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)

Manage "Human Capital" Strategically

Science.gov (United States)

Odden, Allan

2011-01-01

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

Strategic aspects of innovation management

Directory of Open Access Journals (Sweden)

Baruk Jerzy

2017-12-01

Full Text Available Innovations are regarded as the main factor for the development of organizations, regions and whole economies. In practice the innovativeness of economic entities is limited by many factors of internal and external origin. Among the internal factors there are factors associated with management itself focusing the attention of managers on the current problems, limited utilization of modern methods of management, especially strategic management and innovation management. In this publication the emphasis was put on the discussion of the essence of strategic approach to innovation management; the essence of strategic innovations and their role in the development of organizations; three model solutions were proposed, they facilitate: rationalization of decision-making processes for the selection of the strategy of innovative activity; making rational decisions with regard to the moments for the implementation of strategic and facilitating innovations; making rational decisions based on the cycle of strategic innovation in the horizontal and vertical system. Thus, the goal of this publication is to propose a strategic approach to innovation management based not on an intuitive approach, but on a rational approach using chosen model solutions.

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.

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.

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, ...

Strategic management of population programs

OpenAIRE

Bernhart, Michael H.

1992-01-01

Formal strategic planning and management appear to contribute to organizational effectiveness. The author surveys the literature on strategic management in private/for-profit organizations and applies lessons from that literature to population programs. Few would argue that population programs would not benefit from strategic planning and management, but it would be inadvisable to initiate the process when the organization is faced with a short-term crisis; during or immediately before a chan...

Strategic Management of Large Projects

Institute of Scientific and Technical Information of China (English)

WangYingluo; LiuYi; LiYuan

2004-01-01

The strategic management of large projects is both theoretically and practically important. Some scholars have advanced flexible strategy theory in China. The difference of strategic flexibility and flexible strategy is pointed out. The supporting system and characteristics of flexible strategy are analyzed. The changes of flexible strategy and integration of strategic management are discussed.

Crisis - Strategic Management in Public Relation

OpenAIRE

Saari Ahmad

2012-01-01

This is a concept paper to explore the strategic management approaches in public relations during crisis. The main objective of this article is to identify the most effective action plan for Public relation. The review of the strategic management in public relations literature reveals that the relationship between strategic management and public relations is still vague. Four stages were identified in the process of establishing the action plan for public relations and eleven strategic action...

STRATEGIC MANAGEMENT ACCOUNTING: DEFINITION AND TOOLS

OpenAIRE

Pylypiv, Nadiia; Pіatnychuk, Iryna

2017-01-01

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

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

OpenAIRE

Johnsen, Åge

2014-01-01

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

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.

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

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

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

Science.gov (United States)

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

2009-01-01

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

Strategic Belief Management

DEFF Research Database (Denmark)

Foss, Nicolai Juul

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

Strategic Management Accounting Development during Last 30 Years

OpenAIRE

Šoljaková, Libuše

2012-01-01

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

STRATEGIC MANAGEMENT OF A TERRITORIAL DISTRIBUTED COMPLEX

OpenAIRE

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

2015-01-01

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

Strategic management process in hospitals.

Science.gov (United States)

Zovko, V

2001-01-01

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

The Conceptual Framework of Strategic Management Accounting

Directory of Open Access Journals (Sweden)

Iershova Natalia Yu.

2017-03-01

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

Macrofoundation for Strategic Technology Management

DEFF Research Database (Denmark)

Pedersen, Jørgen Lindgaard

1995-01-01

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

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

OpenAIRE

Furrer,Olivier; Thomas, Howard; Goussevskaia, Anna

2014-01-01

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

RUSSIAN BANK ACTIVITY STRATEGIC MANAGEMENT PROBLEMS

Directory of Open Access Journals (Sweden)

V. B. Pogosyan

2011-01-01

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

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.

Niche entrepreneurs in urban systems integration : On the role of individuals in niche formation

NARCIS (Netherlands)

Pesch, U.; Vernay, A.L.; van Bueren, E.M.; Pandis Iveroth, S

2017-01-01

In many sustainable urban innovation projects, the efforts, endurance and enthusiasm of individuals at key positions are considered a crucial factor for success. This article studies the role of individual agency in sociotechnical niches by using Kingdon’s agenda-setting model. Although strategic

STRATEGIC MANAGEMENT OBJECT AS AN OBJECT OF SCIENTIFIC RESEARCH

Directory of Open Access Journals (Sweden)

Mykola Bondar

2015-11-01

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

Corporate Governance and Strategic Management Accounting Disclosure

Directory of Open Access Journals (Sweden)

Setianingtyas Honggowati

2017-06-01

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

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 ...

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».

Being Strategic in HE Management

Science.gov (United States)

West, Andrew

2008-01-01

The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In…

MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING

OpenAIRE

Dario Dunkovic; Durdica Juric; Tereza Nikolic

2010-01-01

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

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.

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…

Strategic management cultures: historical connections with science

OpenAIRE

Abreu Pederzini, G.

2016-01-01

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

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

Science.gov (United States)

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

2012-01-01

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

Theory of Science Perspectives on Strategic Management Research

DEFF Research Database (Denmark)

Foss, Nicolai Juul

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

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

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.

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

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...

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.

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....

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

Strategic Management Accounting in Organizations’ Cash Flow Control

Directory of Open Access Journals (Sweden)

Y. P. Vetrov

2017-09-01

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

STRATEGIC MANAGEMENT WITHIN THE TOURISM AND THE WORLD GLOBALIZATION

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.

Future strategic directions for radioactive waste management programmes

International Nuclear Information System (INIS)

Anon.

1999-01-01

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

Strategic Management of Innovations at Pharmaceutical Enterprises

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.

STRATEGIC PLANNING IN INFORMATION RESOURCES MANAGEMENT

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Cezar VASILESCU

2013-10-01

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

PUBLIC-PRIVATE DISTINCTIONS AND STRATEGIC MANAGEMENT

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Ioan NICOLAE

2007-01-01

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

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

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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.

Strategic Management Accounting in Organizations’ Cash Flow Control

OpenAIRE

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

2017-01-01

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

Strategic Management Foundations and Employee Performance of ...

African Journals Online (AJOL)

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

STAGES AND EVOLUTIONS IN STRATEGIC MANAGEMENT ACCOUNTING

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CĂRUNTU GENU ALEXANDRU

2016-06-01

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

NEW PERSPECTIVES ON STRATEGIC MANAGEMENT PROCESS

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POP Zenovia Cristiana

2013-07-01

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

Strategic Management in the Era of Cooperation

DEFF Research Database (Denmark)

Strand, Robert

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

STRATEGIC MANAGEMENT OF DEVELOPMENT OF RURAL TERRITORIES OF UKRAINE

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S. T. Slyusar

2014-04-01

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

THE MODELS OF STRATEGIC MANAGEMENT OF INFOCOMM BUSINESS

OpenAIRE

M. A. Lyashenko

2015-01-01

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

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.

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.

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

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I.T. Raykovska

2015-09-01

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

Theoretical and methodological aspects of strategic sales management of enterprise

OpenAIRE

Hurzhiy, N.

2014-01-01

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

Hoshin Kanri: a technique for strategic quality management.

Science.gov (United States)

Tennant, C; Roberts, P A

2000-01-01

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

Strategic innovation portfolio management

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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.

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

Science.gov (United States)

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

2015-02-26

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

Applying strategic management theories in public sector organizations

DEFF Research Database (Denmark)

Hansen, Jesper Rosenberg; Ewan, Ferlie

2016-01-01

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

IMPROVEMENT OF STRATEGIC MANAGEMENT OF THE INDUSTRIAL ENTERPRISE

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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

Strategic Aspects of Cost Management

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Angelika I. Petrova

2013-01-01

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

Required Steps of Managing International Equity Placement Strategic Alliance

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Harimukti Wandebori

2012-01-01

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

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...

Importance of Strategic Management in Business

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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.

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...

STRATEGIC MANAGEMENT IN NONPROFIT AND PUBLIC ORGANIZATIONS

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Ioan NICOLAE

2008-01-01

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

Strategic Project Management at the NASA Kennedy Space Center

Science.gov (United States)

Lavelle, Jerome P.

2000-01-01

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

PLEADING IN FAVOUR OF STRATEGIC MANAGEMENT

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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.

The Strategic Risk Management at Different Stages of Innovation Project

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Pysmak Viktoriia O.

2017-03-01

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

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

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Albana Berisha Qehaja

2017-01-01

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

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

African Journals Online (AJOL)

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

A portfolio management system in the strategic management process

Directory of Open Access Journals (Sweden)

Qifan Huang

2017-02-01

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

Strategic Human Resources Management

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Marta Muqaj

2016-07-01

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

Conflict Resolution in Organization through Strategic Management

OpenAIRE

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

2014-01-01

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

Strategic Information Resources Management: Fundamental Practices.

Science.gov (United States)

Caudle, Sharon L.

1996-01-01

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

CONCEPTUAL CLARIFICATION OF PLANNING AND STRATEGIC THINKING IN HUMAN RESOURCE MANAGEMENT

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Matei ȘTEFAN

2013-10-01

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

Improving the Success of Strategic Management Using Big Data.

Science.gov (United States)

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

2016-01-01

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

Strategic Management Tools and Techniques Usage: a Qualitative Review

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Albana Berisha Qehaja

2017-01-01

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

Strategic Management 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

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....

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

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…

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

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.

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...

The Strategic Risk Management at Different Stages of Innovation Project

OpenAIRE

Pysmak Viktoriia O.

2017-01-01

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

Strategic Management in Business Information Technology: A Case Study

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.

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...

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.

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;

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

Balanced Scorecard and Hoshin Kanri: Managing Strategic Priorities

OpenAIRE

Witcher, Barry J.; Chau, Vinh Sum

2007-01-01

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

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

Institute of Scientific and Technical Information of China (English)

CHEN Chao

2010-01-01

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

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

Institute of Scientific and Technical Information of China (English)

CHEN; Chao

2010-01-01

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

Strategic supply cost management: physician preference without deference.

Science.gov (United States)

Ballard, Rand

2005-04-01

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

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

African Journals Online (AJOL)

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

STRATEGIC ENTREPRENEURSHIP: A CASE IN THE BRAZILIAN AUTOMOBILE INDUSTRY

Directory of Open Access Journals (Sweden)

Afonso Carneiro Lima

2010-07-01

Full Text Available This work addresses an entrepreneurial phenomenon of strategic administration within the automobile industry: the creation of the automaker Troller Veículos Especiais (TVE. The case study at hand is justified by the positioning of this company around two market niches and its relative success in an industry characterized by few and powerful players. Our aim was to analyze the entrepreneurial and strategic process of discovering opportunity, the analysis used for internal and external factors, and the adoption of its strategic positioning in exploring two automobile market niches: in the B2B market, vehicles adapted to specific operational functions; and in the B2C, off-road vehicles with a strong appeal to consumers’ life styles. This case study allowed us to visualize the challenging path of a genuinely Brazilian small company in a sector dominated by large multinational groups, besides demonstrating decision-related dilemmas and aspects related to managerial creativity.Key-words: Automobile industry. Case study. Strategic entrepreneurship. Discovery theory. Strategic positioning.

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 ...

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

Logic of management of strategic problems of the enterprise

Directory of Open Access Journals (Sweden)

Ivahnenko Aleksandr Vladimirovich

2014-12-01

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

STAGES OF A STRATEGIC MANAGEMENT MODEL

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.

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.

Project-based organizing and strategic management

DEFF Research Database (Denmark)

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

Required Steps of Managing International Equity Placement Strategic Alliance

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.

Balanced Scorecard Based Performance Measurement & Strategic Management System

OpenAIRE

Permatasari, Paulina

2006-01-01

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

Strategic management and utilization of patents

International Nuclear Information System (INIS)

Kim, Gyeong Go; Yun, Gwon Jun

1993-11-01

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

The Role of Information in the Strategic Management Process.

Science.gov (United States)

Hayward, Tim; Broady, Judith E.

1995-01-01

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

How Symmetrical Assumptions Advance Strategic Management Research

DEFF Research Database (Denmark)

Foss, Nicolai Juul; Hallberg, Hallberg

2014-01-01

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

STAGES : a system for generating strategic alternatives for forest management

NARCIS (Netherlands)

Bos, J.

1994-01-01

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

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.

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

Science.gov (United States)

2011-07-01

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

A Prelude to Strategic Management of an Online Enterprise

Science.gov (United States)

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

2016-01-01

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

STAGES OF A STRATEGIC MANAGEMENT MODEL

OpenAIRE

Mihaela – Lavinia CIOBANICA

2014-01-01

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

Required Steps of Managing International Equity Placement Strategic Alliance

OpenAIRE

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

2011-01-01

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

Role of marketing metrics in strategic brand management

Directory of Open Access Journals (Sweden)

Mamula Tatjana

2012-01-01

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

The Strategic-Renovation Banks’ Risks Management

Directory of Open Access Journals (Sweden)

Yeremeychuk Raisa A.

2017-04-01

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

Strategic Management of Multinational Companies: Case of Hilton

OpenAIRE

Ahsan, Lubna; Qazi, Burhan; Syed, Shahabuddin

2014-01-01

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

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

OpenAIRE

西村, 明

2015-01-01

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

Strategic Management in Hybrid Organizations

NARCIS (Netherlands)

Joldersma, F.; Winter, V.

2002-01-01

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

Strategic Issues in University Management

NARCIS (Netherlands)

Roosendaal, Hans E.

2005-01-01

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

Some Considerations regarding Strategy and Strategic Management in Romanian Insurance Sector

OpenAIRE

Cristina PROTOPOPESCU; Anca-Mihaela TEAU; Sorin Gabriel GRESOI

2012-01-01

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

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

OpenAIRE

Wassenaar, Arjen

2002-01-01

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

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

Directory of Open Access Journals (Sweden)

Talita Rosolen

2016-09-01

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

Strategic plan modelling by hospital senior administration to integrate diversity management.

Science.gov (United States)

Newhouse, John J

2010-11-01

Limited research suggests that some hospital senior administrators and chief executive officers (CEOs) have employed a strategic planning function to achieve diversity management practices. As the hospital industry struggles with how to integrate diversity practices to improve patient satisfaction, increase the quality of care and enhance clinical outcomes for minority populations, understanding the planning process involved in this endeavour becomes significant for senior hospital administrators. What is not well understood is what this strategic planning process represents and how it is applied to integrate diversity management. Scant research exists about the type of strategic models that hospital CEOs employ when they wish to reposition their organizations through diversity management. This study examines the strategic planning models used by senior administrators to integrate diversity management for an institutional-wide agenda. A qualitative survey process was used for CEOs in the states of New York, Pennsylvania, New Jersey and Delaware. The key research questions dealt with what type of strategic plan approach senior administrators used for integrating diversity management and what rationale they used to pursue this. Significant differences were reported between three types of strategic plan modelling used by CEOs. Also, when comparing past and current practices over time, such differences existed. The need to integrate diversity management is underscored by this study. How senior hospital administrators apply strategic plan models and what impact these approaches have represent the major implications that this study offers.

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...

Business modelling of strategic management by the enterprise intellectual capital

OpenAIRE

Zhuravleva, I.

2009-01-01

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

Effects of collaborative supply chain solutions on strategic performance management

NARCIS (Netherlands)

Rachan, Wilfred

2012-01-01

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

Role of strategic planning in engineering management

Science.gov (United States)

Krishen, Kumar

1993-01-01

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

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

Science.gov (United States)

Crémadez, Michel

2010-08-01

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

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

Science.gov (United States)

Klay, William Earle

1991-01-01

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

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

OpenAIRE

Chia, Grace Hui Yen

2009-01-01

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

Public Relations Manager Involvement in Strategic Issue Diagnosis.

Science.gov (United States)

Lauzen, Martha M.

1995-01-01

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

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

Directory of Open Access Journals (Sweden)

Aleksandra Vasilyevna Glushchenko

2016-06-01

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

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

Directory of Open Access Journals (Sweden)

Anna Burkovska

2016-12-01

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

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.

Strategic Ecological Network Competition in Emerging Markets: Theory and Case Analysis of A GPS Vehicle Navigation Firm

Institute of Scientific and Technical Information of China (English)

XIAO Lei; LI Shi-ming; ZHANG Jia-tong

2006-01-01

Using the case study methodology, firm's competition behavior in strategic network and strategic ecosystems are analyzed. With the ecology view, there is consistency between strategic network and strategic ecosystem. Enterprise should pursue for suitable ecological niche to hold a strategic competitive power.

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.

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...

Kentucky's highway incident management strategic plan.

Science.gov (United States)

2005-06-01

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

Modelling the Implications of Quality Management Elements on Strategic Flexibility

Directory of Open Access Journals (Sweden)

Ana Belén Escrig-Tena

2011-01-01

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

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

OpenAIRE

Vladimir-Codrin IONESCU; Horea COROIU

2010-01-01

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

Strategic raw materials. Risk management

International Nuclear Information System (INIS)

Bertau, Martin; Matschullat, Joerg; Kausch, Peter

2014-01-01

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

The Adoption of Strategic Management Accounting in Nigerian ...

African Journals Online (AJOL)

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

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

NARCIS (Netherlands)

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

2009-01-01

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

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

Science.gov (United States)

2011-07-01

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

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 ...

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.

Strategic aspects of nuclear and radiological emergency management

International Nuclear Information System (INIS)

Ahier, B.

2010-01-01

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

Strategic brand management: Archetypes for managing brands through paradoxes

OpenAIRE

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

2015-01-01

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

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.

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…

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

OpenAIRE

Volker Mahnke; John Harald Aadne

1998-01-01

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

Managing strategic change--strategy, culture and action.

Science.gov (United States)

Johnson, G

1992-02-01

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

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.

Reflection of Strategic Thinking in Activating Organizational Conflict Management Strategies

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Ahmed Abed Mahmood Al-Janabi

2018-05-01

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

Strategic human resource management practices and ...

African Journals Online (AJOL)

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

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)

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...

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

Directory of Open Access Journals (Sweden)

ANCA-IOANA MUNTEANU

2015-02-01

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

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

Directory of Open Access Journals (Sweden)

Yanevych Mykhaylo M.

2013-12-01

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

Management of strategic coopetition among partners within international airline alliances

Directory of Open Access Journals (Sweden)

Frank Himpel

2012-03-01

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

Strategic Planning for Management Information Systems.

Science.gov (United States)

Ein-Dor, Phillip; Segev, Eli

1978-01-01

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

Strategic Management Accounting Corporate Objective and ...

African Journals Online (AJOL)

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

Strategic Management for IT Services on Outsourcing Security Company

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.

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...

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.

The HysNiche trial: hysteroscopic resection of uterine caesarean scar defect (niche) in patients with abnormal bleeding, a randomised controlled trial.

Science.gov (United States)

Vervoort, A J M W; Van der Voet, L F; Witmer, M; Thurkow, A L; Radder, C M; van Kesteren, P J M; Quartero, H W P; Kuchenbecker, W K H; Bongers, M Y; Geomini, P M A J; de Vleeschouwer, L H M; van Hooff, M H A; van Vliet, H A A M; Veersema, S; Renes, W B; van Meurs, H S; Bosmans, J; Oude Rengerink, K; Brölmann, H A M; Mol, B W J; Huirne, J A F

2015-11-12

A caesarean section (CS) can cause a defect or disruption of the myometrium at the site of the uterine scar, called a niche. In recent years, an association between a niche and postmenstrual spotting after a CS has been demonstrated. Hysteroscopic resection of these niches is thought to reduce spotting and menstrual pain. However, there are no randomised trials assessing the effectiveness of a hysteroscopic niche resection. We planned a multicentre randomised trial comparing hysteroscopic niche resection to no intervention. We study women with postmenstrual spotting after a CS and a niche with a residual myometrium of at least 3 mm during sonohysterography. After informed consent is obtained, eligible women will be randomly allocated to hysteroscopic resection of the niche or expectant management for 6 months. The primary outcome is the number of days with postmenstrual spotting during one menstrual cycle 6 months after randomisation. Secondary outcomes are menstrual characteristics, menstruation related pain and experienced discomfort due to spotting or menstrual pain, quality of life, patient satisfaction, sexual function, urological symptoms, medical consultations, medication use, complications, lost productivity and medical costs. Measurements will be performed at baseline and at 3 and 6 months after randomisation. A cost-effectiveness analysis will be performed from a societal perspective at 6 months after randomisation. This trial will provide insight in the (cost)effectiveness of hysteroscopic resection of a niche versus expectant management in women who have postmenstrual spotting and a niche with sufficient residual myometrium to perform a hysteroscopic niche resection. Dutch Trial Register NTR3269 . Registered 1 February 2012. ZonMw Grant number 80-82305-97-12030.

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.

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.

VISION AND STRATEGIC THINKING IN THE ROMANIAN FAST GROWING FIRMS MANAGEMENT

Directory of Open Access Journals (Sweden)

Nicolae BIBU

2016-07-01

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

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

Science.gov (United States)

Harrison, Donald L

2007-01-01

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

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

OpenAIRE

KIRLI, Mustafa; GÜMÜŞ, Harun

2011-01-01

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

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

Relationship Management in International Strategic Alliances and networks

DEFF Research Database (Denmark)

Andersen, Poul

2011-01-01

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

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

Science.gov (United States)

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

2017-02-01

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

Strategic brand management: Archetypes for managing brandsthrough paradoxes

OpenAIRE

Högström, Claes; Gustafsson, Anders; Tronvoll, Bård

2014-01-01

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

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

Science.gov (United States)

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

2009-01-01

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

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

NARCIS (Netherlands)

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

2001-01-01

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

Strategic Management fundamentals of metal enterprises in Ukraine

Directory of Open Access Journals (Sweden)

Zargana Irina Anatolevna

2013-08-01

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

Strategic Analysis the System of Long-term Management of Enterprise

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I. T.

2017-02-01

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

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

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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.

VIEW ON STRATEGIC MANAGEMENT LITERATURE FROM ROMANIA

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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

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

Science.gov (United States)

Dooris, Michael J.; Lozier, G. Gregory

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

How Managers Can Create Value from Strategic Framing of Social Media

DEFF Research Database (Denmark)

Rydén, Pernille; Ringberg, Torsten; Wilke, Ricky

2015-01-01

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

Strategic Management Foundations and Employee Performance of ...

African Journals Online (AJOL)

Nneka Umera-Okeke

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

STRATEGIC MANAGEMENT OF TRANSPORT CARGO COMPLEX

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A. M. Okorokov

2014-06-01

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

HUMAN RESOURCE MANAGEMENT - FROM FUNCTION TO STRATEGIC PARTNER

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.

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…

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

Science.gov (United States)

Walsh, Anne; Bearden, Eithne

2004-01-01

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

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

Directory of Open Access Journals (Sweden)

Marina Vladimirovna Perevoznikova

2015-12-01

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

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

Directory of Open Access Journals (Sweden)

Sady Darcy Silva Junior

2010-06-01

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

Emerging strategic corporate social responsibility partnership initiatives in agribusiness

DEFF Research Database (Denmark)

Pötz, Katharina Anna; Haas, Rainer; Balzarova, Michaela

2012-01-01

Over the past 20 years the concept of Corporate Social Responsibility (CSR) has gained momentum in business practices and strategies. In the agribusiness sector, the need for CSR integration has recently triggered a number of private sector led initiatives that should contribute to sustainable...... we analyse the Sustainable Agriculture Initiative (SAI) platform and its principles. We conclude that over the past 5 years agribusiness corporations have become more pro-active in addressing sustainability concerns, and mainstream initiatives start to compete with the traditional niche markets...... development, we advise scholars, policy makers, and managers to not only address questions about legitimacy and stakeholder involvement, but also take strategic objectives into account....

The Study on the Innovation System of Strategic and Emerging Industries Based on The SNM Theory%基于战略生态位管理理论的战略性新兴产业创新系统研究

Institute of Scientific and Technical Information of China (English)

李华军; 张光宇; 刘贻新

2012-01-01

回顾了战略生态位管理(SNM)理论,丰富和完善了SNM理论体系,运用SNM理论归纳了战略性新兴产业创新系统的理论架构.在分析创新系统要素与作用机理的基础上,构建了战略性新兴产业创新系统及相关模型.提出应在创新系统中通过战略生态位空间的构建、优化和突变,使得技术生态位成功过渡到市场生态位,突破“技术制度锁定”效应,实现产业变革.%Based on the review about the emerging theory of strategic niche management (SNM), this paper enriches and improves its theoretical framework, then use SNM theory to summarize the innovation system's theoretical framework of strategic and emerging industries. By analyzing the innovation system's elements and mechanism, constructs the strategic and emerging industries' innovation system and related models. It Puts forward through the construction, optimization and mutation of strategic niche space in the innovation system, to make a successful transition from technology niche to market niche, break through the "technology-system lock in"effect, and transforming the industry, these provide new perspective and path to foster and develop strategic and emerging industries.

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.

Top management team heterogeneity, strategic change and operational performance

NARCIS (Netherlands)

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

2008-01-01

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

Strategic 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...

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.

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

Science.gov (United States)

Wong, Wei Ning Zechariah

2009-11-01

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

Exploration of a Contextual Management Framework for Strategic Learning Alliances

Science.gov (United States)

Dealtry, Richard

2008-01-01

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

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.

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

OpenAIRE

Audia Junita

2017-01-01

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

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

African Journals Online (AJOL)

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

[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.

enhancing response farming for strategic and tactical management

African Journals Online (AJOL)

ACSS

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

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

OpenAIRE

2015-01-01

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

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

Science.gov (United States)

Aura, Ossi; Ahonen, Guy; Ilmarinen, Juhani

2010-12-01

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

Strategic planning applied to quality in asthma management for children.

Science.gov (United States)

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

1993-01-01

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

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...

Modelling qualitative knowledge for strategic river management

NARCIS (Netherlands)

Janssen, Judith

2009-01-01

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

Strategic 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.

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...

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

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

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.

Niche conservatism and the invasive potential of the wild boar.

Science.gov (United States)

Sales, Lilian Patrícia; Ribeiro, Bruno R; Hayward, Matt Warrington; Paglia, Adriano; Passamani, Marcelo; Loyola, Rafael

2017-09-01

Niche conservatism, i.e. the retention of a species' fundamental niche through evolutionary time, is cornerstone for biological invasion assessments. The fact that species tend to maintain their original climate niche allows predictive maps of invasion risk to anticipate potential invadable areas. Unravelling the mechanisms driving niche shifts can shed light on the management of invasive species. Here, we assessed niche shifts in one of the world's worst invasive species: the wild boar Sus scrofa. We also predicted potential invadable areas based on an ensemble of three ecological niche modelling methods, and evaluated the performance of models calibrated with native vs. pooled (native plus invaded) species records. By disentangling the drivers of change on the exotic wild boar population's niches, we found strong evidence for niche conservatism during biological invasion. Ecological niche models calibrated with both native and pooled range records predicted convergent areas. Also, observed niche shifts are mostly explained by niche unfilling, i.e. there are unoccupied areas in the exotic range where climate is analogous to the native range. Niche unfilling is expected as result of recent colonization and ongoing dispersal, and was potentially stronger for the Neotropics, where a recent wave of introductions for pig-farming and game-hunting has led to high wild boar population growth rates. The invasive potential of wild boar in the Neotropics is probably higher than in other regions, which has profound management implications if we are to prevent their invasion into species-rich areas, such as Amazonia, coupled with expansion of African swine fever and possibly great economic losses. Although the originally Eurasian-wide distribution suggests a pre-adaptation to a wide array of climates, the wild boar world-wide invasion does not exhibit evidence of niche evolution. The invasive potential of the wild boar therefore probably lies on the reproductive, dietary and

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

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.

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...

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…

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…

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

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.

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…

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. ...

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

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

Directory of Open Access Journals (Sweden)

Elif GENÇ

2015-12-01

Full Text Available 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 public sector is concerned, there is still insufficient evidence to indicate that strategic management has a direct link with organizational performance, and it is still unclear whether there are any other determining factors that might affect this alignment. This study aims to investigate the theoretical background to the relationship between strategic management and organizational performance. It also identifies how internal and external contextual factors have mediating and moderating effects on this relationship, and suggests that studies analysing the fit between strategic management practices and performance in public sector organizations should take the influence of contextual parameters into consideration.

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

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.

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...

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…

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.

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.

Strategic information security

CERN Document Server

Wylder, John

2003-01-01

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

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....

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.

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. 

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

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...

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...

Influence of strategic management in Czech SMEs and their growth rate

Directory of Open Access Journals (Sweden)

Jaroslav Vrchota

2016-12-01

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

Strategic Management in Hospitals: Tensions between the Managerial and Institutional Lens

Directory of Open Access Journals (Sweden)

Lucilaine Maria Pascuci

2017-07-01

Full Text Available The relationship between organizations and their environments has been object of study by scholars of the theory of organizations and in discussions concerning organizational strategy. When these perspectives come together, two sets of different but overlapping forces in the strategy formation process are highlighted. The purpose of this study is to analyze how strategic management contributed to reducing tensions derived from managerial and institutional logics in philanthropic hospitals. It is a comparative case study, with a multi-method approach. The data were examined using narrative and document analysis techniques. The analysis indicated that integrating organizational-managerialist and institutional perspectives raises continuous tensions within organizations with a direct impact on managerial decisions, strategic actions and performance. The strategic management approach should be sensitive enough to recognize and reduce these tensions and find ways to integrate them more effectively. This effort requires a combination of strong leadership skills and appropriate managerial tools. Flexibility, adaptability, creativity and informal interactions should be the basis of any strategic initiatives. Daring and innovation of the hospitals - more than acquiescence - are essential to their social and financial sustainability.

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.

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.

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…

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....

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 ...

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

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

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...

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

Strategic Responsiveness

DEFF Research Database (Denmark)

Pedersen, Carsten; Juul Andersen, Torben

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

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...

The making of an immigrant niche.

Science.gov (United States)

Waldinger, R

1994-01-01

"This article speaks to the conceptual and methodological issues in research on the making of an immigrant niche through a case study of immigrant professionals in New York City government." The author argues that "the growth of this immigrant niche resulted from changes in the relative supply of native workers and in the structure of employment, which opened the bureaucracy to immigrants and reduced native/immigrant competition. These shifts opened hiring portals; given the advantages of network hiring for workers and managers, and an immigrant propensity for government employment, network recruitment led to a rapid buildup in immigrant ranks." excerpt

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…

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....

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)

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.

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…

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.

ANALYSIS OF BOARDS OF DIRECTORS' INVOLVEMENT IN STRATEGIC MANAGEMENT DOI: 10.5585/riae.v8i1.1630

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Sérgio Nunes Muritiba

2009-08-01

Full Text Available This study analyzes the involvement of boards of directors in strategic management. Through a survey of 36 Brazilian companies affiliated with the Brazilian Institute of Corporate Governance, we intend to analyze the factors that determine the degree of involvement of boards of directors in strategic decisions. Three dimensions were focused: which strategic decisions are under the boards' responsibility; which criteria are used to determine the optimum involvement of the board; and to what degree boards centralize strategic decisions. Results showed that boards are increasing their involvement in different types of strategic decisions, not limiting themselves to monitoring and controlling the company. Also, boards will tend to reach a balance when it comes to centralization of authority, sharing decisions with top managers and acting like counselors in the strategic management process.

Toward a Periodic Table of Niches, or Exploring the Lizard Niche Hypervolume.

Science.gov (United States)

Pianka, Eric R; Vitt, Laurie J; Pelegrin, Nicolás; Fitzgerald, Daniel B; Winemiller, Kirk O

2017-11-01

Widespread niche convergence suggests that species can be organized according to functional trait combinations to create a framework analogous to a periodic table. We compiled ecological data for lizards to examine patterns of global and regional niche diversification, and we used multivariate statistical approaches to develop the beginnings for a periodic table of niches. Data (50+ variables) for five major niche dimensions (habitat, diet, life history, metabolism, defense) were compiled for 134 species of lizards representing 24 of the 38 extant families. Principal coordinates analyses were performed on niche dimensional data sets, and species scores for the first three axes were used as input for a principal components analysis to ordinate species in continuous niche space and for a regression tree analysis to separate species into discrete niche categories. Three-dimensional models facilitate exploration of species positions in relation to major gradients within the niche hypervolume. The first gradient loads on body size, foraging mode, and clutch size. The second was influenced by metabolism and terrestrial versus arboreal microhabitat. The third was influenced by activity time, life history, and diet. Natural dichotomies are activity time, foraging mode, parity mode, and habitat. Regression tree analysis identified 103 cases of extreme niche conservatism within clades and 100 convergences between clades. Extending this approach to other taxa should lead to a wider understanding of niche evolution.

The Impact of Strategic Human Resource Management on Organizational Performance

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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.

A proposed national strategic framework for the management of Cactaceae in South Africa

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Haylee Kaplan

2017-03-01

Full Text Available Background: South Africa has a long history of managing biological invasions. The rapid increase in the scale and complexity of problems associated with invasions calls for new, more strategic management approaches. This paper explores strategic management approaches for cactus invasions in South Africa. Cacti (Cactaceae have had a long history of socio-economic benefits, considerable negative environmental and socio-economic impacts, and a wide range of management interventions in South Africa. Objectives: To guide the future management of cactus invasions, a national strategic framework was developed by the South African Cactus Working Group. The overarching aim of this framework is to reduce the negative impacts of cacti to a point where their benefits significantly outweigh the losses. Method: Four strategic objectives were proposed: (1 all invasive and potentially invasive cactus species should be prevented from entering the country, (2 new incursions of cactus species must be rapidly detected and eradicated, (3 the impacts of invasive cacti must be reduced and contained and (4 socio-economically useful cacti (both invasive and non-invasive species must be utilised sustainably to minimise the risk of further negative impacts. Results: There are currently 35 listed invasive cactus species in the country; 10 species are targeted for eradication and 12 are under partial or complete biological control. We discuss approaches for the management of cactus species, their introduction and spread pathways and spatial prioritisation of control efforts. Conclusion: A thorough understanding of context-specific invasion processes and stakeholder support is needed when implementing strategies for a group of invasive species.

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.

Strategic Collaborative Quality Management and Employee Job Satisfaction

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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.

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…

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...

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...

Strategic Aspects of Nuclear and Radiological Emergency Management. Planning for Effective Decision Making; Consequence Management and Transition to Recovery

International Nuclear Information System (INIS)

2010-01-01

The collective experience of the NEA Working Party on Nuclear Emergency Matters (WPNEM), and in particular, the experience from the International Nuclear Emergency Exercise (INEX) series, has shown that it is important to plan and to implement emergency response actions based on a guiding strategic vision. Within this context, Strategic Aspects of Nuclear and Radiological Emergency Management presents a framework of strategic planning elements to be considered by national emergency management authorities when establishing or enhancing processes for decision making, and when developing or implementing protection strategies. The focus is on nuclear or radiological emergency situations leading to complex preparedness and response conditions, involving multiple jurisdictions and significant international interfaces. The report is aimed at national emergency management authorities, international organisations and those who are seeking to improve the effectiveness of emergency management. Its goal is to provide insights into decision-making processes within existing emergency planning arrangements. It also highlights common areas of good practice in decision making. Specific areas for improvement, identified during the INEX-3 consequence management exercise, are included, particularly in support of decision making for countermeasures for consequence management and the transition to recovery. (authors)

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

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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.

The applying stakeholder approach to strategic management of territories development

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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.

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.

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

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...

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...

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.

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

Science.gov (United States)

Kauer, R T; Berkowitz, E

1997-01-01

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

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

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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.

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

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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

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

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…

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

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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.

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)

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

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.

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.

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.

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.

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.

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...

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

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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

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

OpenAIRE

Berghman, Liselore

2006-01-01

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

Appraising longitudinal trends in the strategic risks cited by risk managers in the international water utility sector, 2005-2015.

Science.gov (United States)

Chalker, Rosemary T C; Pollard, Simon J T; Leinster, Paul; Jude, Simon

2018-03-15

We report dynamic changes in the priorities for strategic risks faced by international water utilities over a 10year period, as cited by managers responsible for managing them. A content analysis of interviews with three cohorts of risk managers in the water sector was undertaken. Interviews probed the focus risk managers' were giving to strategic risks within utilities, as well as specific questions on risk analysis tools (2005); risk management cultures (2011) and the integration of risk management with corporate decision-making (2015). The coding frequency of strategic (business, enterprise, corporate) risk terms from 18 structured interviews (2005) and 28 semi-structured interviews (12 in 2011; 16 in 2015) was used to appraise changes in the perceived importance of strategic risks within the sector. The aggregated coding frequency across the study period, and changes in the frequency of strategic risks cited at three interview periods identified infrastructure assets as the most significant risk over the period and suggests an emergence of extrinsic risk over time. Extended interviews with three utility risk managers (2016) from the UK, Canada and the US were then used to contextualise the findings. This research supports the ongoing focus on infrastructure resilience and the increasing prevalence of extrinsic risk within the water sector, as reported by the insurance sector and by water research organisations. The extended interviews provided insight into how strategic risks are now driving the implementation agenda within utilities, and into how utilities can secure tangible business value from proactive risk governance. Strategic external risks affecting the sector are on the rise, involve more players and are less controllable from within a utility's own organisational boundaries. Proportionate risk management processes and structures provide oversight and assurance, whilst allowing a focus on the tangible business value that comes from managing strategic

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...

Strategic vehicle fleet management - the replacement problem

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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.

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

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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.

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.

Strategic environmental management of air in Mexicali-Imperial border.

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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

[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.

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

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

Enhancing the strategic management of practice learning through the introduction of the role of Learning Environment Manager.

Science.gov (United States)

Congdon, Graham; Baker, Tracey; Cheesman, Amanda

2013-03-01

This paper describes a process evaluation project designed to enhance the strategic management of practice learning within a large Hospital in the North of England. The aim of the project was to introduce the role of the Learning Environment Manager with dedicated responsibility for practice learning of undergraduate student nurses within the Hospital's 49 practice-settings. Whilst aspects of this role were already evident in several of these settings, the project sought to locate and standardise responsibilities related to the organisation and management of learning and teaching in practice explicitly within the existing staffing structure of each practice-setting. Focus group interviews were used to explore significant aspects of the project with key stakeholder groups comprising Learning Environment Managers, the Hospital Clinical Educator, Hospital Department Managers, Ward Managers, Mentors, University Link Lecturers and undergraduate Student Nurses. Interview data were analysed using thematic content analysis. The findings of the project suggest that the Learning Environment Manager role affords providers of practice learning with a robust approach to establish organisation-wide benchmarks that standardise the strategic management of practice learning in collaboration with partner Universities. The role incorporated many operational activities previously undertaken by the Hospital Clinical Educator, thus enabling the Hospital Clinical Educator to make a more strategic contribution to the on-going quality monitoring and enhancement of practice learning across the Hospital. The Learning Environment Manager role was found to provide mentors with high levels of support which in turn helped to promote consistent, positive and holistic practice learning experiences for undergraduate student nurses across the Hospital. Importantly, the role offers a potent catalyst for nurses in practice to regain responsibility for practice learning and re-establish the value of

Strategic Action in Nuclear Waste Disposal: Canada's Adaptive Phased Management Approach

International Nuclear Information System (INIS)

Durant, Darrin

2006-01-01

It has been noted that Sweden's SKB has shifted emphasis in its waste management approach, from an emphasis upon geological barriers to engineering barriers. This shift has been called strategic adaptation, though, with the appearance of responsiveness to external demands actually allowing the piloting of previously preferred options. This paper argues that a similar case of strategic adaptation has taken place in Canada, with the NWMO using dialogue with the public and an emphasis upon adaptability in order to pilot through decade-old technical preferences. Is dialogue a cure-all for participatory democracy advocates, and what implications does strategic adaptation have for discussions of the risk society? Nuclear waste disposal programs are now routinely confronting the question of whether to limit the notion of 'risk' to a quantitative discourse about biological and physical effects or allow the discussion to broaden to considerations of social perceptions of acceptability. While the effects of a limited discourse are well studied, this paper explores the other side of the coin, analyzing institutionalized discourse about radwaste management that has broadened to include social perceptions of acceptability. The case in question is Canada's Nuclear Waste Management Organization (NWMO). Despite its inclusive rhetoric, this paper suggests the NWMO's participatory discourse is in fact strategic adaptation: the construction of 'socially acceptable risk' co-opts social acceptance in the preservation of previously preferred technical and policy options. This alternative reading is consistent with trends in other nations, while posing difficult questions for risk society theorists. In both the Finnish and Swedish cases, Lidskog and Litmanen showed that relatively stable social definitions of the risk situation have been packaged differently as local circumstances demand. Strategic arguments have been used to defend and/or justify more basic social definitions. In a

Justification of the Trade Enterprises Development Strategy in the Process of Strategic Management of the Marketing Potential

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Grosul Viktoriya A.

2013-11-01

Full Text Available The article justifies a necessity of strategic management of marketing potential of retail trade enterprises. The article develops a general structural and logic scheme of the process of strategic management of the marketing potential of a trade enterprise taking into account specific features of the trade industry. It establishes that the main key issue in the theory of strategic management is argumentation of selection of the basic strategy of development of a subject of economy. It justifies a scientific and methodical approach to selection of the basic strategy of development of a trade enterprise in the process of management of the marketing potential, main stages of which are: assessment of the level of loyalty of external marketing environment; identification of marketing stratagems; and selection of the enterprise development strategy. The article offers to use the model of marketing stratagem, the components of which are policy of management of the marketing potential, strategic market position of the enterprise and level of loyalty of external marketing environment. The article develops an interactive strategic cube of formation of the complex of marketing stratagems on the basis of use of which marketing stratagems for various trade networks of the Kharkiv region are identified and strategies of their further development are justified.

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...

Mapping strategic diversity: strategic thinking from a variety of perspectives

NARCIS (Netherlands)

Jacobs, D.

2010-01-01

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

STRATEGIC MANAGEMENT OF HUMAN RESOURCE AND THE SLOVAK ARMED FORCES

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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.

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...

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.

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.

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

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

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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.

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…

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.

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…

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.

Strategic Planning and Public management Reform: The Case of Romania

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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

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

Toward a Strategic Management Perspective on Local Content in African Extractives

DEFF Research Database (Denmark)

Hansen, Michael W.

understanding of MNC strategy and interests. Hence, the aim of this paper is to characterize and conceptually develop the strategic management perspective on local content. The paper outlines generic strategies that MNCs may adopt to balance the often conflicting pressures for local content and global......Local content requirements - i.e. government backed requirements that extractive MNCs must procure inputs locally - are fast becoming a major issue in MNC-host country bargaining in Africa. Across Africa, governments are seeking to mobilize MNCs for sustainable development through increasingly......, this literature is predominantly informed by economic and political perspectives, and strategic management perspectives are virtually absent. This is problematic as one of the main reasons why local content interventions in Africa fail to produce the expected results is that they often are based on an inadequate...

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

DEFF Research Database (Denmark)

Jofre, Sergio

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

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.

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...

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

Science.gov (United States)

Ridder, Hans-Gerd; Schrader, Jan Simon

2017-11-01

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

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.

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...

Strategic marketing research

NARCIS (Netherlands)

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

1996-01-01

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

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

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

A strategic approach for managing conflict in hospitals: responding to the Joint Commission leadership standard, Part 1.

Science.gov (United States)

Scott, Charity; Gerardi, Debra

2011-02-01

The Joint Commission's leadership standard for conflict management in hospitals, LD.02.04.01, states, "The hospital manages conflict between leadership groups to protect the quality and safety of care." This standard is one of numerous standards and alerts issued by The Joint Commission that address conflict and communication. They underscore the significant impact of relational dynamics on patient safety and quality of care and the critical need for a strategic approach to conflict in health care organizations. Whether leadership conflicts openly threaten a major disruption of hospital operations or whether unresolved conflicts lurk beneath the surface of daily interactions, unaddressed conflict can undermine a hospital's efforts to ensure safe, high-quality patient care. How leaders manage organizational conflict has a significant impact on achieving strategic objectives. Aligning conflict management approaches with quality and safety goals is the first step in adopting a strategic approach to conflict management. A strategic approach goes beyond reducing costs of litigation or improving grievance processes--it integrates a collaborative mind-set and individual conflict competency with nonadversarial processes. Conflict assessment should determine how conflicts are handled among the leaders at the hospital, the degree of conflict competence already present among the leaders, where the most significant conflicts occur, and how leaders think a conflict management system might work for them. Strategically aligning a conflict management approach that addresses conflict among leadership groups as a means of protecting the quality and safety of patient care is at the heart of LD.02.04.01.

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

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 ...

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.

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…

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.

A strategic management model for evaluation of health, safety and environmental performance.

Science.gov (United States)

Abbaspour, Majid; Toutounchian, Solmaz; Roayaei, Emad; Nassiri, Parvin

2012-05-01

Strategic health, safety, and environmental management system (HSE-MS) involves systematic and cooperative planning in each phase of the lifecycle of a project to ensure that interaction among the industry group, client, contractor, stakeholder, and host community exists with the highest level of health, safety, and environmental standard performances. Therefore, it seems necessary to assess the HSE-MS performance of contractor(s) by a comparative strategic management model with the aim of continuous improvement. The present Strategic Management Model (SMM) has been illustrated by a case study and the results show that the model is a suitable management tool for decision making in a contract environment, especially in oil and gas fields and based on accepted international standards within the framework of management deming cycle. To develop this model, a data bank has been created, which includes the statistical data calculated by converting the HSE performance qualitative data into quantitative values. Based on this fact, the structure of the model has been formed by defining HSE performance indicators according to the HSE-MS model. Therefore, 178 indicators have been selected which have been grouped into four attributes. Model output provides quantitative measures of HSE-MS performance as a percentage of an ideal level with maximum possible score for each attribute. Defining the strengths and weaknesses of the contractor(s) is another capability of this model. On the other hand, this model provides a ranking that could be used as the basis for decision making at the contractors' pre-qualification phase or during the execution of the project.

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

Organizational Adaptation: Managing in Complexly Changing Environments.

Science.gov (United States)

Zammuto, Raymond F.

A model of strategic adaptation that focuses on how organizations adapt to both conditions of growth and decline is presented. The theoretical structure underlying the model is considered, with attention to organizations, niches, and environments, as well as environmental change and evolving niches. The model attempts to reconcile the perspectives…

Why developmental niche construction is not selective niche construction: and why it matters.

Science.gov (United States)

Stotz, Karola

2017-10-06

In the last decade, niche construction has been heralded as the neglected process in evolution. But niche construction is just one way in which the organism's interaction with and construction of the environment can have potential evolutionary significance. The constructed environment does not just select for , it also produces new variation. Nearly 3 decades ago, and in parallel with Odling-Smee's article 'Niche-constructing phenotypes', West and King introduced the 'ontogenetic niche' to give the phenomena of exo genetic inheritance a formal name. Since then, a range of fields in the life sciences and medicine has amassed evidence that parents influence their offspring by means other than DNA (parental effects), and proposed mechanisms for how heritable variation can be environmentally induced and developmentally regulated. The concept of 'developmental niche construction' (DNC) elucidates how a diverse range of mechanisms contributes to the transgenerational transfer of developmental resources. My most central of claims is that whereas the selective niche of niche construction theory is primarily used to explain the active role of the organism in its selective environment, DNC is meant to indicate the active role of the organism in its developmental environment. The paper highlights the differences between the construction of the selective and the developmental niche, and explores the overall significance of DNC for evolutionary theory.

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...

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.

Advanced Strategic and Tactical Relay Request Management for the Mars Relay Operations Service

Science.gov (United States)

Allard, Daniel A.; Wallick, Michael N.; Gladden, Roy E.; Wang, Paul; Hy, Franklin H.

2013-01-01

This software provides a new set of capabilities for the Mars Relay Operations Service (MaROS) in support of Strategic and Tactical relay, including a highly interactive relay request Web user interface, mission control over relay planning time periods, and mission management of allowed strategic vs. tactical request parameters. Together, these new capabilities expand the scope of the system to include all elements critical for Tactical relay operations. Planning of replay activities spans a time period that is split into two distinct phases. The first phase is called Strategic, which begins at the time that relay opportunities are identified, and concludes at the point that the orbiter generates the flight sequences for on board execution. Any relay request changes from this point on are called Tactical. Tactical requests, otherwise called Orbit - er Relay State Changes (ORSC), are highly restricted in terms of what types of changes can be made, and the types of parameters that can be changed may differ from one orbiter to the next. For example, one orbiter may be able to delay the start of a relay request, while another may not. The legacy approach to ORSC management involves exchanges of e-mail with "requests for change" and "acknowledgement of approval," with no other tracking of changes outside of e-mail folders. MaROS Phases 1 and 2 provided the infrastructure for strategic relay for all supported missions. This new version, 3.0, introduces several capabilities that fully expand the scope of the system to include tactical relay. One new feature allows orbiter users to manage and "lock" Planning Periods, which allows the orbiter team to formalize the changeover from Strategic to Tactical operations. Another major feature allows users to interactively submit tactical request changes via a Web user interface. A third new feature allows orbiter missions to specify allowed tactical updates, which are automatically incorporated into the tactical change process

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…

Stitch the niche - a practical philosophy and visual schematic for the niche concept

NARCIS (Netherlands)

McInerny, Greg J.; Etienne, Rampal S.

2012-01-01

By over-focusing on precise definitions, ecology has produced a confused idea of the niche concept. This, our second paper, develops a practical philosophy for the niche that approaches the concept at the correct level of abstraction. We deconstruct the niche into effect and response components and

Periarteriolar Glioblastoma Stem Cell Niches Express Bone Marrow Hematopoietic Stem Cell Niche Proteins

NARCIS (Netherlands)

Hira, Vashendriya V. V.; Wormer, Jill R.; Kakar, Hala; Breznik, Barbara; van der Swaan, Britt; Hulsbos, Renske; Tigchelaar, Wikky; Tonar, Zbynek; Khurshed, Mohammed; Molenaar, Remco J.; van Noorden, Cornelis J. F.

2018-01-01

In glioblastoma, a fraction of malignant cells consists of therapy-resistant glioblastoma stem cells (GSCs) residing in protective niches that recapitulate hematopoietic stem cell (HSC) niches in bone marrow. We have previously shown that HSC niche proteins stromal cell-derived factor-1α (SDF-1α),

Strategic knowledge management: a methodology for structuring and analysing knowledge resources

International Nuclear Information System (INIS)

Ricciardi, Rita Izabel

2009-01-01

This work presents a methodology to organize, to classify and to assess the knowledge resources of an organization. This methodology presents an innovative integration of the following elements: (a) a systemic vision of the organization; (b) a representation maps of organization strategy; (c) the identification of relevant knowledge through process analysis; (d) the reconfiguration and representation of the identified knowledge in maps; (e) a combination of critical analysis (importance and vulnerability) and of strategic analysis to assess knowledge. Such methodology was applied to the Radiopharmaceutical Center of Nuclear and Energetic Research Institute resulting in a very rich vision and understanding of the knowledge domains that are crucial to the CR. This kind of analysis has allowed a sharp perception of the knowledge problems of the Center and has also made visible the needed connections between Strategic Management and Knowledge Management. (author)

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.

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.

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

Strategic Forecasting

DEFF Research Database (Denmark)

Duus, Henrik Johannsen

2016-01-01

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

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)

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.

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

Peran Strategic Entrepreneurship Dalam Membangun Sustainable Competitive Advantage

OpenAIRE

Handrimurtjahjo, Agustinus Dedy

2014-01-01

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

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

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...

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.…

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

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…

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.

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.

Diagnosis in the Strategic Management Accounting System: Modern Trends and Approaches

Directory of Open Access Journals (Sweden)

Reta Maryna V.

2016-08-01

Full Text Available The aim of the article is to justify methods, techniques and key indicators for diagnosing the effectiveness of the implementation of the enterprise strategic development, to highlight the conceptual approaches to conducting diagnosis of the effectiveness of the strategy implementation. Modern approaches to the concept of “diagnosis” have been analyzed and the author’s vision of diagnosing the effectiveness of the strategy implementation in the context of the strategic management accounting has been suggested. The place and role of diagnosis in the system of enterprise strategic management have been substantiated. The methodical approach to determining the effectiveness of the implementation of the enterprise strategy comprising four stages has been proposed. As part of the approach there suggested formation of a number of targets characterizing a certain list of enterprise strategies allowing to conduct integral evaluation of each of the strategies and on the basis of these indicators to obtain the aggregate integral index of the level of the strategy implementation. However, unlike the existing methods, it is proposed to compare not only actual and planned levels of the indicators, but also determine what level of the strategy implementation corresponds to each monetary unit spent on the implementation of the strategy

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.

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.

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.

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…

Towards a strategic human resource management? case study at a public organization in São Paulo

Directory of Open Access Journals (Sweden)

Wesley Ricardo Souza Freitas

2010-07-01

Full Text Available This article aims to analyze the use of human resource practices in a public organization in Sao Paulo. In this paper we try to answer the question: is the human resource management in the organization Y compatible with the new strategic issues this area? We adopted a qualitative approach, through case study. The primary data were obtained through interviews and secondary data were obtained through analysis of information and documents provided by the studied organization as well as direct observation of organizational routine. The results indicate that, despite the organization uses the term strategic human resources management, it is focused on legal and operational issues. The human resource practices are not integrated and some practices do not exist (career plan and training. Thus, it is believed that if the organization adopts some of the improvements suggested in this article, it will be walking toward a more strategic human resource management entering in the new public management.

The Fluctuation Niche in Plants

Directory of Open Access Journals (Sweden)

Jaume Terradas

2009-01-01

Full Text Available Classical approaches to niche in coexisting plants have undervalued temporal fluctuations. We propose that fluctuation niche is an important dimension of the total niche and interacts with habitat and life-history niches to provide a better understanding of the multidimensional niche space where ecological interactions occur. To scale a fluctuation niche, it is necessary to relate environmental constrictions or species performance not only to the absolute values of the usual environmental and ecophysiological variables but also to their variances or other measures of variability. We use Mediterranean plant communities as examples, because they present characteristic large seasonal and interannual fluctuations in water and nutrient availabilities, along an episodic-constant gradient, and because the plant responses include a number of syndromes coupled to this gradient.

The Fluctuation Niche in Plants

International Nuclear Information System (INIS)

Terradas, J.; Penuelas, J.; Lloret, F.; Penuelas, J.

2009-01-01

Classical approaches to niche in coexisting plants have undervalued temporal fluctuations. We propose that fluctuation niche is an important dimension of the total niche and interacts with habitat and life-history niches to provide a better understanding of the multidimensional niche space where ecological interactions occur. To scale a fluctuation niche, it is necessary to relate environmental constrictions or species performance not only to the absolute values of the usual environmental and eco physiological variables but also to their variances or other measures of variability. We use Mediterranean plant communities as examples, because they present characteristic large seasonal and inter annual fluctuations in water and nutrient availabilities, along an episodic-constant gradient, and because the plant responses include a number of syndromes coupled to this gradient.

40 Is the New 65? Older Adults and Niche Targeting Strategies in the Online Dating Industry

Directory of Open Access Journals (Sweden)

Derek Blackwell

2016-10-01

Full Text Available Niche dating sites have become a popular trend in the online dating industry; yet, little is known about the specialization strategies these sites use to cater to their users’ needs. Moreover, previous research alludes to the idea that many of these sites may be engaging in pseudo-individualization—a deceptive technique that creates an illusion of specialization. This study focuses on niche dating sites for older adults, one of the fastest growing niches in online dating. Through a qualitative content analysis and close reading of older-adult dating sites, I seek to determine how and to what extent online dating sites that target older adults actually customize their services to benefit this population. Three key findings emerge: (1 the use of mass segmentation, a strategy that combines elements of both mass marketing and market segmentation; (2 a strategic broadening of the boundaries of the older-adult niche; and (3 the use of deceptive advertising to attract users. These findings suggest that older-adult dating sites are, in fact, engaging in pseudo-individualization. They also highlight some of the unique aspects of online media that facilitate this practice. Implications for both online daters and site producers are discussed.

SUPPORT OF QUALITY MANAGEMENT SYSTEM AND BALANCED SCORECARD IN THE INTEGRATION OF NORMATIVE, STRATEGIC AND OPERATIONAL MANAGEMENT

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Stevan Živojinović

2012-12-01

Full Text Available Taking into consideration the problems of strategy implementation, as well as problems of external adaptation and internal integration in the enterprise, through the prism of the application of advanced management concepts, primarily - the quality management system (QMS and the balanced scorecard (BSC, leads to the opportunity to increase the integration of organizational levels of decision making and management. Understanding the support of the QMS and BSC in relationship coordination - business strategy, organizational structure and culture, is reflected in the integration and process management dimensions: 1 the existence of a hierarchical order of the strategic actions (from vision and mission, to strategy and objectives, to key success factors and key performance indicators, 2 action of various coordination mechanisms, formalization and standardization of the organizational structure and process and 3 consistent understanding and values of members of the organization, which provides efficient control of behavior, coordination and implementation of policy and company goals. Implementation of concepts of QMS and BSC will provide greater compatibility and coherence of the normative, strategic and operational management, which will lead to more successful business, enterprise development and the satisfaction of all stakeholders.

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

Institute of Scientific and Technical Information of China (English)

韩晨; 高山行

2017-01-01

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

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

Science.gov (United States)

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

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 noise (SDN), which captured the directional connectivity underlying the impression management during the bargaining game. We found that the sophisticated strategists engaged stronger directional connectivity from both dorsal anterior cingulate cortex and retrosplenial cortex to rostral prefrontal cortex, and the strengths of these directional influences were associated with higher level of deception during the game. Using the directional connectivity as a neural signature, we identified the strategic deception with 80% accuracy by a machine-learning classifier. These results suggest that different social strategies are supported by distinct patterns of directional connectivity among key brain regions for social cognition.

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

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Luis Ángel Guerras-Martín

2014-04-01

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

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

NARCIS (Netherlands)

L.A. Berghman (Liselore)

2006-01-01

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

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,…

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...

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.

Peran Strategic Entrepreneurship dalam Membangun Sustainable Competitive Advantage

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Agustinus Dedy Handrimurtjahjo

2014-11-01

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

An introduction to niche construction theory.

Science.gov (United States)

Laland, Kevin; Matthews, Blake; Feldman, Marcus W

Niche construction refers to the modification of selective environments by organisms. Theoretical and empirical studies of niche construction are increasing in importance as foci in evolutionary ecology. This special edition presents theoretical and empirical research that illustrates the significance of niche construction to the field. Here we set the scene for the following papers by (1) discussing the history of niche construction research, (2) providing clear definitions that distinguish niche construction from related concepts such as ecosystem engineering and the extended phenotype, (3) providing a brief summary of the findings of niche construction research, (4) discussing the contribution of niche construction and ecological inheritance to (a) expanded notions of inheritance, and (b) the extended evolutionary synthesis, and (5) briefly touching on some of the issues that underlie the controversies over niche construction.

Financial and economic aspects of strategic management of industrial cluster

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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

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...

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...

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

Consolidating strategic planning and operational frameworks for integrated vector management in Eritrea.

Science.gov (United States)

Chanda, Emmanuel; Ameneshewa, Birkinesh; Mihreteab, Selam; Berhane, Araia; Zehaie, Assefash; Ghebrat, Yohannes; Usman, Abdulmumini

2015-12-02

Contemporary malaria vector control relies on the use of insecticide-based, indoor residual spraying (IRS) and long-lasting insecticidal nets (LLINs). However, malaria-endemic countries, including Eritrea, have struggled to effectively deploy these tools due technical and operational challenges, including the selection of insecticide resistance in malaria vectors. This manuscript outlines the processes undertaken in consolidating strategic planning and operational frameworks for vector control to expedite malaria elimination in Eritrea. The effort to strengthen strategic frameworks for vector control in Eritrea was the 'case' for this study. The integrated vector management (IVM) strategy was developed in 2010 but was not well executed, resulting in a rise in malaria transmission, prompting a process to redefine and relaunch the IVM strategy with integration of other vector borne diseases (VBDs) as the focus. The information sources for this study included all available data and accessible archived documentary records on malaria vector control in Eritrea. Structured literature searches of published, peer-reviewed sources using online, scientific, bibliographic databases, Google Scholar, PubMed and WHO, and a combination of search terms were utilized to gather data. The literature was reviewed and adapted to the local context and translated into the consolidated strategic framework. In Eritrea, communities are grappling with the challenge of VBDs posing public health concerns, including malaria. The global fund financed the scale-up of IRS and LLIN programmes in 2014. Eritrea is transitioning towards malaria elimination and strategic frameworks for vector control have been consolidated by: developing an integrated vector management (IVM) strategy (2015-2019); updating IRS and larval source management (LSM) guidelines; developing training manuals for IRS and LSM; training of national staff in malaria entomology and vector control, including insecticide resistance