991 and 2006, for most of which the Strategic Management Journal was in first place and Journal of Economics & Management Strategy (JEMS) second, although JEMS ranked first in certain instances. Long Range Planning and Technology An...

  17. 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.

  18. Strategic Management for IT Services on Outsourcing Security Company

    Directory of Open Access Journals (Sweden)

    Lydia Wijaya

    2018-04-01

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

  19. Nest-niche differentiation in two sympatric columbid species from a Mediterranean Tetraclinis woodland: Considerations for forest management

    Science.gov (United States)

    Hanane, Saâd; Yassin, Mohamed

    2017-01-01

    Studies of niche partitioning among Columbid species have mainly addressed food habits and foraging activities, while partitioning in relation to nest-niche differentiation has been little studied. Here we investigate whether two sympatric columbid species-Woodpigeon (Columba palumbus) and Turtle dove (Streptopelia turtur)-occupy similar niches. A total of 74 nests were monitored: 37 nests for each species. The study, conducted in June 2016, attempted to determine the factors that may play a role in nest-niche differentiation among the two sympatric columbid species in a Moroccan Thuya (Tetraclinis articulata) forest. We used Principal Component Analysis (PCA) and Linear Discriminant Analysis (LDA) to test the relevance of nest placement, proximity of food resources, forest edge and human presence variables in the nest distribution of the two species. The results show substantial niche segregation in the T. articulata nest-trees selected by Woodpigeons and Turtle doves, with selection depending primarily on the tree size and nest height. Observed nest-niche partitioning may diminish the potential for competition between these species and enhance opportunities for their coexistence. Management policies and practices aimed at ensuring the presence of mixed-sized class of Thuya trees must be prioritized. We recommend additional studies designed to: (1) reproduce the same experimental approach on other Mediterranean Thuya forests to improve our understanding of the effects of different levels of anthropogenic disturbance on the breeding behaviour of these two game species; (2) better understand the spatio-temporal dynamics of Woodpigeon and Turtle dove coexistence in the region; and (3) better identify the spatio-temporal extent of the effect of forest management on Woodpigeon and Turtle dove site occupancy.

  20. Strategic sourcing and procurement of facilities management services

    DEFF Research Database (Denmark)

    Jensen, Per Anker

    2017-01-01

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

  1. Strategic Planning and Public management Reform: The Case of Romania

    Directory of Open Access Journals (Sweden)

    Călin Emilian HINȚEA

    2015-12-01

    Full Text Available Strategic planning is an excellent tool that local governments can (and should use in order to deal effi ciently with change, which means that planning is an important aspect of public sector reform, arguably one of the defi ning elements of the public policy landscape for the past three decades (Pollitt and Bouckaert, 2011. Our main objective with this research is twofold: to analyze why and how local public administration uses strategic planning as a managerial tool for managing change (reform, and to identify whether the planning efforts display a specifi c reform pattern. We employed a quantitative methodology – online survey – to collect data on the strategic planning process at the local level in Romania, with a specifi c framework for the strategic profi le (Hinţea, 2015 and another three dimension model – NPM, NWS, NPG1 – for the reform component (Pollitt and Bouckaert, 2011. Our analysis indicates that over 70% of strategic planning efforts are done because it is a mandatory condition for accessing EU funds. Major issues concern implementation, monitoring and evaluation with only around a third of organizations having a formal body responsible for this. Although the process has mixed characteristics, NWS type elements are more common/preferred, while NPM seem least common/preferred by local authorities

  2. Strategic management of technostress. The chaining of Prometheus.

    Science.gov (United States)

    Caro, D H; Sethi, A S

    1985-12-01

    The article proposes the concept of technostress and makes a strong recommendation for conducting research based on key researchable hypotheses. A conceptual framework of technostress is suggested to provide some focus to future research. A number of technostress management strategies are put forward, including strategic technological planning, organization culture development, technostress monitoring systems, and technouser self-development programs. The management of technostress is compared to the chaining of Prometheus, which, left uncontrolled, can create havoc in an organization. The authors believe that organizations have a responsibility to introduce, diffuse, and manage computer technology in such a way that it is congruent with the principles of sound, supportive, and humanistic management.

  3. Process simulation and parametric modeling for strategic project management

    CERN Document Server

    Morales, Peter J

    2013-01-01

    Process Simulation and Parametric Modeling for Strategic Project Management will offer CIOs, CTOs and Software Development Managers, IT Graduate Students an introduction to a set of technologies that will help them understand how to better plan software development projects, manage risk and have better insight into the complexities of the software development process.A novel methodology will be introduced that allows a software development manager to better plan and access risks in the early planning of a project.  By providing a better model for early software development estimation and softw

  4. 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...

  5. 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...

  6. Strategic plan for Hanford site information management

    International Nuclear Information System (INIS)

    1994-09-01

    The Hanford Site missions are to clean up the Site, to provide scientific knowledge and technology to meet global needs, and to partner in the economic diversification of the region. To achieve these long-term missions and increase confidence in the quality of the Site's decision making process, a dramatically different information management culture is required, consistent with US Department of Energy (DOE) mandates on increased safety, productivity, and openness at its sites. This plan presents a vision and six strategies that will move the Site toward an information management culture that will support the Site missions and address the mandates of DOE

  7. Strategic Managment to Support Quality of Service

    OpenAIRE

    Berset, Geir

    2004-01-01

    Distributed computing adds to the complexity of ensuring Quality of Service (QoS) to applications. Middleware architectures are trying to solve the complexity of distributed computing, but has generally not been addressing the topic of providing platform managed QoS. It is a common understanding that one should try to provide QoS based on a general solution for capturing QoS requirements and managing resources. This thesis proposes a scheme increasing the probability of delivering QoS to s...

  8. Strategic management competencies in Scandinavian contractors

    DEFF Research Database (Denmark)

    Koch, Christian; Buhl, Henrik

    2013-01-01

    Over the past ten years, a series of contractors operating in Denmark, Norway and Sweden have slowly but surely expanded their markets beyond their previous single-country base towards operating in Scandinavia as a whole, and beyond. This expansion has been accompanied by a restructuring of company...... management and HR concepts and approaches. Methodologically, a sample of the top level leaders of the hundred largest business units at some thirty Scandinavian contractors has been analysed. The focus is on the 400 top level managers in these organisations. On the basis of a desk study, an analysis of 124...

  9. Linking Strategic Planning and Management Control.

    Science.gov (United States)

    1984-03-01

    contribution it intends to make to its shareholders, employees, customers, and communities . Corporate strategy defines the businesses in which a...identifies six factors to consider regarding strategy implementation. How to communicate the 42 .................... . -.......... . corporate goals is...D. Irwin, Inc., 1975. Anthony, R. N., and Welsch, G. A., Fundamentals of Management Accounting, Richard D. Irwin, Inc., 1974. Argenti , J., Corporate

  10. The strategic facilities management organisation in housing

    DEFF Research Database (Denmark)

    Nielsen, Susanne Balslev; Jensen, Per Anker; Jensen, Jesper Ole

    2012-01-01

    implementation of sustainable facilities management in housing administration. The concept provides a frame for understanding the roles and relations of tenants, owners, administrators and operators. The paper is based on a Danish research project on environmentally sound building operation including literature...

  11. MAIN MILESTONES OF LABOUR MOBILITY STRATEGIC MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Mariana BALAN

    2012-07-01

    Full Text Available The development of migration flows for the last decades and the emphasis laid on labour force circulation shifted the interest focus from managing crises generated by conjectural migration flows to inter-country cooperation for coordinating policies regarding labour migration.\\r\

  12. Challenging (Strategic) Human Resource management Theory

    NARCIS (Netherlands)

    J. Paauwe (Jaap); J.P.P.E.F. Boselie (Paul)

    2002-01-01

    textabstractTo fully understand the relationship between human resource management and performance in different contexts, we are in need of a synthesis between resource-based theory and new institutionalism. We argue that differences in institutional settings (between for example countries or

  13. 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...

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

    Directory of Open Access Journals (Sweden)

    I.T. Raykovska

    2015-09-01

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

  15. Throughput Accounting in Strategic Cost Management: An Application

    Directory of Open Access Journals (Sweden)

    Mustafa KIRLI

    2016-09-01

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

  16. Strategic solid waste management in cities in Japan

    International Nuclear Information System (INIS)

    Tanaka, M.

    2005-01-01

    SWM (Solid Waste Management) systems have always been compatible with the societal need at every point of time. In 1950's it was oriented towards maintaining public health standards mainly to control infectious diseases. While in 1970's energy generation was considered as the vital aspect of the system. In 1990's reduction in waste generation and recycling were officially incorporated in the waste management regulation. By enacting basic law in 2000 A.D.; the society is poised to become a recycling based society in its drive towards sustainable society. The document explain the actual solid waste strategic management, and related issues, in Japan [it

  17. Strategic Environmental Assessment: Integrated environmental management

    CSIR Research Space (South Africa)

    Department of Environmental Affairs and Tourism

    2004-01-01

    Full Text Available stream_source_info Department of Environmental Affairs and Tourism_2004.pdf.txt stream_content_type text/plain stream_size 70155 Content-Encoding ISO-8859-1 stream_name Department of Environmental Affairs and Tourism_2004.pdf... and Tourism Other topics in the series of overview information documents on the concepts of, and approaches to, integrated environmental management are listed below. Further titles in this series are being prepared and will be made available periodically...

  18. STRATEGIC ISSUES GROUNDWATER EXTRACTION MANAGEMENT IN RUSSIA

    Directory of Open Access Journals (Sweden)

    Ekaterina I. Golovina

    2017-05-01

    Full Text Available Water is a key component of our environment; it is a renewable, limited and vulnerable natural resource, which provides economic, social, and environmental well-being of the population. The most promising source of drinking water supply is groundwater usage. Drinking and industrial groundwater is one of the most important components of the groundwater mineral resource base in the Russian Federation. Modern system of groundwater extraction management and state regulation is currently imperfect and has definite disadvantages, among them - lack of control over natural resources by the state, an old system of tax rates for the use of groundwater, commercialization stage of licensing, the budget deficit, which is passed on other spheres of the national economy. This article provides general information about the state of groundwater production and supply in Russia, negative trends of groundwater usage, some actions for the improvement in the system of groundwater’s fund management are suggested. The most important amendments of the law “About mineral resources” are overviewed, effects of these changes are revealed and recommendations for future groundwater extraction regulation are given.

  19. Analysis on the Development Strategy of Industry Technology Innovation Strategic Alliance in Heilongjiang Province Based on Niche Theory%基于生态位理论的黑龙江省产业技术创新战略联盟发展策略分析

    Institute of Scientific and Technical Information of China (English)

    张晓梅; 王妍妍

    2014-01-01

    为促进黑龙江省产业技术创新战略联盟的发展,将生态位理论应用于黑龙江省产业技术创新战略联盟发展策略研究,在界定生态位理论以及产业技术战略联盟生态位概念的基础上,基于联盟间的生态位关系、生态位宽度、生态位重叠和生态位分离等方面对定黑龙江省产业技术创新战略联盟生态位进行分析,最后提出黑龙江省产业技术创新战略联盟发展的生态位分离策略、生态位移动策略和协同进化策略,以期促进黑龙江省产业技术创新战略联盟的发展。%In order to promote the development of industry technology innovation alliance in Heilongjiang province,the eco-logical niche theory was applied to industry technology innovation strategic alliance development strategy research in Hei-longjiang province. After defining the concept of niche theory and industry technology innovation strategic alliance niche, the paper analyzed the industry technology innovation strategic alliance niche based on the niche relationship of alliance, niche width,niche overlap and niche separation. Finally,we prepossessed the niche separation strategy,niche mobile strategy and niche evolutionary strategy of industry technology innovation alliance development,in order to promote the in-dustry technology innovation strategic alliance development in Heilongjiang province.

  20. The strategic management of data quality in healthcare.

    Science.gov (United States)

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

    2008-12-01

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

  1. Strategic Management: Business Model Canvas for Start-Up Company

    OpenAIRE

    Sonninen, Anna

    2016-01-01

    Thesis is written about development of Kakunpala as a Start-Up Company, because development processes and ideas are the key factors for future success of the company. The aim of this thesis is to understand Strategic Management of the Company and Development processes,by using the SWOT analysis before and after development and by applying Business Model Canvas template to the Start-Up Company, and by describing Customer Journey: what relations Kakunpala has with clients and its processes...

  2. Strategic stakeholder management by corporate social responsibility: Some conceptual thoughts

    OpenAIRE

    Markus Stiglbauer

    2011-01-01

    The sustainability and responsibility of corporate strategic management has become an important issue in recent years, not only against the background of the current financial and economic crisis. Companies are expected not only to succeed economically, but also ecologically and socially. Companies can use the issue of corporate responsibility to capture new markets and opportunities. But new requirements arise. Thus, stakeholders may exert pressure on companies to assume social responsibilit...

  3. Capital Structure, Environmental Dynamism, Innovation Strategy, and Strategic Risk Management

    DEFF Research Database (Denmark)

    Juul Andersen, Torben

    2005-01-01

    Previous research found that capital structure affects performance when it is adapted to the level of environmental dynamism and pursuit of an innovation strategy. The current study reproduces some of these relationships in a more recent dataset but also identifies significant nuances across...... industrial environments. Analyses of a large cross sectional sample and various industry sub-samples suggest that other factors have influenced capital structure effects in recent years including flexibilities in multinational organization and effective strategic risk management capabilities....

  4. Exploring Aspects of Strategic Management for a Small Plant Bakery

    OpenAIRE

    Leary, PA; Bell, GA; Thomson, EM

    2017-01-01

    This paper explores the use some aspects of strategic management in order to inform a small plant bakery. We briefly review key theories underpinning business strategy and its implementation. A small plant bakery in the UK was analysed, identifying its Critical Success Factors (CSF) and Key Performance Indicators (KPI) comparing these with previous periods and other successful bakery businesses. Furthermore, the case study strategy is used to guide this research. We seek to determine if criti...

  5. Creating strategic brand management manual : Case: Tukikallio Oy

    OpenAIRE

    Vepsäläinen, Sini

    2010-01-01

    The purpose of this Thesis was to create a Strategic Brand Management Manual for the use of a new company called Tukikallio Oy. The manual was composed of the elements that the company wanted to include in it. A qualitative research method was used in collecting information. The theoretical part of the thesis includes theories about brand building. Brand identity tells what the brand really is with its positive and negative sides, image reflects on what kind of things the consumer associa...

  6. Strategic management of technology in phytopharmacy

    Directory of Open Access Journals (Sweden)

    Dugalić Sretenka L.

    2003-01-01

    Full Text Available The paper deals with the: 1. Meaning, characteristics and developing possibilities of phytotherapy; 2. Dimensions of markets and technologies in managing phytotherapic assortment. By observing the final results, which were obtained by means of representative sources and other research of phytotherapeutics products, it can be expected applicable to a broader range in practice with input to marketing ideas. The models, presented here, are meant to be innovative applications in the medical marketing concept, by the results of broad spending in the food service industry (domain of dietetics in the manufacture of food for children, in the manufacture of 'medical cosmetics' and cosmetic-druggist assortments (products for hygiene, shampoos soaps, creams and buble baths.

  7. Forming Core Elements for Strategic Design Management

    DEFF Research Database (Denmark)

    Beim, Anne; Vibæk, Kasper Sánchez

    2007-01-01

    . This evolution also leads to a demand for precise definitions of the values and qualities that can be used as managing tools in common building practice and it puts the traditional architectural design process under pressure. This paper outlines an approach to architectural quality as dealt with in the design...... and how the architectural potentials are realized when dealing with modern industrial processes are examined. To analyse and structure the empirical data, a model was developed consisting of four approaches for action. The approaches are categorized along different dichotomies in order to point out...... the model was tested in the architectural education at the Royal Danish Academy of Fine Arts - School of Architecture. The overall research project has two aims - to help offices identify the characteristics and specific methods of working with architectural quality in an industrialized context...

  8. 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.

  9. Strategic collaborative quality management and employee job satisfaction.

    Science.gov (United States)

    Mosadeghrad, Ali Mohammad

    2014-05-01

    This study aimed to examine Strategic Collaborative Quality Management (SCQM) impact on employee job satisfaction. The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees' job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees' job satisfaction. However, the success of quality management needs top management commitment and stability.

  10. Strategic Collaborative Quality Management and Employee Job Satisfaction

    Directory of Open Access Journals (Sweden)

    Ali Mohammad Mosadeghrad

    2014-05-01

    Full Text Available Background This study aimed to examine Strategic Collaborative Quality Management (SCQM impact on employee job satisfaction. Methods The study presents a case study over six years following the implementation of the SCQM programme in a public hospital. A validated questionnaire was used to measure employees’ job satisfaction. The impact of the intervention was measured by comparing the pre-intervention and post-intervention measures in the hospital. Results The hospital reported a significant improvement in some dimensions of job satisfaction like management and supervision, organisational policies, task requirement, and working conditions. Conclusion This paper provides detailed information on how a quality management model implementation affects employees. A well developed, well introduced and institutionalised quality management model can improve employees’ job satisfaction. However, the success of quality management needs top management commitment and stability.

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

    Directory of Open Access Journals (Sweden)

    Lesi Hertati

    2015-08-01

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

  12. STRATEGIC MANAGEMENT OF SUSTAINABILITY AND INNOVATION

    Directory of Open Access Journals (Sweden)

    Vanessa Cuzziol Pinsky

    2013-09-01

    Full Text Available The sustainable development, global competitiveness and rapid technological change increasingly challenge companies to innovate with a focus on sustainability. The objectives of this study were to identify the critical success factors in business management and identify the challenges to implement sustainable products. This is an exploratory, descriptive and qualitative research, using the case study method. Data were collected through semi-structured and in-depth interviews with executives from the marketing and innovation departments, complemented by secondary sources, including sustainability reports, websites and other company documents. The content analysis revealed the critical success factors to implement sustainable products, highlighting the involvement of senior leadership, setting goals and long term vision, the involvement of the value chain in the search for sustainable solutions and have a area of innovation with sustainability goals. The key challenges identified are related to the involvement of the supply chain, using the principles of the life cycle assessment, marketing communication and measurement of results and environmental benefits.

  13. Digitalization influence on shopping centers strategic management

    Directory of Open Access Journals (Sweden)

    Ioniţă Irene Mihaela

    2017-07-01

    Full Text Available Shopping centers are an important aspect of the extremely dynamic life of the 21st century consumer. Nowadays, worldwide, shopping centers represent significant multimillion euro investments, remarking themselves with bold architectures and structures and an individual brand image. Retail markets are currently under transformation by a confluence of new retailing technologies, dramatic shifts in the demographic profile and preferences of more affluent and educated shoppers. Part of the market share in modern retail moved to new forms of selling, which weakened the offer of some traditional retailers, while also creating opportunities for retailers to move and integrate their offerings with new digital tools (via electronic commerce, social commerce and mobile commerce. Meeting customer needs and increasing sales are the primary drivers behind retailers use of information systems and technology (IS/IT. New developments in IS/IT offer new opportunities and challenges for organizations and society. The current paper proposes to analyze the way digital media and information technology (computers and mobile devices influences the virtual and physical shopping experiences, and shopping centers management consequently. The need for communication & sales channels integration, the impact of new information technologies (IT’s, the growing role of social / digital media, the balance between personalization and privacy – all represent challenges retail industry needs to currently adapt to face digitalization. E-commerce is transforming both consumer behavior and retailing business models, by greatly expanding shopping convenience, selection and affordability.

  14. The applying stakeholder approach to strategic management of territories development

    Directory of Open Access Journals (Sweden)

    Ilshat Azamatovich Tazhitdinov

    2013-06-01

    Full Text Available In the paper, the aspects of the strategic management of socioeconomic development of territories in terms of stakeholder approach are discussed. The author's interpretation of the concept of stakeholder sub-region is proposed, and their classification into internal and external to the territorial socioeconomic system of sub-regional level is offered. The types of interests and types of resources stakeholders in the sub-region are identified, and at the same time the correlation of interests and resources allows to determine the groups (alliances stakeholders, which ensure the balance of interests depending on the certain objectives of the association. The conceptual stakeholder agent model of management of strategic territorial development within the hierarchical system of «region — sub-region — municipal formation,» is proposed. All stakeholders there are considered as the influence agents directing its own resources to provide a comprehensive approach to management territorial development. The interaction between all the influence agents of the «Region — Sub-region — municipal formation» is provided vertically and horizontally through the initialization of the development and implementation of strategic documents of the sub-region. Vertical interaction occurs between stakeholders such as government and municipal authorities being as a guideline, and the horizontal — between the rests of them being as a partnership. Within the proposed model, the concurrent engineering is implemented, which is a form of inter-municipal strategic cooperation of local government municipalities for the formation and analyzing a set of alternatives of the project activities in the sub-region in order to choose the best options. The proposed approach was tested in the development of medium-term comprehensive program of socioeconomic development of the Zauralye and sub-regions of the North-East of the Republic of Bashkortostan (2011–2015.

  15. Strategic plan for Hanford Site Environmental Restoration Information Management

    International Nuclear Information System (INIS)

    Cowley, P.J.; Beck, J.E.; Gephart, R.E.

    1994-06-01

    This strategic plan addresses information management for the Environmental Restoration (ER) Program at the Hanford Site. This Program leads the cleanup of the Hanford Site's soil, groundwater, buried waste, and the decontamination and decommissioning of facilities. The vision that drives this strategic plan is to ensure that quality information is available to the people who need it, when they need it, at a convenient location, in a usable form, and at an acceptable cost. Although investments are being made in managing the vast amounts of information, which include data, records and documents associated with the Hanford Site's production history and new cleanup mission, it is widely recognized that efforts to date have not accomplished the vision. Effective information management involves more than the compilation of massive amounts of electronic and non-electronic information. It also involves integrating information management into business processes that support user's needs and decisionmaking. Only then can information management complement and enable environmental restoration priorities and practices, help identify environmental restoration requirements, and enable communication within the Environmental Restoration Program and between the Program and its stakeholders. Successfully accomplishing the Hanford Site mission requires an integrated approach to information management that crosses organizational boundaries, streamlines existing systems, and builds new systems that support the needs of the future. This plan outlines that approach

  16. Efficiency of supply chain management. Strategic and operational approach

    Directory of Open Access Journals (Sweden)

    Grzegorz Lichocik

    2013-06-01

    Full Text Available Background: One of the most important issues subject to theoretical considerations and empirical studies is the measurement of efficiency of activities in logistics and supply chain management. Simultaneously, efficiency is one of the terms interpreted in an ambiguous and multi-aspect manner, depending on the subject of a study. The multitude of analytical dimensions of this term results in the fact that, apart from economic efficiency being the basic study area, other dimensions perceived as an added value by different groups of supply chain participants become more and more important. Methods: The objective of this paper is to attempt to explain the problem of supply chain management efficiency in the context of general theoretical considerations relating to supply chain management. The authors have also highlighted determinants and practical implications of supply chain management efficiency in strategic and operational contexts. The study employs critical analyses of logistics literature and the free-form interview with top management representatives of a company operating in the TSL sector. Results: We must find a comprehensive approach to supply chain efficiency including all analytical dimensions connected with real goods and services flow. An effective supply chain must be cost-effective (ensuring economic efficiency of a chain, functional (reducing processes, lean, minimising the number of links in the chain to the necessary ones, adapting supply chain participants' internal processes to a common objective based on its efficiency and ensuring high quality of services (customer-oriented logistics systems. Conclusions: Efficiency of supply chains is not only a task for which a logistics department is responsible as it is a strategic decision taken by the management as regards the method of future company's operation. Correctly planned and fulfilled logistics tasks may result in improving performance of a company as well as the whole

  17. A Strategic Risk Management Framework for Multinational Enterprise

    DEFF Research Database (Denmark)

    Juul Andersen, Torben

    2005-01-01

    and economic risks that can be monitored within conventional reporting systems and managed through use of various derivative instruments. All the while, a dispersed multinational structure can be vulnerable to disruptions caused by changing economic conditions, competitive moves, and geopolitical developments......-frequency high-impact disaster events based on scenario analyses. Hence, there is a need to consider risk management approaches that integrate relatively transparent financial exposures with the consequences of uncertain and hard-to-quantify event risks. This paper outlines the contours of such a strategic risk...

  18. Strategic management of government-sponsored R&D portfolios

    OpenAIRE

    Barry Bozeman; Juan Rogers

    2001-01-01

    Although strategic management of R&D portfolios is common practice in private sector R&D, government R&D management tends to be more discrete and ad hoc, focusing on generating maximum output from individual projects. Often, there is no clear notion of the desired public sector output. Whereas private sector R&D evaluation is generally straightforward, with the function of R&D being measured in terms of a company's internal return on investment, the benefits of public-sponsored R&D tend to be...

  19. 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...

  20. Strategic niche management for biofuels : analysing past experiments for developing new biofuels policy

    NARCIS (Netherlands)

    Laak, W.W.M.; Raven, R.P.J.M.; Verbong, G.P.J.

    2007-01-01

    Biofuels have gained a lot of attention since the implementation of the 2003 European Directive on biofuels. In the Netherlands the contribution of biofuels is still very limited despite several experiments in the past. This article aims to contribute to the development of successful policies for

  1. Prospects for Jatropha biofuels in developing countries : an analysis for Tanzania with strategic niche management

    NARCIS (Netherlands)

    Eijck, van J.A.J.; Romijn, H.A.

    2006-01-01

    The paper reports on recent research in Tanzania about the scope for developing biofuels from an oil-seed bearing plant called Jatropha Curcas Linnaeus. The plant is widely seen to have potential to help combat the greenhouse effect, help to stop local soil erosion, create additional income for the

  2. The strategic analysis in the modern management of the company

    Directory of Open Access Journals (Sweden)

    Iosefina MOROŞAN

    2010-09-01

    Full Text Available The present study addresses the strategic analysis within the modern management of a company. At first we presented the principles of the strategic analysis and then we exposed its role and characteristics. In the end we compared it with other types of analyses. The present paper purpose is to present the role and the importance of the diagnosis analysis. At first, we exposed the principles of the diagnosis analysis. Secondly, we separated the financial diagnosis generally speaking and the diagnosis analysis of the companies in difficult situations. Then we presented the elements involved in determining a deeper diagnosis, as being: the products, the clients, the employed, the production process, the rivalry and the suppliers.

  3. From Collegial Organization to Strategic Management of Resources

    Directory of Open Access Journals (Sweden)

    Bente Rasmussen

    2015-09-01

    Full Text Available The article looks into the consequences for recruitment of Organisation for Economic Co-Operation and Development’s recommendations that universities should manage their resources strategically to foster excellence. Using institutional ethnography as described by Dorothy Smith in a sociology department in Norway, it shows how strategic recruiting for excellence resulted in nominating candidates who were not able to teach the sociology program. Operationalizing potential for excellence as the number of (international publications in the last 5 years resulted in nominating candidates with narrow fields of expertise who had been offered favorable conditions to publish internationally. When academic quality is translated into the number of international publications in the last 5 years, it undermines the policy of gender equity in academia by ruling out women who use paid parental leave to have children during their PhD period. The focus on publications in English also threatens to marginalize sociology’s contribution to public debate and national policy.

  4. The Strategic Management of Store Brand Perceived Quality

    Science.gov (United States)

    Yang, Defeng

    Store brand plays a vital role in the success of retailers. Perceived quality is one of important factors influencing consumers' store brand purchase intention. Store brand perceived quality is lower compared with objective quality or national brand. For this end, the purpose of this article is to examine how to manage store brand perceived quality in strategic level. This article firstly discusses how consumers evaluate product quality, and the theoretical background of the reason that store brand perceived quality is lower from the view of cue related theories. Then, consumers' store brand quality evaluation is explored. Finally, this article presents several strategic tactics to increase store brand perceived quality. These tactics include choosing store's name as store brand name, making large advertising investment, improving store brand product package, and strengthening the relationship with store brand product suppliers.

  5. 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

  6. CONCEPTUAL CLARIFICATION OF PLANNING AND STRATEGIC THINKING IN HUMAN RESOURCE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Matei ȘTEFAN

    2013-10-01

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

  7. 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...

  8. Strategic Public Management - Selected Experiences with BSC Implementation

    Directory of Open Access Journals (Sweden)

    Milan PŮČEK

    2014-02-01

    Full Text Available Elements associated with modern approaches towards public management have been gaining ground in various forms in the Czech public administration, especially in the last decade. They reflect the priorities of the public administration reform and the enhanced opportunities for co-financing the implementation of new management tools from European funds. This article summarizes the experience of strategic management, based on the analysis of secondary sources and on the experience of one of the authors who has worked as manager in several public administration/public sector institutions. In the practical part, the article focuses on the potential and limits of implementation of the Balanced Scorecard using the practical experience together with the implementation of this instrument at the level of city and ministry.

  9. 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

  10. The Impact of Strategic Human Resource Management on Organizational Performance

    Directory of Open Access Journals (Sweden)

    Luftim CANIA

    2014-12-01

    Full Text Available Organizational performance is getting more and more important, especially in a market with greater competition and dynamic. Organizational performance is measured through different indicators. It guarantees the continuity of the organization to be competitive in a global marketplace. Normally, the implementation of performance indicators achieved through human resources. Human resources are the key for keeping the organization in the market so competitive. These human resources need to be managed effectively to achieve the required performance of the organization. It is necessary to manage strategically the human resources and to adapt at its strategy with organizational strategy. The aim of this study is focused on the impact of the strategic management of human resource in achieving organizational performance. This study was conducted based on primary and secondary sources. How much organizations appear competitive in the market through achieving the performance indicators? How important is the management of human resources in achieving organizational performance? So, through the skills, behaviors and attitudes would be expected by human resources to achieve the required performance in the organization.

  11. Marketing and strategic management: integrating skills for a better hospital.

    Science.gov (United States)

    Hunter, S S

    1987-05-01

    Participants in a 1985 one-day seminar sponsored by the American Hospital Association's Society for Hospital Planning and Marketing were asked two questions: How many of the hospitals represented here have conducted marketing surveys in the recent past? How many of you were satisfied with the results of the survey or could integrate it into the strategic management of your institution? While all but two of the 125 participants answered yes to the first question, only two responded affirmatively to the second. A gap between having a survey done and implementing the results had been identified. The administrators had probably rushed into "marketing" with little forethought and even less effort to comprehend how this management skill fits into existing institutional skills, capabilities, roles, and goals. To close the gap between marketing theory and practice an institution must adopt a more far-reaching, proactive stance toward integrating marketing into the management routine at an early stage. This article presents a case study that may help health care administrators rethink the role of marketing in management and its place in the sequence of strategic decision making for their institution.

  12. Strategic Management in the Knowledge Economy New Approaches and Business Applications

    CERN Document Server

    Leibold, Marius; Gibbert, Michael

    2005-01-01

    Due to the dramatic shifts in the knowledge economy, this book provides a significant departure from traditional strategic management concepts and practice. Designed for both advanced students and business managers, it presents a unique combination of new strategic management theory, carefully selected strategic management articles by prominent scholars such as Gary Hamel, Michael Porter, Peter Senge, and real-world case studies. On top of this, the authors link powerful new benchmarks in strategic management thinking, including the concepts of Socio-Cultural Network Dynamics, Systemic Scoreca

  13. DEVELOPMENT OF RUSSIAN FEDERATION POWER SELLING COMPANY STRATEGIC MANAGEMENT

    Directory of Open Access Journals (Sweden)

    S. V. Grishkevich

    2011-01-01

    Full Text Available Strategic for power selling companies (PSC are buying, selling and investment activities. Buying activities are to be planned, selling activities predicted and both optimized by PSC on the basis of price and consumer number dynamics with due account of other factors. Very important is to develop the market of derivative instruments (derivatives as part of the risk management mechanism at all levels including that of the state, to use up-to-date and ecologically favorable technologies as well as renewable energy sources with due account of ecology improvement measurement costs.

  14. Diversification and strategic management of LLNL's R ampersand D portfolio

    International Nuclear Information System (INIS)

    Glinsky, M.E.

    1994-12-01

    Strategic management of LLNL's research effort is addressed. A general framework is established by presenting the McKinsey/BCG Matrix Analysis as it applies to the research portfolio. The framework is used to establish the need for the diversification into new attractive areas of research and for the improvement of the market position of existing research in those attractive areas. With the need for such diversification established, attention is turned to optimizing it. There are limited resources available. It is concluded that LLNL should diversify into only a few areas and try to obtain full market share as soon as possible

  15. Strategic vehicle fleet management - the make or buy problem

    Directory of Open Access Journals (Sweden)

    Adam Redmer

    2014-06-01

    Full Text Available Background: Fleets constitute the most important production means in transportation. Their appropriate management is crucial for all companies having transportation duties. The paper is the first one of a series of three papers that the author dedicates to the strategic vehicle fleet management topic. Methods: The paper discusses ways of fulfilling company's transportation needs (MAKE-or-BUY problem. It means the choice between using company's own and outside fleet (buying transportation services in a market. The essence of the MAKE-or-BUY problem lies in a time dependency, a seasonal nature of transportation needs. It leads to the MAKE-and-BUY solutions including utilization of both in-house and outside fleets. In the paper an original mathematical model (an optimization method allowing for the MAKE-and-BUY analysis is proposed. Results: An application of the proposed optimization method in a real-life decision situation (the case study within the Polish environment and the obtained solution are presented. The solution shows a low economic justification for using the MAKE option in practice. Especially when a fleet composed of brand new vehicles is considered. Conclusions: The paper will be continued in two further papers dedicated to strategic vehicle fleet management problems including fleet sizing / composition and fleet replacement.

  16. 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...

  17. 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...

  18. 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...

  19. Strategic environmental assessment for UK LLW management - 16392

    International Nuclear Information System (INIS)

    Craze, Andrew; Clark, Matthew; Davis, Pete

    2009-01-01

    NDA is delivering a Strategic Environmental Assessment (SEA) to underpin the UK Nuclear Industry Low Level Waste Strategy. The purpose of this assessment is embed sustainability issues into our decision making and to fulfill our requirements under the European Union's Strategic Environmental Assessment (SEA) Directive (2004/42/EU) and transposing UK Regulations, and to underpin the development of the strategy. The outputs of the SEA have provided input into particular aspects of the strategy, leading to a more robust and better informed result. Development of options to be assessed under the SEA has looked at a number of factors, including: - what the strategy is aiming to achieve - expectation from stakeholders as to what should be addressed - consideration of tactical approaches to implementation of the strategy in addition to high level strategic issues - links to other projects and programmes (for example the Environmental Safety Case for the Low Level Waste Repository. The SEA aims to provide a robust assessment of the environmental and sustainability impacts of alternative strategies for providing continued capability and capacity for the management and disposal of LLW in the UK. The assessment also considers other, more tactical, issues around implementation of the strategy, for example: issues around the location of LLW management facilities; the environmental impacts of alternative waste treatment options (metal recycling etc); considerations of alternative approaches to the classification of radioactive waste and opportunities that would result. Critical to the development of the SEA has been the involvement of statutory and non-statutory stakeholders, who have informed both the output and the approach taken. (authors)

  20. 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"...

  1. 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.

  2. 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…

  3. Strategic aspects on waste management in decommissioning of nuclear facilities

    International Nuclear Information System (INIS)

    Rannemalm, T.; Eliasson, S.; Larsson, A.; Lidar, P.; Bergh, N.; Hedin, G.

    2017-01-01

    management strategy was the first critical task in the strategic planning. Using a waste led decommissioning approach this work has set the scene for the further strategic and overall decommissioning planning. This paper will discuss the important aspects in the work to develop a state of the art waste management strategy for a safe, fast and cost efficient waste management in decommissioning. It will also contain reflections and give certain recommendations for decommissioning planning in general as well as an overview of some specific findings, results and recommendations from the actual project at Oskarshamn. (authors)

  4. CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    NELSON, R.L.

    2000-05-08

    The CH2M Hill Hanford Group, Inc., Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project

  5. CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

    International Nuclear Information System (INIS)

    NELSON, R.L.

    2000-01-01

    The CH2M Hill Hanford Group, Inc., Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project

  6. Financial and economic aspects of strategic management of industrial cluster

    Directory of Open Access Journals (Sweden)

    Katrina B. Dobrova

    2017-01-01

    Full Text Available Purpose: the main purpose of the publication is to examine comprehensively the financial and economic aspects of the strategic management of the industrial cluster by the example of the clusters of the Corporation “Rostec” with the participation of enterprises of the defense industry complex. Methods: the methodology of the research is based on the collection and analysis of initial data and information, the article uses a systematic approach to the study of socio-economic processes and phenomena. The research is based on modern theory of competition, innovation, as well as the modern paradigm of cluster development of the economy. In preparing the study, practical materials from Corporation “Rostec”. Results: the article gives the notion of industrial cluster, outlines the the prospects for using the cluster approach in the implementation of import substitution programs. Industrial clusters are considered as a source of preservation of a unique engineering culture, the revival of the engineering class. The creation of clusters is very promising in the defense industry complex, where clusters are identified as the most important source of diversification of the complex. Separate financial and economic aspects of strategic management industrial cluster are discussed in more detail on the example of cluster initiatives of Corporation “Rosteс”. It is noted that for the development of “Rostec” industrial clusters, it is planned to form centers of key competencies by creating conditions for the development of highly effective cooperative and synergetic relationships among the cluster participants. Formed clusters will be able to demonstrate higher rates of economic growth. In addition, focused funding will allow more efficient distribution of federal budget funds, as well as investor funds, aimed at technological development of cluster participants. To achieve these goals, it was recommended to ensure proper selection of key

  7. Strategic stakeholder management by corporate social responsibility: Some conceptual thoughts

    Directory of Open Access Journals (Sweden)

    Markus Stiglbauer

    2011-06-01

    Full Text Available The sustainability and responsibility of corporate strategic management has become an important issue in recent years, not only against the background of the current financial and economic crisis. Companies are expected not only to succeed economically, but also ecologically and socially. Companies can use the issue of corporate responsibility to capture new markets and opportunities. But new requirements arise. Thus, stakeholders may exert pressure on companies to assume social responsibility, whereas executives shall lead by example. This paper tries to assess possiblities to meet stakeholder expectations towards companies by implementing corporate social responsibility concepts. We identify primary and secondary stakeholders of companies by using salience theory and try to give conceptual answers how the well-known concept of Caroll‟s corporate social responsibility pyramid my help to improve the current situation and to take top management and supervisory boards into account to establish a change of focus on corporate social responsibility not just as a hot topic.

  8. 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

  9. 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.

  10. Local niche experimentation in the energy transitions : a theoretical and empirical exploration of proximity and disadvantages

    NARCIS (Netherlands)

    Coenen, Lars; Raven, R.P.J.M.; Verbong, G.P.J.

    2010-01-01

    This paper discusses how the approach of Strategic Niche Management (SNM) relates to proximity advantages in innovation processes as identified in the geography of innovation literature. The latter claims that the locations where innovation emerge and thrive are not coincidental, but that they

  11. Failing arsenic mitigation technology in rural Bangladesh: explaining stagnation in niche formation of the Sono filter

    NARCIS (Netherlands)

    Kundu, D.K.; Mol, A.P.J.; Gupta, A.

    2016-01-01

    Arsenic contamination of shallow hand pump tube well drinking water in Bangladesh has created opportunities for radical innovations to emerge. One such innovation is the household Sono filter, designed to remove arsenic from water supplies. Applying a strategic niche management approach, and based

  12. Computer-aided waste management strategic planning and analysis

    International Nuclear Information System (INIS)

    Avci, H.I.; Kotek, T.J.; Koebnick, B.L.

    1995-01-01

    A computational model called WASTE-MGMT has been developed to assist in the evaluation of alternative waste management approaches in a complex setting involving multiple sites, waste streams, and processing options. The model provides the quantities and characteristics of wastes processed at any facility or shipped between any two sites as well as environmental emissions at any facility within the waste management system. The model input is defined by three types of fundamental waste management data: (1) waste inventories and characteristics at the point of generation; (2) treatment, storage, and disposal facility characteristics; and (3) definitions of alternative management approaches. The model has been successfully used in the preparation of the US Department of Energy (DOE) Environmental Management Programmatic.Environmental Impact Statement (EM PEIS). Certain improvements are either being implemented or planned that would extend the usefulness and applicability of the WASTE-MGMT model beyond the EM PEIS and info the. strategic planning for management of wastes under the responsibility of DOE or other agencies

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

    International Nuclear Information System (INIS)

    LeBlanc, W.

    1990-01-01

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

  14. 77 FR 54615 - Strategic Management Program; Fiscal Year 2013-2016 Strategic Plan

    Science.gov (United States)

    2012-09-05

    ... plan, incorporating a revised mission statement, expanded core values including diversity and inclusion in the workplace, streamlined strategic goals and objectives, and updated key priority performance...

  15. Performance Management Systems: IRS's Systems for Frontline Employees and Managers Align with Strategic Goals but Improvements Can Be Made

    National Research Council Canada - National Science Library

    2002-01-01

    .... Performance management systems should help employees understand their responsibilities and how their day-to-day work contributes toward meeting their agency's strategic goals as well as providing...

  16. 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.

  17. Stepwise strategic environmental management in marine protected area

    International Nuclear Information System (INIS)

    Padash, A.; Jozi, S. A.; Nabavi, S. M. B.; Dehzad, B.

    2016-01-01

    In recent decades, necessity to protect environment has been a serious concern for all people and international communities. In appropriate development of human economic activities, subsistence dependence of the growing world population on nature decreases the natural diversity of ecosystems and habitats day by day and provides additional constraints for life and survival of wildlife. As a result, implementation of programs to protect species and ecosystems is of great importance. The current study was carried out to implement a comprehensive strategic environmental management plan in the Mond protected area in southern Iran. Accordingly, the protected area was zoned using multi criteria decision method. According to the numerical models, fifteen data layer were obtained on a scale of 1:50,000. The results revealed that 28.35% out of the entire study area belongs to nature conservation zone. In the following step, in order to offer the strategic planning using strength, weaknesses, opportunities and threats method, a total number of 154 questionnaires were prepared and filled by the relevant experts. For this purpose, after identifying the internal and external factors, they were weighted in the form of matrices as; internal factor evaluation and external factor evaluation. Analytical hierarchy process and expert choice software were applied to weight the factors. At the end, by considering the socioeconomic and environmental issues, the strategy of using protective strategies in line with international standards as well as a strong support of governmental national execution with a score of 6.05 was chosen as the final approach.

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

    Directory of Open Access Journals (Sweden)

    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

  19. 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...

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

    NARCIS (Netherlands)

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

    2012-01-01

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

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

    Science.gov (United States)

    2013-03-01

    and Results Act (GPRA) was passed, requiring all federal agencies to engage in strategic planning and nudging them towards comprehensive strategic...involves the social- psychological process of sense making that leads to negotiations. This stage is when the individual partner organizations...expectations through informal bargaining and informal sense making Commitments For future action through formal legal contract or psychological contract

  2. 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 ...

  3. 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.

  4. Strategic Stakeholder Communication and Co-operation in Environmental Management

    DEFF Research Database (Denmark)

    Madsen, Henning; Ulhøi, John Parm

    2002-01-01

    in this process is strategic stakeholder relationships like communication and co-operation. The paper addresses this topic based on a proposed approach for identifying and evaluating the influence from various groups of stakeholders as well as the findings from recent surveys of environmental management......Ever since the introduction of the first major Danish environmental protection law in 1974, environmental regulation has been instrumental in pushing industry towards adopting environmentally less harmful behaviour. However, since the early 1990s, pressure from a growing number of other...... stakeholders, such as for example customers, NGO's, neighbours, etc., has increasingly driven industry towards incorporating environmental considerations in their decisions and activities to an extent which justifies placing Danish companies at the cutting edge of industrial greening. An essential element...

  5. Strategic workload management and decision biases in aviation

    Science.gov (United States)

    Raby, Mireille; Wickens, Christopher D.

    1994-01-01

    Thirty pilots flew three simulated landing approaches under conditions of low, medium, and high workload. Workload conditions were created by varying time pressure and external communications requirements. Our interest was in how the pilots strategically managed or adapted to the increasing workload. We independently assessed the pilot's ranking of the priority of different discrete tasks during the approach and landing. Pilots were found to sacrifice some aspects of primary flight control as workload increased. For discrete tasks, increasing workload increased the amount of time in performing the high priority tasks, decreased the time in performing those of lowest priority, and did not affect duration of performance episodes or optimality of scheduling of tasks of any priority level. Individual differences analysis revealed that high-performing subjects scheduled discrete tasks earlier in the flight and shifted more often between different activities.

  6. 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

  7. 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…

  8. 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 ...

  9. CERN hosts the first day of the SMS Lake Geneva Conference on Strategic Management

    CERN Multimedia

    Maximilien Brice

    2013-01-01

    CERN1 hosts the first day of a 3-day conference promoted by the Strategic Management Society, a non-profit organization operating exclusively for charitable, scientific, and educational purposes to promote and encourage research and practice in the field of strategic management.

  10. 75 FR 45111 - Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing...

    Science.gov (United States)

    2010-08-02

    .... ER00-167-000; Docket No. ER03- 752-000] Electric Quarterly Reports; Strategic Energy Management Corp.; Solaro Energy Marketing Corporation; Notice of Revocation of Market- Based Rate Tariff July 23, 2010. On... FERC ] 61,334 (2003). In the June 25 Order, the Commission directed Strategic Energy Management Corp...

  11. ASME nuclear codes and standards risk management strategic plan

    International Nuclear Information System (INIS)

    Balkey, Kenneth R.

    2003-01-01

    Over the past 15 years, several risk-informed initiatives have been completed or are under development within the ASME Nuclear Codes and Standards organization. In order to better manage the numerous initiatives in the future, the ASME Board on Nuclear Codes and Standards has recently developed and approved a Risk Management Strategic Plan. This paper presents the latest approved version of the plan beginning with a background of applications completed to date, including the recent issuance of the ASME Standard for Probabilistic Risk Assessment (PRA) for Nuclear Power Plant Applications. The paper discusses potential applications within ASME Nuclear Codes and Standards that may require expansion of the PRA Standard, such as for new generation reactors, or the development of new PRA Standards. A long-term vision for the potential development and evolution to a nuclear systems code that adopts a risk-informed approach across a facility life-cycle (design, construction, operation, maintenance, and closure) is summarized. Finally, near term and long term actions are defined across the ASME Nuclear Codes and Standards organizations related to risk management, and related U.S. regulatory activities are also summarized. (author)

  12. From Performance Measurement to Strategic Management Model: Balanced Scorecard

    Directory of Open Access Journals (Sweden)

    Cihat Savsar

    2015-03-01

    Full Text Available Abstract: In Today’s competitive markets, one of the main conditions of the surviving of enterprises is the necessity to have effective performance management systems. Decisions must be taken by the management according to the performance of assets. In the transition from industrial society to information society, the presence of business structures have changed and the values of non-financial assets have increased in this period. So some systems have emerged based on intangible assets and to measure them instead of tangible assets and their measurements. With economic and technological development multi-dimensional evaluation in the business couldn’t be sufficient.  Performance evaluation methods can be applied in business with an integrated approach by its accordance with business strategy, linking to reward system and cause effects link established between performance measures. Balanced scorecard is one of the commonly used in measurement methods. While it was used for the first time in 1992 as a performance measurement tool today it has been used as a strategic management model besides its conventional uses. BSC contains customer perspective, internal perspective and learning and growth perspective besides financial perspective. Learning and growth perspective is determinant of other perspectives. In order to achieve the objectives set out in the financial perspective in other dimensions that need to be accomplished, is emphasized. Establishing a causal link between performance measures and targets how to achieve specified goals with strategy maps are described.

  13. Software development to support decommissioning and waste management strategic planning

    International Nuclear Information System (INIS)

    Williams, John; Warneford, Ian; Harrison, J.

    1997-01-01

    One of the components of the UKAEA's mission is to care for and, at the appropriate time, safely dismantle its radioactive facilities which are no longer in use. To assist in the development of an optimised strategy, AEA Technology was commissioned to produce decision support software. This paper describes the background to the development of the software, its key features and current status, and the lessons learnt during the development. The software, known as UKAEA SPS (Strategic Planning System), is a unique support software package that has been developed to assist in the planning of decommissioning and radioactive waste management. SPS models linked decommissioning and waste management strategies covering all of UKAEA's nuclear liabilities. It has been developed around the database package ACCESS, and runs on Pentium PCs; however, it has many of the features of project planning systems. Its principal outputs are costs, timings and utilisation data for the waste stores, processing facilities, transport and disposal operations displayed at any level of aggregation. This allows programme managers to see easily the effects of changing key parameters in a strategy under development. (author)

  14. Stepwise strategic environmental management in marine protected area

    Directory of Open Access Journals (Sweden)

    A. Padash

    2016-01-01

    Full Text Available In recent decades, necessity to protect environment has been a serious concern for all people and international communities. In appropriate development of human economic activities, subsistence dependence of the growing world population on nature decreases the natural diversity of ecosystems and habitats day by day and provides additional constraints for life and survival of wildlife. As a result, implementation of programs to protect species and ecosystems is of great importance. The current study was carried out to implement a comprehensive strategic environmental management plan in the Mond protected area in southern Iran. Accordingly, the protected area was zoned using multi criteria decision method. According to the numerical models, fifteen data layer were obtained on a scale of 1:50,000. The results revealed that 28.35% out of the entire study area belongs to nature conservation zone. In the following step, in order to offer the strategic planning using strength, weaknesses, opportunities and threats method, a total number of 154 questionnaires were prepared and filled by the relevant experts. For this purpose, after identifying the internal and external factors, they were weighted in the form of matrices as; internal factor evaluation and external factor evaluation. Analytical hierarchy process and expert choice software were applied to weight the factors. At the end, by considering the socioeconomic and environmental issues, the strategy of using protective strategies in line with international standards as well as a strong support of governmental national execution with a score of 6.05 was chosen as the final approach.

  15. The Valences of “Value” for the Strategic Management Process

    Directory of Open Access Journals (Sweden)

    Ogrean Claudia

    2016-04-01

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

  16. ECOLOGICAL NICHE MODELING AND WILDLIFE MANAGEMENT UNITS (UMAS: AN APPLICATION TO DEER IN CAMPECHE, MÉXICO

    Directory of Open Access Journals (Sweden)

    Tania Escalante

    2013-08-01

    Full Text Available The Units for the Conservation, Management and Sustainable Use of Wildlife (UMAs are instruments of conservation and management of specific species in Mexico. UMAs represent in southeastern Mexico an important way for deer management, but they have major problems related to the monitoring of species. In this paper, we propose a methodology based on the use of a ‘niche centroid approach’ for estimating ecological distances to the niche centroid in order to produce distribution maps containing information on the potential relative abundance of species to evaluate the capability of UMAs to maintain populations of deers. We modeled the abundance for Mazama temama, M. pandora and Odocoileus virginianus on the state of Campeche, Mexico. Our predictions of areas with most abundance of deer coincided with reports from literature. We identified the UMAs “Ik Balam” and “Ejido Carlos Cano Cruz” as areas with high proportion of suitable environment, while UMAs “Betito y Lupita”, “El Huanal”, “Puh”, “Refugio faunístico Jalotum”, “Ría Lagartos-Ría Celestun” and “Yocol Cab Balam” have not environmental conditions adequate to maintain deer populations. Although this is a preliminary study, it can be a starting point to establish institutional standards for the management of species.

  17. Beyond Airmindedness: Managing Regional Affairs Strategists for Joint Strategic Effect

    Science.gov (United States)

    2017-06-01

    social networks will, over time, normalize its cadre of RAS officers to function only minimally in the strategic business of innovation. After all, “In...transfer of strategically important, local context to leaders , planners, operators and other users. Padgett and Powell’s mechanism for the...FAOs insist that some leaders refuse to acknowledge that a “lowly” major can make a strategic impact. Second, high operational tempos naturally

  18. Strategic Planning and Management in Defense Systems Acquisition

    Science.gov (United States)

    2014-04-30

    Program analysis /assessment  Needs assessment  Mission/strategy mapping  SWOT analyses  Root cause analyses  Balanced Scorecard  Stakeholder...Strategic planning, according to Dr. John Bryson (2010), offers many benefits to public-sector organizations:  Promotes strategic thinking, acting, and...and  Benefits people directly involved. Bryson (2010), a strategic planning researcher from the University of Minnesota, states, “Evidence

  19. Strategic Energy Management Plan For Fort Buchanan, Puerto Rico

    Energy Technology Data Exchange (ETDEWEB)

    Parker, Steven A.; Hunt, W. D.

    2001-10-31

    This document reports findings and recommendations as a result of a design assistance project with Fort Buchanan with the goals of developing a Strategic Energy Management Plan for the Site. A strategy has been developed with three major elements in mind: 1) development of a strong foundation from which to build, 2) understanding technologies that are available, and 3) exploring financing options to fund the implementation of improvements. The objective of this report is to outline a strategy that can be used by Fort Buchanan to further establish an effective energy management program. Once a strategy is accepted, the next step is to take action. Some of the strategies defined in this Plan may be implemented directly. Other strategies may require the development of a more sophisticated tactical, or operational, plan to detail a roadmap that will lead to successful realization of the goal. Similarly, some strategies are not single events. Rather, some strategies will require continuous efforts to maintain diligence or to change the culture of the Base occupants and their efforts to conserve energy resources.

  20. MARKETING TRENDS AND STRATEGIC MANAGEMENT IN DESTINATION DEVELOPMENT

    Directory of Open Access Journals (Sweden)

    Svetlana Mihić

    2009-11-01

    Full Text Available This paper examines the concept of the destination in strategic tourism develop- ment. It will then look at international best practice and how the SVP/ Hudson Model can be used as a tool to shape the planning, management and marketing of tourism destinations. This analysis will include a review of the critical success factors from lea- ding destinations and in particular, the role of and need for innovation. The concept ofinnovation in tourism will be examined and examples of how innovation has been used in a range of European destinations will be considered in detail. This will include evi- dence from key stakeholders, as well as analysis of the PR and media interest generated by an innovative approach to tourism destination development. The paper will examine key issues such as branding and positioning, along with the importance of clear strate- gic planning, having an effective destination management organisation and delivering benefits to the host community. In an increasingly competitive marketplace the need for destinations to ‘’stand out in a crowd” is essential. International benchmarking is vital to understand how well you are doing compa- red with your competitors whilst innovation ensures that the competitive edge is always maintained. The paper will include detailed case studies, consideration of the concepts of in- novation and benchmarking and focus on the main lessons for destinations in emerging tourism economies

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

    Science.gov (United States)

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

    1995-01-01

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

  2. ASME nuclear codes and standards risk management strategic planning

    International Nuclear Information System (INIS)

    Hill, Ralph S. III; Balkey, Kenneth R.; Erler, Bryan A.; Wesley Rowley, C.

    2007-01-01

    This paper is prepared in honor and in memory of the late Professor Emeritus Yasuhide Asada to recognize his contributions to ASME Nuclear Codes and Standards initiatives, particularly those related to risk-informed technology and System Based Code developments. For nearly two decades, numerous risk-informed initiatives have been completed or are under development within the ASME Nuclear Codes and Standards organization. In order to properly manage the numerous initiatives currently underway or planned for the future, the ASME Board on Nuclear Codes and Standards (BNCS) has an established Risk Management Strategic Plan (Plan) that is maintained and updated by the ASME BNCS Risk Management Task Group. This paper presents the latest approved version of the plan beginning with a background of applications completed to date, including the recent probabilistic risk assessment (PRA) standards developments for nuclear power plant applications. The paper discusses planned applications within ASME Nuclear Codes and Standards that will require expansion of the ASME PRA Standard to support new advanced light water reactor and next generation reactor developments, such as for high temperature gas-cooled reactors. Emerging regulatory developments related to risk-informed, performance- based approaches are summarized. A long-term vision for the potential development and evolution to a nuclear systems code that adopts a risk-informed approach across a facility life-cycle (design, construction, operation, maintenance, and closure) is also summarized. Finally, near term and long term actions are defined across the ASME Nuclear Codes and Standards organizations related to risk management, including related U.S. regulatory activities. (author)

  3. 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.

  4. Needed: a strategic approach to supply chain management.

    Science.gov (United States)

    Kowalski, Jamie C

    2009-06-01

    When devising a supply chain strategic plan, consider these points: Frame the supply chain broadly to include all possible components and expenses. Recognize how each part of the supply chain affects other parts. Engage all parties and customers in strategic discussions. Educate all involved. Objectively assess the current state. Visualize an unencumbered future state. Quantify quality, productivity, and financial goals.

  5. Perspective Tools of the Strategic Management of VFR Tourism Development at the Regional Level

    Science.gov (United States)

    Gorbunov, Aleksandr P.; Efimova, Ekaterina V.; Kobets, Margarita V.; Kilinkarova, Sofiya G.

    2016-01-01

    This study is aimed at identifying the perspective tools of strategic management in general and strategic planning of VFR tourism (for the purpose of visiting friends and relatives) at the regional level in particular. It is based on dialectical and logical methods, analysis and synthesis, induction and deduction, the concrete historical and…

  6. A Strategic Plan for Introducing, Implementing, Managing, and Monitoring an Urban Extension Platform

    Science.gov (United States)

    Warner, Laura A.; Vavrina, Charlie S.; Campbell, Mary L.; Elliott, Monica L.; Northrop, Robert J.; Place, Nick T.

    2017-01-01

    Florida's Strategic Plan for Extension in Metropolitan Regions reflects an adaptive management approach to the state's urban Extension mission within the context of establishing essential elements, performance indicators, key outcomes, and suggested alternatives for action. Extension leadership has adopted the strategic plan, and implementation…

  7. The Functioning of Strategic Management in the Control of Endemic Parasitic Diseases in Iran (Case: fascioliasis

    Directory of Open Access Journals (Sweden)

    Bahador Hajimohammadi

    2018-03-01

    Full Text Available Strategic management in the control of endemic parasitic diseases is essential according to their widespread negative consequences. Fascioliasis is one of the most common diseases of this kind in Iran. Preventing and controlling of this disease requires the formulation of a suitable strategic plan with rational goals and main strategies as same as the development, implementing and monitoring of operational programs.

  8. Strategic Management of Human Capital in Education: Improving Instructional Practice and Student Learning in Schools

    Science.gov (United States)

    Odden, Allan R.

    2011-01-01

    "Strategic Management of Human Capital in Education" offers a comprehensive and strategic approach to address what has become labeled as "talent and human capital." Grounded in extensive research and examples of leading edge districts, this book shows how the entire human resource system in schools--from recruitment, to selection/placement,…

  9. Strategic raw materials. Risk management; Strategische Rohstoffe. Risikovorsorge

    Energy Technology Data Exchange (ETDEWEB)

    Bertau, Martin [Technische Univ. Bergakademie Freiberg (Germany). Inst. fuer Technische Chemie; Gutzmer, Jens [Helmholtz-Institut fuer Ressourcentechnologie Freiberg (Germany); Matschullat, Joerg (ed.) [Technische Univ. Bergakademie Freiberg (Germany). Interdisziplinaeres Oekologisches Zentrum (IOeZ); Kausch, Peter

    2014-07-01

    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.. [German] Dieser Band gliedert sich in vier Kapitel: (1) Rohstoffwirtschaft, (2) Primaere Rohstoffe, (3) Sekundaere Rohstoffe und Recycling,(4). Verarbeitung und Produkte. Die Themen zum Kapitel ''Rohstoffwirtschaft'' sind: Substitution von Rohstoffen - Rahmenbedingungen und Umsetzung; Thales: Strategische Rohstoffe; Zeit fuer

  10. Productivity in public welfare services is changing: the standpoint of strategic competence-based management.

    Science.gov (United States)

    Ollila, Seija

    2013-01-01

    In Finland the municipal restructuring project was launched in 2005. Its goal is to create a system that ensures high-quality municipal welfare services for everyone, continuing into the future. The main focus of this research is to examine the tension between strategic competence-based management and productivity in public welfare services. The theoretical basis covers theories regarding strategic competence-based management and productivity. To guarantee services and quality it is important to strengthen the supply of employees, competence, development, leverage, and benefits in public organizations. Leadership has a significant role in strategic competence-based management.

  11. 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.

  12. Usage of strategic concepts of management accounting for satisfaction of information needs of innovation management

    Directory of Open Access Journals (Sweden)

    Ivankov V.М.

    2017-06-01

    Full Text Available The research includes the analysis of main trends of development of innovative activity in Ukraine during last years. It has been determined, that the number of innovative-active enterprises of Ukraine increase, and this trend continues. Statistic indicators of innovative activity of industrial enterprises for 2014–2015 years have been investigated. It has been determined, that in modern economic conditions the world market of technologies stays as the engine of economic growth. In this regard, special place belongs to the formation of the effective information system for the needs of innovation management through the application of strategic management accounting concepts. For this purpose, the author investigated characteristics of integrated systems of management efficiency by strategic indicators, based on the joint, consistent and coherent usage of material (financial, monetary and intangible (non-financial, non-monetary factors of creation of business value, established in the early 90s of the twentieth century as the accounting concepts of balanced cards (accounts or strategic cards. The peculiarities of the following concepts have been described: Management by Objectives by P.F. Drucker; Тableau de Bord by Zh.L. Malo; Balanced Scorecard by D.Norton and R.Kaplan; Value-Oriented Controlling by D.Khan and Kh.Khunhenberh; Performance Dashboards by Uein U.Ekkerson; Total Performance Scorecard by Rampersad K.Khiubert; Key Performance Indicators by D.Parmenter; Prism of Efficiency or Model Stakeholder by Endy Nili and Kris Adams; Balanced Scorecard by L.Meisel; Pyramid of Activity by Mak-Nair; Model of Effective Progress and Performance Measurement by К.Adame and P.Robert. It has been stated that among investigated models the best ones for displaying features innovation, which is the real embodiment of the innovation process as a long chain of value (cost on the basis of the new (improved product are the following: Balanced Scorecard, Total

  13. Strategic management in urban environment using SWOT and QSPM model

    Directory of Open Access Journals (Sweden)

    M. Pazouki

    2017-04-01

    Full Text Available Sustainable urban development is a new concept of fundamental environmental metropolitan management that not only creates the demand for changing the concepts of economic development, but also affects social development. The current study  provides  a conceptual model of a sustainable environment pattern In District 22 of Tehran that depends on the relationship between environment and economy, and a network of urban function, which  Included transport infrastructure and community centers and economic and regional level in support of the ecological services in Tehran. This landscape often  had discrepancies  with the development of the city between the layers and the creation of ecological fragile areas. The main objective of the study was to determine the sustainability indicators and create a future development  model  for District 22 of Tehran. The data was collected by having a review of similar studies and field research on the subject and therefore the effective factors were identified. After accomplished proceedings, the questionnaire was prepared and the results were used in SWOT charts' grading after analyzing at interior and exterior matrix. Ultimately, quantitative strategic planning matrix (QSPM was performed based on the results and analysis. This process provided a comprehensive model for sustainable urban development as sustainable development urban landscape pattern.

  14. 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.

  15. Niche players

    Science.gov (United States)

    Seandel, Marco; Falciatori, Ilaria; Shmelkov, Sergey V.; Kim, Jiyeon; James, Daylon; Rafii, Shahin

    2010-01-01

    The undifferentiated spermatogonia of adult mouse testes are composed of both true stem cells and committed progenitors. It is unclear what normally prevents these adult germ cells from manifesting multipotency. The critical elements of the spermatogonial stem cell niche, while poorly understood, are thought to be composed of Sertoli cells with several other somatic cell types in close proximity. We recently discovered a novel orphan G-protein coupled receptor (GPR125) that is restricted to undifferentiated spermatogonia within the testis. GPR125 expression was maintained when the progenitor cells were extracted from the in vivo niche and propagated under growth conditions that recapitulate key elements of the niche. Such conditions preserved the ability of the cells to generate multipotent derivatives, known as multipotent adult spermatogonial derived progenitor cells (MASCs). Upon differentiation, the latter produced a variety tissues including functional endothelium, illustrating the potential applications of such cells. Thus, GPR125 represents a novel target for purifying adult stem and progenitors from tissues, with the goal of developing autologous multipotent cell lines. PMID:18256534

  16. Strategic Management dan Strategic Leadership: Dua Sisi Mata Uang Kemampuan untuk Hadapi Tantangan Perubahan Lingkungan yang Drastis

    Directory of Open Access Journals (Sweden)

    Son Wandrial

    2011-05-01

    Full Text Available Management strategy and strategic leadership are like two sides of a coin that can not be separated, the management strategy is the tool in making a strategic plan for the future, while on the other hand, leadership (leadership is more emphasis on people who have in the organization (leader and follower behavior that will run (implementation the formulated plan so that the goals (objectives of the company could be reached. In a moving-forward environment, a leader is charged to be always monitoring and watching all changes. Any kind of changes will affect objective approach. A leader will not only be charged to see future, create a road map from the organization, but also has behave in manner to support the goal. 

  17. Development of a Strategic Framework for Drought Management

    Science.gov (United States)

    Kang, Jaewon; Kim, Sooyoung; Suh, Aesook; Cho, Younghyun

    2017-04-01

    situations. In the framework, different areas classified as forest/grassland, paddy fields with an irrigation system, paddy/dry fields relying on rainwater, areas with a metropolitan or provincial water supply, or areas with other residential/industrial water supply, in a single administrative district have different values for meteorological, agricultural, or hydrological droughts. And the situation can be analyzed on a daily basis to take into account areas with a possibility that the drought may be relieved by a short-term downpour or similar event. Keywords: drought management, strategic framework, drought indices

  18. Strategic directions of social management of the Voronezh region economy

    Directory of Open Access Journals (Sweden)

    A. A. Galkin

    2018-01-01

    Full Text Available Over the past decades, Russian society has changed significantly. A virtual information and financial space is being formed, where there are no customary boundaries of territories. Social communication begins to develop in new forms, knowledge is exchanged and social consciousness is manipulated. To develop the economy, the most acute social need is its focus on social landmarks. An urgent need is the creation of mechanisms: the approval of uniform, equitable, social bases of legality in all regions of the Russian Federation; maintenance of civil peace; intellectual self–reproduction of the nation, through the appropriate system of education, education, health; reduction of income differentiation; self–realization of man. The ongoing social tolerance is not an expression of the slavish or heroic traits of the nature of Russian citizens, but rather the manifestation of expectations from the political process of what the immature market economy was not capable of accomplishing. Potential factors of the region's strategic development or its competitive advantages are highlighted in the paper. Five strategic directions of social management of the region's economy are grounded: the first is the creation and maintenance of a healthy atmosphere for sustainable development of the region; the second – stimulation of the aggregate consumer demand of the Voronezh region; the third is the democratization of capital; the fourth – the social orientation in agriculture; the fifth – the adjustment of the environmental policy of the region. For each direction, the distribution approaches are highlighted. So, the first direction involves: increasing the social responsibility of entrepreneurs, the entire population, executive and legislative authorities to society. The second is based on the skilful expansion of the intervention of regional and municipal authorities in the economy. The third should involve considerable investments in the regional economy

  19. Measuring and managing risk improves strategic financial planning.

    Science.gov (United States)

    Kleinmuntz, D N; Kleinmuntz, C E; Stephen, R G; Nordlund, D S

    1999-06-01

    Strategic financial risk assessment is a practical technique that can enable healthcare strategic decision makers to perform quantitative analyses of the financial risks associated with a given strategic initiative. The technique comprises six steps: (1) list risk factors that might significantly influence the outcomes, (2) establish best-guess estimates for assumptions regarding how each risk factor will affect its financial outcomes, (3) identify risk factors that are likely to have the greatest impact, (4) assign probabilities to assumptions, (5) determine potential scenarios associated with combined assumptions, and (6) determine the probability-weighted average of the potential scenarios.

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

    Institute of Scientific and Technical Information of China (English)

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

    2005-01-01

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

  1. Market Response toward Accrual Earnings Management, Real Transactions, and Strategic Revenue Recognition - Earnings Management1

    Directory of Open Access Journals (Sweden)

    Windy Puspita Dewi

    2015-01-01

    Full Text Available This study investigates how the capital market response to a variety of earnings management tools i.e., accrual-based earnings management, real transaction activities, and strategic revenue recognition. We measure the market response to the information content of earnings by the earnings response coefficient (ERC. By using pooled-OLS regression from 748 firm-years data of public listed companies on the Indonesian Stock Exchange (IDX in 2004-2009, we find some evidence of a negative association between earnings response coefficients and information content of earnings that contained earnings management. Our study find that real transactions earnings management in operating activities has negative association with earnings response coefficient, but we do not find any evidence from the other earnings management tools. The findings of this study imply that the market participants are able to capture a certain kind of earnings management behaviour that may reduce the earnings response coefficient.

  2. 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...

  3. Emergency managers as change agents: recognizing the value of management, leadership, and strategic management in the disaster profession.

    Science.gov (United States)

    Urby, Heriberto; McEntire, David A

    2015-01-01

    This article discusses the influence of management theory, some principles of leadership, four strategic management considerations, that are applied to emergency management, allow emergency managers to transform their followers, organizations, and communities at large. The authors argue that in the past there has been little recognition of the value, or application, of these three areas of emphasis in the disaster profession. Using more of these principles, emergency managers may transform into transformational change agents who make a difference in their followers' lives, who themselves transform other people and improve emergency management.

  4. ORD Strategic Action Plan for Information Management / Information Technology 2011

    Science.gov (United States)

    ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

  5. Strategic management at IPEN - Institute of Nuclear and Energetic Research, S P, Brazil

    International Nuclear Information System (INIS)

    Rodrigues, Claudio; Zouain, Desiree M.

    2000-01-01

    This panel presents an overview on the strategic management of the IPEN, S P, Brazil, with emphasis on the history, the main installations, the nature of the activities and training activities of the institute

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

    Directory of Open Access Journals (Sweden)

    Collins S. Oboh

    2017-12-01

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

  7. Strategic Plan for Sustainable Energy Management and Environmental Stewardship for Los Angeles Unified School District

    Energy Technology Data Exchange (ETDEWEB)

    Walker, A.; Beattie, D.; Thomas, K.; Davis, K.; Sim, M.; Jhaveri, A.

    2007-11-01

    This Strategic Plan for Sustainable Energy Management and Environmental Stewardship states goals, measures progress toward goals and how actions are monitored to achieve continuous improvement for the Los Angeles Unified School District.

  8. Information encryption in the expert management of strategic uncertainty

    OpenAIRE

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

    2016-01-01

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

  9. Strategic planning for research reactors. Guidance for reactor managers

    International Nuclear Information System (INIS)

    2001-04-01

    The purpose of this publication is to provide guidance on how to develop a strategic plan for a research reactor. The IAEA is convinced of the need for research reactors to have strategic plans and is issuing a series of publications to help owners and operators in this regard. One of these covers the applications of research reactors. That report brings together all of the current uses of research reactors and enables a reactor owner or operator to evaluate which applications might be possible with a particular facility. An analysis of research reactor capabilities is an early phase in the strategic planning process. The current document provides the rationale for a strategic plan, outlines the methodology of developing such a plan and then gives a model that may be followed. While there are many purposes for research reactor strategic plans, this report emphasizes the use of strategic planning in order to increase utilization. A number of examples are given in order to clearly illustrate this function

  10. 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.

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

    OpenAIRE

    Demir, Bülent

    2018-01-01

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

  12. A proposed integration of process control and strategic management in an industrial organisation

    OpenAIRE

    2012-01-01

    M.Comm. The value of Strategic Management in organisation has been realised all across the world. Strategic Management theory has been proven on all levels of organisation from corporate, through organisational and also functional areas. It is not uncommon for organisation to have well-published and effective functional strategies, such as financial, marketing and human resources. Strategy however in the engineering functions of organisations is often neglected or even non-existent. Proces...

  13. An integrated approach to strategic planning in the civilian high-level radioactive waste management program

    International Nuclear Information System (INIS)

    Sprecher, W.M.; Katz, J.; Redmond, R.J.

    1992-01-01

    This paper describes the approach that the Office of Civilian Radioactive Waste Management (OCRWM) of the Department of Energy (DOE) is taking to the task of strategic planning for the civilian high-level radioactive waste management program. It highlights selected planning products and activities that have emerged over the past year. It demonstrates that this approach is an integrated one, both in the sense of being systematic on the program level but also as a component of DOE strategic planning efforts. Lastly, it indicates that OCRWM strategic planning takes place in a dynamic environment and consequently is a process that is still evolving in response to the demands placed upon it

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

    OpenAIRE

    Cynthia, Cynthia

    2015-01-01

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

  15. 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.

  16. 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.

  17. Strategic Enrolment Management (SEM) in Self-Financed Higher Education of Hong Kong: Evaluation and Measurement

    Science.gov (United States)

    Ng, Peggy; Galbraith, Craig

    2016-01-01

    The purpose of this study is to examine how the dimensions of strategic enrolment management (SEM) tie to the success metrics in the area of enrolment, retention and graduation from senior and programme management perspectives of a self-financed institution in Hong Kong. The literature on SEM has demonstrated that managing enrolment is a global…

  18. Strategic Management: An Evaluation of the Use of Three Learning Methods.

    Science.gov (United States)

    Jennings, David

    2002-01-01

    A study of 46 management students compared three methods for learning strategic management: cases, simulation, and action learning through consulting projects. Simulation was superior to action learning on all outcomes and equal or superior to cases on two. Simulation gave students a central role in management and greater control of the learning…

  19. CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

    Energy Technology Data Exchange (ETDEWEB)

    NELSON, R.L.

    2000-06-06

    The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm.

  20. Social Networking as a Strategic Tool in the Management of School-Based Violence

    Science.gov (United States)

    Eke, Chidi Idi; Singh, Shakila

    2018-01-01

    School-based violence is serious, and on the rise in South African schools. The violence affects learners, teachers, communities and the management of schools. Towards finding possible ways to manage school violence, this article presents social networking as a strategic tool in the management of school-based violence in high schools, based on the…

  1. CH2M Hill Hanford Group Inc (CHG) Information Resource Management (IRM) Strategic Plan

    International Nuclear Information System (INIS)

    NELSON, R.L.

    2000-01-01

    The CH2M HILL Hanford Group, Inc. (CHG), Information Resource Management Strategic Plan is the top-level planning document for applying information and information resource management to achieve the CHG mission for the management of the River Protection Project waste tank farm

  2. Predicting Chinese human resource managers' strategic competence : roles of identity, career variety, organizational support and career adaptability.

    OpenAIRE

    Guan, Y.; Yang, W.; Zhou, X.; Tian, Z.; Eves, A.

    2016-01-01

    Based on career construction theory, the predictors of human resource managers' strategic competence in the Chinese context were examined. Results from a survey administered to Chinese HR managers (N = 220) showed that professional identification, career variety and organizational support for strategic human resource management positively predicted Chinese human resource managers' strategic competence. In addition, career adaptability served as a significant mediator for the above relations. ...

  3. 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.

  4. Effective Human Resource Management is of Vital Importance to the Achievement of Organizational Strategic Goals

    Institute of Scientific and Technical Information of China (English)

    黄嘉

    2014-01-01

    Strategic human resource management is playing a more and more important role in modern organization management. Recruitment is the front line of human resource management. The effectiveness of recruitment directly influences the normal operation and management of business. The aim of this report is to identify a recruitment procedure that can solve the current problems of Dongfeng Cinema Equipment Company, supporting by related strategic human resource theories and concepts. It found out that different recruitment policy and procedure should be adopted according to the different developing stage of organization, and the scientific and systematic evaluation mechanism is also of vital importance.

  5. 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.

  6. Editorial "Strategic management and social media: the leading edge"

    NARCIS (Netherlands)

    Olivas-Lujan, Miguel R.; Bondarouk, Tatiana; Olivas-Lujan, M.R.; Bondarouk, T.V.

    2013-01-01

    This volume is a bridge made up by exemplary contributions linking strategic perspectives with the use of social media — the most recent family of technologies that are evolving rapidly and exciting businesses as well as all sectors of society. Social media, defined by Kaplan and Haenlein (2010, p.

  7. Electronic Identities: The Strategic Use of Email for Impression Management.

    Science.gov (United States)

    Kersten, Larry; Phillips, Stephen R.

    Traditionally, e-mail (electronic mail) has been seen as an efficient communications medium for the transmission of simple, routine, unambiguous messages. More recent research has argued that the simple, efficient view of e-mail is incomplete. Future research should be extended into the strategic and symbolic functions of email, such as the use of…

  8. Prudence in Public Institutions Management: The Strategic Financial ...

    African Journals Online (AJOL)

    DrNneka

    It stems from the realization that system-wide prudential adaptation still leaves ... Key Words: Financial control, Institutional prudence, Strategic synergy ... functions, continuous finance/accounting resource development, circumspect cash .... sustainably impact on the collective psyche of public (civil) servants, and this is.

  9. 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

  10. 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...

  11. THE CONTRIBUTION OF THE BALANCED SCORECARD AS A STRATEGIC MANAGEMENT TOOL IN MANAGEMENT SUPPORT

    Directory of Open Access Journals (Sweden)

    Sadi A., Scaramussa

    2010-01-01

    Full Text Available Balanced scorecard - BSC – treated initially as a system of performance measurement with base in indicators, that through time improved and today it is possible to affirm that it is a management tool. It presents an order of concepts and preexisting ideas in a logical, objective and intelligent way. Its correct application implies a series of advantages, such as the integration of financial and nonfinancial measures, the communication feedback of the strategy, the bond with planning and budget, major focus in aligning the organization.The benefits of the implantation are the most variable, where we can aim that the BSC offers a methodology of enterprise management that only proposes as financial measurement indicators the operational performance. The strategic application transforms that methodology into a management tool and available to the whole organization.

  12. Strategic asset management in municipalities: challenges, and solutions to enhance performance

    CSIR Research Space (South Africa)

    Wall, K

    2008-08-01

    Full Text Available : “Strategic public sector asset management” Johannesburg, 25 August 2008 Strategic asset management in municipalities: challenges, and solutions to enhance performance Sequence of presentation: 1. Introduction 2. Integrated delivery process – weakest... link – report card 3. Legislation and strategies 4. Basic IAM cycle – and needs 5. What should be done 6. To conclude Chapter 1: If below par, why (short version)? What should be done (summary)? Reasons for below-par performance: • The priority...

  13. Managing plastic waste in urban Kenya: niche innovations in production and recycling

    NARCIS (Netherlands)

    Ombis, L.O.

    2012-01-01

    The problems with plastic waste in Kenyan cities are increasing to alarming levels. Especially disposable packaging made of very light plastic materials continues to burden the environment as well as compromise management capacities for waste by city authorities. In light of this, major cities

  14. Managing plastic waste in East Africa: Niche innovations in plastic production and solid waste

    NARCIS (Netherlands)

    Ombis, L.O.; Vliet, van B.J.M.; Mol, A.P.J.

    2015-01-01

    This paper assesses the uptake of environmental innovation practices to cope with plastic waste in Kenyan urban centres at the interface of solid waste management and plastic production systems. The Multi Level Perspective on Technological Transitions is used to evaluate 7 innovation pathways of

  15. 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.

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

    Directory of Open Access Journals (Sweden)

    René Pellissier

    2011-10-01

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

  17. Proposal for a strategic management plan for experimental agricultural and academic farm "El Cairo" of Arauca

    Directory of Open Access Journals (Sweden)

    Elías Nieves

    2014-04-01

    Full Text Available This paper presents a design for a strategic management plan for the Experimental Agricultural and Academic Farm: El Cairo of the Universidad Nacional de Colombia, Orinoquía branch. A non-experimental methodological design was used, from which a situational analysis of the farm was generated, which was used as a basis to formulate and design a Strategic Management plan for a five-year period. It was concluded that the current organization and management plan does not meet the mission objectives of research, teaching, and continuing education, suggesting a need for the articulation of the farm with the administrative and academic structure of the university in carrying out the strategic management plan derived from the current research.

  18. THE SIGNIFICANCE OF MANAGEMENT INFORMATION SYSTEMS FOR ENHANCING STRATEGIC AND TACTICAL PLANNING

    Directory of Open Access Journals (Sweden)

    Akram Jalal Karim

    2011-08-01

    Full Text Available Management Information Systems (MIS is the key factor to facilitate and attain efficient decision making in an organization. This research explores the extent to which management information systems implemented to make successful decisions at two selected financial organizations. The research examined whether the selected financial institutions of Bahrain vary as to the use of Management Information Systems leadership of decision making for strategic and tactical planning purposes. The research adapted the quantitative research design to examine two research hypotheses. A total of 190 forms were equally distributed to those who are working at different management levels at the selected organizations. The results of the research showed that MIS was primarily used to enhance strategic planning in both financial institutions. The regression analysis revealed that Tactical planning is found to have no effect on Decision Making, while Strategic planning has a clear effect on the Decision Making Effectiveness in both organizations

  19. The model for the strategic management of technology. The improvement cycle and matrixes deployment QFD

    International Nuclear Information System (INIS)

    Benavides Velasco, C. A.; Quintana Garcia, C.

    2007-01-01

    In spite of the importance of innovative firms, few contributions study in depth the strategic management of their technological resources. After describing the process of strategic management of technology, we propose a model that enables the application of that process and guarantees organizational flexibility in technological companies. For it, such a process has been adapted to She wart cycle (Deeming wheel) and combined with the quality function deployment (QFD). As a result, we propose the improvement cycle of technology. It contains two matrixes that allow identifying and prioritizing with greater clarity the activities related to the management of technological resources. (Authors)

  20. Managing plastic waste in urban Kenya: niche innovations in production and recycling

    OpenAIRE

    Ombis, L.O.

    2012-01-01

    The problems with plastic waste in Kenyan cities are increasing to alarming levels. Especially disposable packaging made of very light plastic materials continues to burden the environment as well as compromise management capacities for waste by city authorities. In light of this, major cities of Kenya have in the last two decades registered participation of formal and informal private actors with strategies to curtail the flow of plastic waste to the environment. This study argues that such...

  1. STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON WORK LIFE BALANCE OF EMPLOYEES OF AUTOMOBILE INDUSTRY IN PUNE REGION

    OpenAIRE

    Dr. K. Ramamurthi; Mr. Lambodar Saha

    2017-01-01

    Various strategic practices have already been established to promote the value of Human Resource Management in organizations. The Human Resource Management function is now considered as a strategic tool in the formulation and implementation of organizational strategies to attain its objectives. Automobile Industries are chosen as subjects for this study with specific aspects relating to various strategic human resource management practices and its impact on work-life balance and to determine ...

  2. A Review on the Relationship Between Strategic Management and Performance: The Role of Internal and External Contexts

    OpenAIRE

    Elif GENÇ; Ramazan ŞENGÜL

    2015-01-01

    Over the last few decades, strategic management practices have been widely applied in the public sector across the world. Though this approach and its component techniques are still in their infancy, most practitioners and academics have reached a consensus on the role of strategic management in enhancing organisational efficiency. Accordingly, there have been many studies examiningthe relationship between strategic management and performance in public organizations. However, as far as the pu...

  3. 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.

  4. Management challenges at the intersection of public policy environments and strategic decision making in public hospitals.

    Science.gov (United States)

    Longest, Beaufort B

    2012-01-01

    Hospitals in the United States are heavily impacted by public policies that affect them. For example, Medicare and Medicaid programs account for more than half the revenue in most of the nation's almost 5,000 community hospitals, including the almost 1,100 public hospitals controlled by state and local governments (American Hospital Association, 2012). The public hospitals are especially closely aligned with and controlled by governmental entities compared with hospitals with other kinds of sponsorship. This article addresses the management challenges at the intersection of the strategic management of public hospitals and their public policy environments. Public hospitals are complicated entities designed not only to provide health services but also in many cases to play key roles in health-related research and education and to play important general economic development roles in their communities. The multi-faceted strategic decision making in these organizations is as heavily affected by their public policy environments as by their business, demographic, technological or other external environments. Effectively managing the intersection of their public policy environments and their strategic management is indeed vital for contemporary public hospitals. This article is intended to clarify certain aspects of this intersection through a description and model of the strategic activity in public hospitals and the connection between this activity and their external environments. Specific attention is focused on the concept of public policy environments and their features. Attention is also given to how managers can assess public policy environments and incorporate the results into strategic activities.

  5. [Determinants of strategic management of a health center].

    Science.gov (United States)

    Huard, Pierre; Schaller, Philippe

    2014-01-01

    The article highlights the value of a strategic approach for the development of a primary care health centre. The method is adapted from corporate strategy: (i) analysis of the situation of the health centre and the obstacles to its development. (ii) selection of relations on which the strategy can be developed. (iii) elaboration of a system of interventions to create a cumulative development process. (iv) Illustration of the method by application to a case. The example illustrates the principles and method and highlights the importance of interpretations and choices in elaboration of a strategy, which is therefore always a unique construction. The strategic approach provides a framework that (i) provides a subject of discussion and negotiation between members of the health centre, (ii) strengthens the consistency of structural decisions, (iii) helps the health centre to overcome obstacles and initiate a development process.

  6. 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.

  7. The Strategic Management of Human Capital: Brief Reflections and a Few Propositions

    Science.gov (United States)

    Berry, Barnett

    2008-01-01

    The author shares how he was fascinated by the recent interest in and focus on the strategic management of human capital (SMHC)--which has been defined as "the acquisition, development, performance management and retention of top talent in the nation's schools." It is one thing to identify talented educators; it is another to utilize them…

  8. Designing and Managing a Strategic Academic Alliance: An Australian University Experience

    Science.gov (United States)

    Ryan, Lindsay; Morriss, Ross

    2005-01-01

    Purpose--This article outlines the experience and approach of an Australian university in developing and managing education program partnerships within industry. Design/methodology/approach--Describes how the university has established a specialist Strategic Partnerships unit for managing the customisation and delivery of postgraduate award…

  9. Outsourcing: Who's threatened? A critical view of outsourcing as a strategic management instrument.

    NARCIS (Netherlands)

    Bosman, F.J.M.

    2011-01-01

    In the contemporary strategic management process, outsourcing is performed whenever management sees an efficiency opportunity, and employees have no influence on the situation. This research examines the attitudes of technical in-house ICT staff to this work situation, mainly by using the Social

  10. Handbook on business process management 2 : strategic alignment, governance, people and culture

    NARCIS (Netherlands)

    Brocke, vom J.; Rosemann, M.

    2010-01-01

    Gives a comprehensive understanding of Business Process Management Covers the six main components of Business Process Management, i. e. strategic alignment, governance, methods, information technology, people and culture Key features are the overall composition of the content based on a well-defined

  11. Strategic Management and the Politics of Production in the Development of Work

    DEFF Research Database (Denmark)

    Olsén, Peter; Clausen, Christian

    2000-01-01

    of the organization—referred to here as the social constitution of the company—contribute to the creation of profound, ambivalent attitudes among management as well as workers towards more fundamental changes of work content and organization. Finally, the implications for strategic management for the development...

  12. Strategic management of five deciduous forest invaders using Microstegium vimineum as a model species

    Science.gov (United States)

    Cynthia D. Huebner

    2007-01-01

    This paper links key plant invasive traits with key landscape traits to define strategic management for five common forest invaders, using empirical data of Microstegium vimineum dispersal into forests as a preliminary model. Microstegium vimineum exhibits an Allee effect that may allow management to focus on treating its source...

  13. Strategic survey framework for the Northwest Forest Plan survey and manage program.

    Science.gov (United States)

    Randy Molina; Dan McKenzie; Robin Lesher; Jan Ford; Jim Alegria; Richard Cutler

    2003-01-01

    This document outlines an iterative process for assessing the information needs for all Northwest Forest Plan (NWFP) survey and manage species, designing and implementing strategic surveys (including field surveys and other information-gathering processes), and analyzing that information for use in the NWFP annual species review and adaptive-management processes. The...

  14. Strategic Management of Electronic Commerce: An Adaptation of the Balanced Scorecard.

    Science.gov (United States)

    Hasan, Helen; Tibbits, Hendrika

    2000-01-01

    The balanced scorecard is a formal management technique built on the premise that measurement is a prerequisite to strategic management. A case study of the implementation of the balanced scorecard in a public utility is analyzed to suggest how the basic concepts and philosophy of the balanced scorecard can be retained in its adaptation to the…

  15. The Need for a Strategic Foundation for Digital Learning and Knowledge Management Solutions

    Science.gov (United States)

    Asgarkhani, Mehdi

    2004-01-01

    This paper elaborates on the importance of a strategic foundation when digital learning or knowledge management (KM) solutions are planned and developed. It looks at some key issues of e-Learning and knowledge management (KM) through discussing the various stages (technologies) and potential benefits of e-Learning; the state of the e-Learning…

  16. The Strategic Management of Charter Schools: Frameworks and Tools for Educational Entrepreneurs. Educational Innovations

    Science.gov (United States)

    Frumkin, Peter; Manno, Bruno V.; Edgington, Nell

    2011-01-01

    "The Strategic Management of Charter Schools" addresses the challenges facing such schools by mapping out, in straightforward and highly pragmatic terms, a management framework for them. The first charter school law in the United States was enacted in Minnesota in 1991. In the twenty years since that modest beginning, the movement has burgeoned…

  17. Beyond the Rational: The Strategic Management Process, Cultural Change and Post-Incorporation Further Education.

    Science.gov (United States)

    Watson, George; Crossley, Michael

    2001-01-01

    Examines the introduction and evolution of the Strategic Management Process in England's further education sector. Critiques the transfer of business-sector management models to postsecondary education, reviews related policy literature, and summarizes a detailed longitudinal study of cultural change in one college embarking upon incorporation.…

  18. Sustainable Development and Strategic Transport Management in the Øresund Region

    DEFF Research Database (Denmark)

    Jeppesen, Sara Lise; Leleur, Steen

    2006-01-01

    regional transport planning. This is done by setting up a so-called holistic approach to planning and afterwards, based on holistic planning, by presenting the ideas of Strategic Transport Management (STM) as an important new planning and management concept. Finally some conclusions are given together...

  19. Strategic Leadership Primer (Third Edition)

    Science.gov (United States)

    2010-01-01

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

  20. Critical Success Factors in Teaching Strategic Sales Management: Evidence from Client-Based Classroom and Web-Based Formats

    Science.gov (United States)

    Jaskari, Harri; Jaskari, Minna-Maarit

    2016-01-01

    The importance of sales management as an interface between a company and its customers is widely recognized. However, the teaching of strategic sales management has not received enough attention in marketing education literature. This study analyzes an experiential client-based method for teaching a strategic sales management course. The authors…

  1. Nuclear industry strategic asset management: Managing nuclear assets in a competitive environment

    International Nuclear Information System (INIS)

    Mueller, H.; Hunt, E.W. Jr.; Oatman, E.N.

    1999-01-01

    The former Electric Power Research Institute took the lead in developing an approach now widely known as strategic asset management (SAM). The SAM methodology applies the tools of decision/risk analysis used in the financial community to clarify effective use of physical assets and resources to create value: to build a clear line of sight to value creation. SAM processes have been used in both the power and other industries. The rapid change taking place in the nuclear business creates the need for competitive decision making regarding the management of nuclear assets. The nuclear industry is moving into an era in which shareholder value is determined by the net revenues earned on power marketed in a highly competitive and frequently low-priced power market environment

  2. Business Intelligence & Knowledge Management - Technological Support for Strategic Management in the Knowledge Based Economy

    Directory of Open Access Journals (Sweden)

    Dorel PARASCHIV

    2008-01-01

    Full Text Available The viability and success of modern enterprises are subject to the increasing dynamic of the economic environment, so they need to adjust rapidly their policies and strategies in order to respond to sophistication of competitors, customers and suppliers, globalization of business, international competition. Perhaps the most critical component for success of the modern enterprise is its ability to take advantage of all available information - both internal and external. Making sense of all this information, gaining value and competitive advantage through represents real challenges for the enterprise. The IT solutions designed to address these challenges have been developed in two different approaches: structured data management (Business Intelligence and unstructured content management (Knowledge Management. Integrating Business Intelligence and Knowledge Management in new software applications designated not only to store highly structured data and exploit it in real time but also to interpret the results and communicate them to decision factors provides real technological support for Strategic Management. Integrating Business Intelligence and Knowledge Management in order to respond to the challenges the modern enterprise has to deal with represents not only a "new trend" in IT, but a necessity in the emerging knowledge based economy. These hybrid technologies are already widely known in both scientific and practice communities as Competitive Intelligence. In the end of paper,a competitive datawarehouse design is proposed, in an attempt to apply business intelligence technologies to economic environment analysis making use of romanian public data sources.

  3. 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...

  4. THE MECHANISM OF STRATEGIC, POLITICAL AND PROCESS MANAGEMENT OF THE QUALITY OF UNIVERSITY SERVICES

    Directory of Open Access Journals (Sweden)

    Andrii Cherkasov

    2017-11-01

    Full Text Available The purpose of this work is to justify the need to develop and implement a mechanism for managing the quality of higher education services, which will solve a number of pressing problems that have arisen at the national level, at the level of the higher education system and the level of individual higher education institutions. Methodology. This study is based on the use of ENQA standards and recommendations, as well as modern general methods and practice of quality management. Results. The functioning of the mechanism for managing the quality of higher education services should be considered at three levels of decision-making (three hierarchically subordinate components of the mechanism, which are as follows: strategic, political and process. It is determined that the management of a higher education institution, like any organization, is carried out at three levels of decision-making: strategic, tactical, and operational. The paper substantiated the content and features of the implementation of the functions of each component of the quality management mechanism. Practical implications. The work determined the components of strategic management of the quality of higher education institutions' services, which include: strategic analysis of the external environment and self-assessment of the educational institution, development of strategic plans, management of the implementation of the higher educational institution strategy. Value/originality. It is determined that the political management of the quality of higher education services includes a broad setting of goals of the higher education institution, which in turn is determined by senior management, set forth in written, formally announced (published and communicated to all staff and units of the higher education institution. The political goals of the education institution regarding quality are structured by functional and administrative management areas.

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

    Directory of Open Access Journals (Sweden)

    Svetlana VUKOSAV

    2014-12-01

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

  6. 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.

  7. Strategic self-management: the new youth challenge

    DEFF Research Database (Denmark)

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

    2017-01-01

    perspective. Based on our data analysis, this study contributes theoretically by furtherdeveloping the concept of ‘strategic self-management’ in an educational context. We conclude that this concept is suitable for encapsulating how young people make sense of, and deal with, their educational biographies...... in the Danish Gymnasium we investigate how young people make sense of, and deal with, these challenges by focusing on how they handle and reflect on their educational biographies. We employ The General Activity Theory to sensitize our contextual understanding of individualization in relation to the youth...

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

    Directory of Open Access Journals (Sweden)

    Omar Aktouf

    2013-11-01

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

  9. Strategic issue diagnosis : the roles of organizational scanning, information processing structure of top management teams, and managers' cognitive complexity

    OpenAIRE

    Kuvaas, Bård

    1998-01-01

    Managers in organizations are continuously confronted by an array of ambiguous data and -vaguely felt stimuli which they must somehow order, explicate and imbue with meaning before they decide on how to respond. This study of -162 -members of organizations' top management teams employed a cross-level analysis to investigate how individual-, group- and organizational-level factors relate to how managers diagnose strategic issues. Findings show that managers' cognitive style, the...

  10. 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.

  11. Strategic Human Resource Development in Hospitality Crisis Management: A Conceptual Framework for Food and Beverage Departments

    OpenAIRE

    Ala`a Nimer AbuKhalifeh; Ahmad Puad Mat Som; Ahmad Rasmi AlBattat

    2013-01-01

    Crisis management has been a largely unnoticed territory in human resource development. Despite the increased impact of organizational crises on individual and organizational performance, it remains to be an issue that must be recognized and addressed. This paper reviews the current literature on hotel industry crisis management, its progression and effective crisis management framework. Garavan`s strategic human resource model as a guiding framework is discussed to help understand the variou...

  12. 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.

  13. A strategic value management approach for energy and maintenance management in a building

    Science.gov (United States)

    Nawi, Mohd Nasrun Mohd; Dahlan, Nofri Yenita; Nadarajan, Santhirasegaran

    2015-05-01

    Fragmentation process is always been highlighted by the stakeholders in the construction industry as one of the `critical' issue that diminishing the opportunity for stakeholders that involved during the operation and maintenance stage to influence design decisions. Failure of design professionals to consider how a maintenance contractor or facility manager will construct the design thus results in higher operating cost, wastage, defects during the maintenance and operation process. Moving towards team integration is considered a significant strategy for overcoming the issue. Value Management is a style of management dedicated to guiding people and promoting innovation with the aim to improve overall building performance through structured, team-oriented exercises which make explicit, and appraise subsequent decisions, by reference to the value requirements of the clients. Accordingly, this paper discusses the fragmentation issue in more detail including the definition, causes and effects to the maintenance and operation of building and at the same time will highlighted the potential of VM integrated team approach as a strategic management approach for overcoming that issue. It also explores that the team integration strategy alleviates scheduling problems, delays and disputes during the construction process, and, hence, prevent harming the overall building performance.

  14. Conceptual Analysis for the Strategic and Operational Knowledge Man-agement of a Port Community

    Directory of Open Access Journals (Sweden)

    Claudia DURAN

    2012-01-01

    Full Text Available Ports working in a network-community that is composed of a group of associative enterprises and logistic chains require managing their strategic and operational knowledge for achieving the efficiency of their activities at both levels. A conceptual model is presented that allows the development of a strategy for a port community through a strategic planning approach using operational knowledge. The different actors that participate in the community, their roles, and the main processes in which they participate are characterized. Then the vision and the mission of the community, and the strategic objectives in the four perspectives of the Balanced Scorecard: financial, clients, processes, and learning and growth, are defined. Finally, a set of indicators oriented toward the knowledge management of the main actors participating in the community is designed.

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

    Directory of Open Access Journals (Sweden)

    I. S. Gusev

    2015-01-01

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

  16. Strategic performance in hospitals: the use of the balanced scorecard by nurse managers.

    Science.gov (United States)

    Naranjo-Gil, David

    2009-01-01

    The competitive and dynamic health care sector has spurred hospitals into delivering greater flexibility and quality of services while cutting the hospital cost at the same time. However, hospitals differ in the extent to which they achieve these strategic goals. This article explores the use of a new management tool-the balanced scorecard-which facilitates managers to meet multiple strategic goals. It also analyzes how nurse managers use the balanced scorecard in an interactive or diagnostic way and its subsequent effect on strategic goal achievement (cost reduction and flexibility). It also examines how "balanced" is the balanced scorecard in terms of financial versus nonfinancial measures. Data were collected from a mail survey sent to 218 nurse managers in Spanish public hospitals. A satisfactory response rate was achieved, with 114 (52.29%) useful answered questionnaires. The results show that younger, more tenured, and clinically trained nurse managers would be more likely to use the balanced scorecard in an interactive way. Conversely, older, less tenured, and administratively trained managers would use it diagnostically. The results also indicate that the balanced scorecard facilitates the cost reduction and flexibility in hospitals only when it is used interactively. This article provides evidence that not only the technical design of the balanced scorecard matters, but also an appropriate use of the balanced scorecard is paramount for achievement of multiple strategic goals. An effective use of the balanced scorecard requires managers to actively stimulate dialogue and agreement among hospital's staff about desirable financial and nonfinancial performance measures in alignment with multiple strategic goals.

  17. Development of Kentucky's highway incident management strategic plan.

    Science.gov (United States)

    2005-05-01

    ven though Kentucky has undertaken many initiatives to improve specific aspects of incident management, there has never been a plan that establishes an overall framework for a systematic, statewide, multi-agency effort to improve the management of hi...

  18. Developing standardized strategic response categories for fire management units

    Science.gov (United States)

    Matthew P. Thompson; Crystal S. Stonesifer; Robert C. Seli; Marlena Hovorka

    2013-01-01

    Federal wildland fire policy requires that publicly owned lands with burnable vegetation have a fire management plan (FMP); this applies to the five primary Federal fire agencies (Bureau of Indian Affairs, Bureau of Land Management, National Park Service, U.S. Fish and Wildlife Service, and Forest Service). FMPs are based on land and resource management plans and are...

  19. Financial Management in the Strategic Systems Project Office.

    Science.gov (United States)

    SSPO, the largest program office in the Navy and in existence for over 20 years, has perfected time tested financial management procedures which may...serve as a model for the student of program management. This report presents an overview of the SSPO financial management concepts and general

  20. Managing Risks in Electrical Infrastructure Assets from a Strategic Perspective

    NARCIS (Netherlands)

    Zhuang, Q.

    2015-01-01

    Should risks always be quantified before being managed? The answer is “yes” in the opinion of most asset managers in today’s electricity transmission and distribution companies, but “no” in modern theories of risk management. When the risks refer to reliability hazards of high-voltage assets, the

  1. Managing Disease Risks from Trade: Strategic Behavior with Many Choices and Price Effects.

    Science.gov (United States)

    Chitchumnong, Piyayut; Horan, Richard D

    2018-03-16

    An individual's infectious disease risks, and hence the individual's incentives for risk mitigation, may be influenced by others' risk management choices. If so, then there will be strategic interactions among individuals, whereby each makes his or her own risk management decisions based, at least in part, on the expected decisions of others. Prior work has shown that multiple equilibria could arise in this setting, with one equilibrium being a coordination failure in which individuals make too few investments in protection. However, these results are largely based on simplified models involving a single management choice and fixed prices that may influence risk management incentives. Relaxing these assumptions, we find strategic interactions influence, and are influenced by, choices involving multiple management options and market price effects. In particular, we find these features can reduce or eliminate concerns about multiple equilibria and coordination failure. This has important policy implications relative to simpler models.

  2. Effects of Principals' Team Work Capabilities on the Adoption of Strategic Management in Public Secondary Schools in Baringo County, Kenya

    Science.gov (United States)

    Moindi, Richard C.; Changeiywo, Johnson M.; Sang, Anthony K.

    2016-01-01

    Strategic management is a critical component for the effective performance of an organization. Many successful organizations have consistently performed better than their competitors mainly because they have implemented strategic management. The Ministry of Education (MOE) in the Republic of Kenya expects that all secondary schools put in place…

  3. 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

  4. Leading toward value: the role of strategic human resource management in health system adaptability.

    Science.gov (United States)

    Garman, Andrew N; Polavarapu, Nandakishor; Grady, Jane C; Canar, W Jeffrey

    2013-01-01

    Personnel costs typically account for 60% or more of total operating expenses in health systems, and as such become a necessary focus in most if not all substantive health reform adaptations. This study sought to assess whether strategic alignment of the human resource (HR) and learning functions was associated with greater adaptive capacity in U.S. health systems. Data were gathered using a survey that was distributed electronically to chief human resource officers from two U.S.-based associations. The survey included questions about organizational structure, strategic human resource management, strategic learning, and organizational response to health reform. Significant correlations were found between strategic alignment of HR and HR's involvement in responses related to cost control (r = 0.46, p strategic alignment of organizational learning and HR involvement with these responses. Results suggest that HR structure may affect an organization's capacity for adaptive response. Top-management teams in health systems should consider positioning HR as part of the core leadership team, with a reporting relationship that allows HR to maximally participate in formulating and implementing organizational adaptation.

  5. Strategic Management Process of Islamic Character Development of Early Children in Islamic Kindergarten

    Directory of Open Access Journals (Sweden)

    M Najib

    2016-12-01

    Full Text Available This research is a field research by using a qualitative research approach. The purpose in this research is to find steps in strategic management process for development character of early children in Islamic kindergarten of al-Irsyad Purwokerto, Central java, Indonesia. The results showed that the process of strategic management to develop Islamic character of early children is done through four processes. First, processing of observation environmental to develop Islamic character in Islamic kindergarten. Second, strategic formulation process for development an Islamic character of early children in Islamic kindergarten. Third, implementating strategic process for develop an Islamic character of early children in Islamic kindergarten. Fourth, strategic assesment process for develop an Islamic character of early children in Islamic kindergarten. Penelitian ini adalah penelitian lapangan menggunakan pendekatan penelitian kualitatif. Tujuan dari penelitian ini adalah untuk menemukan langkah-langkah dalam proses manajemen strategik untuk membentuk karakter anak usia dini di Taman Kanak-kanak (TK Islam al-Irsyad Purwokerto, Jawa Tengah, Indonesia. Hasil penelitian mengungkapkan bahwa proses manajemen strategik untuk membentuk karakter anak usia dini di TK Islam dilakukan melalui empat langkah. Pertama, proses pengamatan lingkungan untuk membentuk karakter Islami anak usia dini di TK Islam. Kedua, proses formulasi strategi untuk membentuk karakter anak usia dini di TK Islam. Ketiga, proses penerapan strategi untuk membentuk karakter anak usia dini di TK Islam. Keempat, proses penilaian strategik untuk membentuk karakter anak usia dini di TK Islam.

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

    Science.gov (United States)

    1991-01-01

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

  7. On Competition and the Strategic Management of Intellectual Property in Oligopoly

    DEFF Research Database (Denmark)

    Jansen, Jos

    2011-01-01

    An innovative firm with private information about its indivisible process innovation chooses strategically whether to apply for a patentwith probabilistic validity or rely on secrecy. By doing so, the firm manages its rivals’ beliefs about the size of the innovation, and affects the incentives...

  8. The occupational safety and health scorecard – a business case example for strategic management

    NARCIS (Netherlands)

    Koper, B.; Moller, K.; Zwetsloot, G.I.J.M.

    2009-01-01

    Objective: Human resources and health issues are crucial in terms of corporate competitiveness. However, systematic, continuous and strategically aligned occupational safety and health (OSH) management is scarcely applied in companies. One major reason for this could be the lack of generally

  9. Towards international strategic partnership management between the ICT and health care sectors: seven pillars of effectiveness.

    Science.gov (United States)

    Caro, Denis H J

    2002-01-01

    This study identifies seven key characteristics of effective strategic partnership management issues between the Information and Communication (ICT) and health care sectors. It underscores the implications for international health community, based on experiences in Canada, Germany, Sweden and the United Kingdom.

  10. Implementation of corporate social responsibility in the process of strategic management

    OpenAIRE

    Korenyev, Е.

    2013-01-01

    In the article modern approaches to the definition of the place of corporate social responsibility in the system of strategic management of an enterprise are analyzed. The conclusion about the priority role of the integrated approach to formation of business strategy as a tool of realization of the interests of stakeholders is drawn.

  11. Strategic Management and Innovation: A Checklist for Readiness Evaluation of AACSB Standards

    Science.gov (United States)

    Kundu, Goutam Kumar; Bairi, Jayachandra

    2016-01-01

    Purpose: The purpose of this paper is to introduce the concept of a checklist, focusing on the detailed analysis of the requirement of the Association to Advance Collegiate Schools of Business (AACSB) standards related to strategic management and innovation area, for evaluation of implementation readiness in a business school setting.…

  12. Long-term strategies for flood risk management: scenario definition and strategic alternative design

    NARCIS (Netherlands)

    Bruijn, de K.; Klijn, F.; McGahey, C.; Mens, M.; Wolfert, H.P.

    2008-01-01

    This report reviews some mainstream existing methods of scenario development and use, as well as experiences with the design and assessment of strategic alternatives for flood risk management. Next, a procedure and methods are proposed and discussed. Thirdly, the procedure and methods are tried on

  13. Connecting engineering operations to strategic management: a framework for decision making in engineering offshoring

    DEFF Research Database (Denmark)

    Hansen, Zaza Nadja Lee; Ahmed-Kristensen, Saeema

    2012-01-01

    of the organisation. The Global Decision-Making (GDM) framework described here is a decision-making framework for engineering offshoring decisions for product development activities. The framework proposes that risks in engineering offshoring can be reduced by connecting engineering operations to strategic management...

  14. Management control of support services : Organizational embeddedness and non-strategic IT

    NARCIS (Netherlands)

    Lau, La E.; Laan, van der M.; Speklé, R.F.; Kruis, A.

    2012-01-01

    This chapter provides evidence on the factors that influence the design of the control arrangements that govern support services. Specifically, we study sourcing decisions of non-strategic information technology (IT) support services. While the popular management literature suggests to outsource

  15. An international course on strategic information management for medical informatics students: aim, content, structure, and experiences

    NARCIS (Netherlands)

    Haux, R.; Ammenwerth, E.; ter Burg, W. J.; Pilz, J.; Jaspers, M. W. M.

    2004-01-01

    We report on a course for medical informatics students on hospital information systems, especially on its strategic information management. Starting as course at the Medical Informatics Program of the University of Heidelberg/University of Applied Sciences Heilbronn, it is now organized as

  16. Language policies and communication in multinational companies : Alignment with strategic orientation and human resource management practices

    NARCIS (Netherlands)

    van den Born, Floor; Peltokorpi, Vesa

    2010-01-01

    This article focuses on the degree of alignment among multinational company (MNC) strategic orientation, human resource management (HRM) practices, and language policies. On the one hand, the authors propose that the coherent, tight alignment among the HRM practices, language policies, and MNC

  17. Managing the strategic network relations between corporate R&D and business

    NARCIS (Netherlands)

    Fortuin, F.T.J.M.; Omta, S.W.F.

    2006-01-01

    The present paper addresses the important issue of the management of the strategic network relations between corporate R&D and business. In a large technology-based multinational company (+/- 30,000 employees) an instrument that provides regular feedback to both corporate R&D and business

  18. Report: EPA Prepared to Implement Strategic Human Capital Management Activities But Challenges Remain

    Science.gov (United States)

    Report #2004-P-00024, September 20, 2004. EPA’s headquarters and regional offices are prepared to implement strategic human capital management activities, but an alignment of office-level activities to the Agency’s Strategy for Human Capital is lacking.

  19. Use of Brand Heroes in Strategic Reputation Management: The Case of Bacardi, Adidas, and Daimler

    NARCIS (Netherlands)

    Bücker, J.J.L.E.; Ernste, K.; Erdemir, A.

    2018-01-01

    The last decade witnessed a renewal of historical approaches towards business management that emphasize the malleability of the past in order to serve the present. This chapter studies the use of heroes when organizations pursue strategic change, which the authors term hero-molding. The aim is to

  20. The Theoretical Foundations of Strategic Management of Restructuring the Enterprises on the Basis of Potentials

    Directory of Open Access Journals (Sweden)

    Shpak Sergiy O.

    2017-04-01

    Full Text Available The article is aimed at developing an internally consistent system of formal strictly defined concepts of the theory of strategic management of industrial restructuring and substantiating, on this basis, appropriateness of an approach to strategic planning for restructuring, based on the monitoring and management of enterprise potentials. It has been shown that restructuring of the production sphere of industrial enterprise is a process of targeted changes in the structure of enterprise, affecting the material-technical supply, production, and marketing subsystems, which are generally managed at the strategic, tactical and operational levels. A comprehensive characterization of the current and future (of the possible structures of enterprise may be provided by its potentials. The conception of strategic management of enterprises restructuring based on the development of their potentials dictates certain requirements to the composition of tasks to be solved and the methodological tools used for this purpose, among them, priority should be given to the development of potentially promising enterprise structures and the choice of the most promising ones, as well as methods for assessment of potentials.

  1. 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…

  2. The Bureaucratic Experience and Post Modern Challenges of Strategic Management in Higher Education Institutions

    Science.gov (United States)

    Thomas, Olusola A.

    2014-01-01

    This study examined the nature of bureaucracy in Higher Education Institutions (HEIs), and the need for strategic management considering the propelling forces of academic revolution meaning that HEIs must perform better with fewer resources and provide innovative solutions. Three research questions guided this study which followed a…

  3. Reflections on Building and Teaching an Undergraduate Strategic Management Course in a Blended Format

    Science.gov (United States)

    Ross, Douglas N.; Rosenbloom, Al

    2011-01-01

    This article is a personal reflection on the challenges, frustrations, and rewards of transforming a traditional face-to-face strategic management course into a blended format. The article describes both the discovery process that leads to a significantly redesigned course and the distillation of that experience into six core questions that can…

  4. Strategic Enrollment Management (SEM) Decisions and Geographic Information Systems (GIS) for Community Colleges

    Science.gov (United States)

    Baldin, Antoinette M.

    2013-01-01

    With the changing landscape in enrollment options for potential community college students, community college administrators are looking for ways to forecast enrollment by using strategic enrollment management models. Today, community colleges' administration is challenged to develop, use, and implement enrollment models that support their…

  5. Towards Increasing Business Students' Confidence in Facing an Ethically Confusing Business Environment: A Strategic Management Approach

    Science.gov (United States)

    Fox-Wolfgramm, Susan J.

    2010-01-01

    This paper presentation will focus on the application of self leadership and strategic management concepts to help make sense of the current global financial crisis and its critical connection with our future business professionals' perceptions of ethical behavior. The author will explore ideas that lead to the strengthening of business students'…

  6. 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…

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

    Science.gov (United States)

    Done, Liz; Murphy, Mike; Watt, Mia

    2016-01-01

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

  8. Helping Undergraduates Think Like a CEO: The APPLE Analysis as a Teaching Tool for Strategic Management

    Science.gov (United States)

    Domke-Damonte, Darla J.; Keels, J. Kay; Black, Janice A.

    2013-01-01

    This paper presents a class assignment, entitled the APPLE Analysis, for developing pre-analysis comprehension about company conditions, resources and challenges as a part of the undergraduate strategic management capstone course. Because undergraduate students lack the causal maps of seasoned executives, this assignment helps students to develop…

  9. The Effects of Top Management Support on Strategic Information Systems Planning Success

    Science.gov (United States)

    Elysee, Gerald

    2012-01-01

    The success of strategic information systems planning (SISP) is of paramount importance to academics as well as practitioners. SISP is a management process that enables organizations to successfully harness the power of current- and next-generation information systems (IS) applications to fulfill their business goals. Hence, by capturing the major…

  10. Management of Cultural Differences under Various Forms of China-UK Higher Education Strategic Alliances

    Science.gov (United States)

    Li, Xiaoqing; Roberts, Joanne; Yan, Yanni; Tan, Hui

    2016-01-01

    International strategic alliances are notorious for their high failure rate. Increased inter-partner conflict resulting from ineffective cross-cultural management is perceived to be one of the key reasons for unsatisfactory alliance performance. Driven by globalization, universities are extending into foreign markets through the establishment of…

  11. Managing Change in the Holding Company as a Factor in Solving Strategic Problems of the Region

    Science.gov (United States)

    Krivtsov, Artem I.; Polinova, Ludmila V.; Chupina, Irina P.

    2016-01-01

    The relevance of the investigated problem is caused by the necessity of changes in holding company's management systems to address the strategic problems of the region. The purpose of the study is to develop a method of forming teams at the corporate level for the coordination and implementation of programs for the implementation of reforms and…

  12. Strategic management system in a healthcare setting--moving from strategy to results.

    Science.gov (United States)

    Devitt, Rob; Klassen, Wolf; Martalog, Julian

    2005-01-01

    One of the historical challenges in the healthcare system has been the identification and collection of meaningful data to measure an organization's progress towards the achievement of its strategic goals and the concurrent alignment of internal operating practices with this strategy. Over the last 18 months the Toronto East General Hospital (TEGH) has adopted a strategic management system and organizing framework that has led to a metric-based strategic plan. It has allowed for formal and measurable linkages across a full range of internal business processes, from the annual operating plan to resource allocation decisions, to the balanced scorecard and individual performance evaluations. The Strategic Management System (SMS) aligns organizational planning and performance measurement, facilitates an appropriate balance between organizational priorities and resolving "local" problems, and encourages behaviours that are consistent with the values upon which the organization is built. The TEGH Accountability Framework serves as the foundation for the entire system. A key tool of the system is the rolling three-year strategic plan for the organization that sets out specific annual improvement targets on a number of key strategic measures. Individual program/department plans with corresponding measures ensure that the entire organization is moving forward strategically. Each year, all plans are reviewed, with course adjustments made to reflect changes in the hospital's environment and with re-calibration of performance targets for the next three years to ensure continued improvement and organizational progress. This system has been used through one annual business cycle. Results from the past year show measurable success. The hospital has improved on 12 of the 15 strategic plan metrics, including achieving the targeted 1% operating surplus while operating in an environment of tremendous change and uncertainty. This article describes the strategic management system used

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

    OpenAIRE

    Hallak, Lilian Issa Anton

    2015-01-01

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

  14. A Framework for the Strategic Management of Information Technology

    OpenAIRE

    Flodström, Raquel

    2006-01-01

    Strategy and IT research has been extensively discussed during the past 40 years. Two scientific disciplines Management Science (MS) and Management Information Science (MIS) investigate the importance of IT as a competitive factor. However, although much research is available in both disciplines, it is still difficult to explain how to manage IT to enable competitive advantages. One reason is that MS research focuses on strategies and competitive environments but avoids the analysis of IT. An...

  15. Strategic threat management: an exploration of nursing strategies in the pediatric intensive care unit.

    Science.gov (United States)

    Durso, Francis T; Ferguson, Ashley N; Kazi, Sadaf; Cunningham, Charlene; Ryan, Christina

    2015-03-01

    Part of the work of a critical care nurse is to manage the threats that arise that could impede efficient and effective job performance. Nurses manage threats by employing various strategies to keep performance high and workload manageable. We investigated strategic threat management by using the Threat-Strategy Interview. Threats frequently involved technology, staff, or organizational components. The threats were managed by a toolbox of multifaceted strategies, the most frequent of which involved staff-, treatment- (patient + technology), examination- (patient + clinician), and patient-oriented strategies. The profile of strategies for a particular threat often leveraged work facets similar to the work facet that characterized the threat. In such cases, the nurse's strategy was directed at eliminating the threat (not working around it). A description at both a domain invariant level - useful for understanding strategic threat management generally - and a description at an operational, specific level - useful for guiding interventions-- are presented. A structural description of the relationship among threats, strategies, and the cues that trigger them is presented in the form of an evidence accumulation framework of strategic threat management. Copyright © 2014 Elsevier Ltd and The Ergonomics Society. All rights reserved.

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

    Directory of Open Access Journals (Sweden)

    Marta Mas-Machuca

    2008-10-01

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

  17. The Impact of Strategic Human Resource Management on ...

    African Journals Online (AJOL)

    Nneka Umera-Okeke

    Department of Management and Accounting, ... in SHRM and its impact on the competitiveness of firms, few empirical contributions .... management training in HR, selection system, career planning, and job definition ... The current study was conducted in a single industry to control for between- .... career path information to.

  18. Strategic management and performance differences: nonprofit versus for-profit health organizations.

    Science.gov (United States)

    Reeves, Terrie C; Ford, Eric W

    2004-01-01

    Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate.

  19. Customer Satisfaction Index – as a Base for Strategic Marketing Management

    Directory of Open Access Journals (Sweden)

    Karolina Ilieska

    2013-11-01

    Full Text Available Customer satisfaction index -CSI results provide: an economic indicator of the quality of economic output; calculation of the net present value of their company’s customer base as an asset over time; information for strategic business applications; a predictor of consumer spending & corporate earnings. In this paper the focus of research is customer satisfaction index as a base for new strategic marketing management. For this purpose I have carried out a survey on representative samples of Macedonian passenger and research services quality and customer satisfaction index (CSI in the macedonian passenger transport.

  20. The Role of Strategic Human Resources Management in the Performance of Logistic Service Provider Firms: A Case Study of Owerri

    OpenAIRE

    G.N. Okeudo

    2012-01-01

    Owing to the continuous changes in the external business environment, the function of Strategic Human Resources Management in organizations is of paramount importance. The function of the human resource (HR) department has over time, evolved from personnel management to Strategic Human Resource Management (SHRM) currently seen as a new breed in the management of human resource of organizations. Prior studies have found substantial positive evidence for statistical associations between SHRM pr...

  1. Synergistic Role of Balanced Scorecard/Activity Based Costing and Goal Programming Combined Model on Strategic Cost Management

    OpenAIRE

    Taleghani, Mohammad

    2017-01-01

    During the past few years, we have seen a significant shift in cost accounting and management. In the new business environment, cost management has become a critical skill, but it is not sufficient for simply reducing costs; instead, costs must be managed strategically. Application of a successful Strategic Cost Management (StraCM) system plays the significant role in success of organization performance. In this study, we want to illustrate how the goal programming model in combination with t...

  2. Strategic Management Accounting in the Knowledge Economy : Interplay between Control and Strategy in IT Consultancy

    OpenAIRE

    Scott, Gustav; Gyllenstedt, Felix

    2008-01-01

    In today’s world information and knowledge is the most valuable asset and an increasing number of people are working with selling their specialized knowledge. In this knowledge economy professional services are increasing in importance and consultants play an increasingly important role. This master thesis investigates the interplay between management control and the strategizing process in IT-Consultancy firms. With the purpose of gaining an understanding on how management control systems ar...

  3. The Strategic Role of Human Resources Development in the Management of Organizational Crisis

    Directory of Open Access Journals (Sweden)

    Cristina MANOLE

    2011-06-01

    Full Text Available Together with the global economic crisis, the impact of organizational crises on human capital and its performances has become increasingly obvious. From this perspective, the strategic role of human resources’ development is crucial, being analyzed in this article. It provides the conceptual basis for human resource management practitioners, to understand how to strengthening and developing human potential enables the construction of crisis management skills, manifested at the institutional level.

  4. Mission in the strategic territory management (on the example of the Solovetsky Archipelago

    Directory of Open Access Journals (Sweden)

    Alexander Y. Tsvetkov

    2016-06-01

    Full Text Available The article is devoted to the main aspects of the territory mission development in the context of strategic management of the territory. The paper shows the role and importance of the mission in the management of the territory and reflects the main issues and the principles of its formation. Using the example of the Solovetsky Archipelago the author analyzes the mission, gives recommendations for its improvement and provides the model of the Solovetsky archipelago mission development.

  5. The Functional Architecture of the Brain Underlies Strategic Deception in Impression Management

    OpenAIRE

    Qiang Luo; Qiang Luo; Yina Ma; Yina Ma; Meghana A. Bhatt; Meghana A. Bhatt; P. Read Montague; P. Read Montague; P. Read Montague; Jianfeng Feng; Jianfeng Feng; Jianfeng Feng; Jianfeng Feng; Jianfeng Feng

    2017-01-01

    Impression management, as one of the most essential skills of social function, impacts one's survival and success in human societies. However, the neural architecture underpinning this social skill remains poorly understood. By employing a two-person bargaining game, we exposed three strategies involving distinct cognitive processes for social impression management with different levels of strategic deception. We utilized a novel adaptation of Granger causality accounting for signal-dependent...

  6. Strategic Management of Financial Institutions-Survival in the 21st Century

    OpenAIRE

    Arshad Khan, Muhammad

    2006-01-01

    In this paper in attempt has been made to propose some strategic measures which are important for the survival of financial institutions in the 21st century. The study points out that liberalization and globalization offered many opportunities to financial institutions to provide wider range of financial and adviser services for their management. The study stressed that banks and NBFIs in Pakistan must used the modern communication, human resource management should be strengthen, SMEs, rural ...

  7. Strategizing Communication

    DEFF Research Database (Denmark)

    Gulbrandsen, Ib Tunby; Just, Sine Nørholm

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

  8. 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.

  9. Using Tools of Strategic Management in Medical Facilities of Lublin Region

    Directory of Open Access Journals (Sweden)

    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.

  10. Strategic Management of Tourism in the National Parks (Case: National Park Skadar Lake

    Directory of Open Access Journals (Sweden)

    Iva Bulatović

    2015-07-01

    Full Text Available In this paper we will try to prepare strategic analysis in order to give right guidelines for national park’s management. We are going to analyze National Park Skadar Lake as a tourist destination. We will use different strategic tools for proper analysis such as Life Cycle Concept, Boston Consulting Group Matrix, Ansoff Matrix, and McKinsey matrix. A strategy that involves penetration of the market would be desirable in the case of developing excursion, cultural – religious tourism, event tourism, hunting and fishing tourism, and wine tourism. Furthermore, market diversification is essential when it comes to new tourist products such as eco-tourism, rural tourism, scientific research, MICE tourism, golf and camping tourism, while the transformation of existing and introduction of new tourist products is expected within the sport - recreational, health, culture, excursions, wine tourism, etc.The paper will provide a framework for future research in the field of strategic management of tourism development in national parks. This topic has not yet been thoroughly analyzed and it is expected to serve as the basis of a strategic plan for managing tourism in the National Park Skadar Lake and / or as an incentive for researchers to enter more deeply into the issue

  11. Strategic management: a new dimension of the nurse executive's role.

    Science.gov (United States)

    Johnson, L J

    1990-09-01

    The growth of corporate orientation for health care structures, with a focus on bottom-line management, has radically altered the role of nurse executives. With the organization's emphasis on performance, productivity, and results, successful nurse executives are now integrating the management of the delivery of nursing care with the management of complex corporate structures and relationships. The editor of Executive Development discusses the rapidly changing expectations and demands of the contemporary nurse executive's work. The nurse executive's role can be viewed from many perspectives: its scope, its value, its structure, its content. Content--"What does the nurse executive do that makes a real difference?"--is the focus here.

  12. The Strategic Analysis as a Management Tool to Improve the Performance of National Enterprises

    Directory of Open Access Journals (Sweden)

    Shtal Tetiana V.

    2018-01-01

    Full Text Available The publication considers the issue of improving the performance of enterprises, in particular of their international activities. In order to address this problem, the management of development of international activities uses a variety of tools, one of which is strategic analysis, which allows to analyze the overall status of enterprise, as well as determine the directions of improvement of its efficiency. The main methods of strategic analysis, the appropriateness of their use depending on the set goals and objectives were analyzed. Practical application of separate methods in the strategic analysis (such as model by I. Adizes, model of «five forces» of competitiveness according to Porter, analysis of financial indicators and costs, PEST-analysis and SWOT-analysis is considered on the example of machine-building enterprises, specializing in the production of turbo-expanders. Recommendations on development of their efficiency have been offered.

  13. STRATEGIC PLANNING AND HIGH PERFORMANCE HUMAN RESOURCE MANAGEMENT PRACTICES IN PAKISTANI SMES

    Directory of Open Access Journals (Sweden)

    Abdul RAZIQ

    2014-10-01

    Full Text Available This study is concerned with the relationship between Strategic Planning and High Performance Human Resource Management Practices (HPHRMP. The study was conducted in the context of Small & Medium-size Enterprises (SMEs in the service and manufacturing sector in Pakistani. The primary data was collected through a survey of HPHRMP and as such the study is quantitative in nature. The target population of the study consisted of SMEs operating in the city of Karachi, Pakistan. Stratified random sampling method was applied to collect data from 357 SMEs. An independent-sample t-test test was employed to see whether group means of Strategic Planning are significantly different in relation to prevalence of HPHRMP. The overall results were mixed and partially supportive of a positive relationship between Strategic Planning and the adoption of HPHRMP.

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

    Science.gov (United States)

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

    2012-04-01

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

  15. A Strategic Approach to Reputation Management and its Reflections on Sustainable Competitiveness.

    Directory of Open Access Journals (Sweden)

    Pinar Altiok

    2014-04-01

    Full Text Available Due to the issues brought about by the current Information Age, such as rapid development of technology, easy and fast access to information, increases in international relations and global market perception, companies were compelled to seek for sustainable competitive advantage, and in this sense, the concept of "corporate reputation", which is powered by unique and original values of a corporation and which cannot be "imitated", has started to draw attention. In our day when markets are gradually reaching the point of saturation and consumers are getting the chance to evaluate more and more options, the efforts to create a convincing difference in minds have become prominent, and subsequently, reputation management has become an important field which a company needs to effectively manage. Corporate reputation management and the communication types the company will adopt in this sense have gained importance in all areas related to strategic management elements, from market positioning of products to shaping of intellectual perception maps. Corporate reputation management, wherein integrated marketing communication and public relation activities extremely important roles, needs to be strategically managed. Management of the concept of corporate reputation, which is a product of tangible and intangible corporate components, have transformed into a strategic requirement and become an field of its own as "corporate reputation management" within modern business administration. The fact that corporate reputation management, which has a relation with almost all activity fields of a company, is in contact with elements such as corporate social responsibility, management based on ethical principles, performance assessment studies in human resources management and the of phenomenon of governance, the recent agenda, which all affect the field of sustainable competition, indicates that this concept should be evaluated in terms of business management

  16. A Strategic Approach to Reputation Management and its Reflections on Sustainable Competitiveness.

    Directory of Open Access Journals (Sweden)

    Pinar Altinok

    2016-01-01

    Full Text Available Due to the issues brought about by the current Information Age, such as rapid development of technology, easy and fast access to information, increases in international relations and global market perception, companies were compelled to seek for sustainable competitive advantage, and in this sense, the concept of "corporate reputation", which is powered by unique and original values of a corporation and which cannot be "imitated", has started to draw attention. In our day when markets are gradually reaching the point of saturation and consumers are getting the chance to evaluate more and more options, the efforts to create a convincing difference in minds have become prominent, and subsequently, reputation management has become an important field which a company needs to effectively manage. Corporate reputation management and the communication types the company will adopt in this sense have gained importance in all areas related to strategic management elements, from market positioning of products to shaping of intellectual perception maps. Corporate reputation management, wherein integrated marketing communication and public relation activities extremely important roles, needs to be strategically managed. Management of the concept of corporate reputation, which is a product of tangible and intangible corporate components, have transformed into a strategic requirement and become an field of its own as "corporate reputation management" within modern business administration.  The fact that corporate reputation management, which has a relation with almost all activity fields of a company, is in contact with elements such as corporate social responsibility, management based on ethical principles, performance assessment studies in human resources management and the of phenomenon of governance, the recent agenda, which all affect the field of sustainable competition, indicates that this concept should be evaluated in terms of business management

  17. Strategic management of labor resources of agricultural enterprises on the basis of marketing

    Directory of Open Access Journals (Sweden)

    Julia Kalyuzhna

    2018-06-01

    Full Text Available Purpose. The goal of this paper is to characterize the theoretical aspects of strategic management of labor resources with the marketing principles in agrarian enterprises; to identify individual factors of influence on labor resources and to form a scheme effective strategic management of labor resources in conjunction with marketing activities of the enterprise. Methodology / approach. In the process of writing the article, were used such methods as: logical generalization – for the theoretical substantiation of the marketing activity’s and labor resources’ essence; statistical analysis – for the estimation of such factors, as migration movement of labor resources from rural areas, which influence on the functioning of agrarian enterprises; system analysis – for research and substantiation of effective strategic management of labor resources with the marketing principles as the main element of the enterprise’s activity. Results. Today in Ukraine one of the main problems of effective management of is the attraction and use of labor resources. Since labor is the main productive force in solving the issues of competitiveness, economic growth and ensuring the effective operation of the enterprise. The labor resources management is a complex process and has its own specific properties and regularities and should have systemic character and completeness based on the development of strategic management. Application of strategic management of labor resources with the marketing principles at agrarian enterprises will allow using economic, organizational and technical possibilities of production effectively. Originality / scientific novelty. An attempt to investigate the influence of interstate migration growth (decrease in the rural population as a negative factor of the labor resources reduction in agrarian enterprises, and the forecast for the prospective period was made. Practical value / implications. The forecasting level of labor

  18. The service of strategic consultancy in information systems management

    Directory of Open Access Journals (Sweden)

    Zunilka Limonta Favier

    2013-07-01

    Full Text Available We present a service that enables the design, management, innovation and implementation of information systems in academic, service, economic etc. which is intended as advice to entities that require attending to their needs whether external or internal. They offer some recommendations to improve the work in information systems and management. This paper shows how to provide differentiated services according to the characteristics of each institution.

  19. ENTREPRENEURSHIP AS STRATEGIC RESOURSE: ECONOMIC ESSENCE, MANAGEMENT PROCESSES

    Directory of Open Access Journals (Sweden)

    P. D. Polovinkin

    2012-01-01

    Full Text Available At current society development stage, efficient use of entrepreneurship provides for stable production and high living standards. Entrepreneurship is a specific type of economic activities, entrepreneur is a special subject of management. Entrepreneurship’s objective prerequisites and possibilities to get efficiently adapted to postindustrial economic conditions lay in its very essence. Personal and professional qualities of a successful entrepreneur make him effective both as capital owner and manager. The state must create favorable conditions for Russian entrepreneurship.

  20. Rationalisation of Management of Strategic Option of an Enterprise

    Directory of Open Access Journals (Sweden)

    Chechetova-Terashvili Tetyana M.

    2013-12-01

    Full Text Available The article analyses the state of management of domestic corporate enterprises by such features: nature of management, management functions, spheres of activity, efficiency of activity and priority directions of development. It outlines problems of non-correspondence of requirements of the highly competitive environment and existing models of management. It analyses the procedure of formation of managerial competences at the level of subjects of corporate relations, in the basis of which there is identification of their functions and criteria of efficiency of activity. It identifies a necessity of the study of managerial competences through allocation of corporate management subjects, authorities of which are outlined by goals of efficient management, protection of shareholders’ rights, ensuring observation of rights of interested persons, protected by law and international regulatory rules, ensuring modern and correct disclosure of information by all existing issues that have to do with the JSC activity. It justifies a set of measures on the search for efficient decisions on accumulation and use of managerial knowledge by means of creation of a portfolio of alternatives in correspondence with certain criteria.