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Journal articles on the topic 'Dynamic strategic analysis'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Kulkova, I. A. "STRATEGIC ANALYSIS OF THE LABOR DYNAMIC FACTORS." Вестник Алтайской академии экономики и права 2, no. 11 2020 (2020): 268–73. http://dx.doi.org/10.17513/vaael.1420.

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Sudharshan, D., Howard Thomas, and Avi Fiegenbaum. "Assessing Mobility Barriers In Dynamic Strategic Groups Analysis." Journal of Management Studies 28, no. 5 (1991): 429–38. http://dx.doi.org/10.1111/j.1467-6486.1991.tb00762.x.

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Supino, Enrico, Federico Barnabè, Maria Cleofe Giorgino, and Cristiano Busco. "Strategic scenario analysis combining dynamic balanced scorecards and statistics." International Journal of Productivity and Performance Management 69, no. 9 (2019): 1881–902. http://dx.doi.org/10.1108/ijppm-09-2018-0326.

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Purpose The purpose of this paper is to explore the way in which system dynamics (SD) can enhance some key success factors of the balanced scorecard (BSC) model and support decision-makers, specifically in analyzing and evaluating the results of hypothetical scenarios. Moreover, the paper aims to emphasize the role played by statistics not only in validating the SD-based BSC, but also in increasing managers’ confidence in the model reliability. Design/methodology/approach The paper presents a case study, developed according to an action research perspective, in which a three-step approach to t

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Paquin, Jean-Paul, and Tamas Koplyay. "Force Field Analysis and Strategic Management: A Dynamic Approach." Engineering Management Journal 19, no. 1 (2007): 28–37. http://dx.doi.org/10.1080/10429247.2007.11431719.

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Rao, Bharat P., and Srinivas K. Reddy. "A dynamic approach to the analysis of strategic alliances." International Business Review 4, no. 4 (1995): 499–518. http://dx.doi.org/10.1016/0969-5931(96)81750-1.

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Nowak, Marcin, Rafał Mierzwiak, Hubert Wojciechowski, and Camelia Delcea. "Grey portfolio analysis method." Grey Systems: Theory and Application 10, no. 4 (2020): 439–54. http://dx.doi.org/10.1108/gs-11-2019-0049.

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PurposeThe article proposes a new method of strategic analysis. The method was called the grey portfolio analysis method. The presented method is complementary to the popular BCG matrix. The use of the grey portfolio analysis method enables to make a dynamic portfolio analysis for data with a high level of uncertainty.Design/methodology/approachFirst, the article presents current problems related to the application of portfolio methods in strategic management, in particular with reference to the BCG matrix. Second, the basics of grey numbers, operations with them and the way of acting in the g

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Da Cruz, M. R. P., J. J. Ferreira, and S. G. Azevedo. "static and dynamic strategic portfolio analysis: The positioning of Iberian seaports." South African Journal of Business Management 43, no. 1 (2012): 33–43. http://dx.doi.org/10.4102/sajbm.v43i1.174.

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The various changes that have occurred in the seaport industry have had a continuous and substantial impact on seaport activities and management in recent decades. The highly competitive and rapidly changing environment faced by business has greatly increased the need for strategic planning. Thus, it is relevant and appropriate to apply strategic positioning tools to seaports given how competitive strategies play a key role in the growth and development of this industry. This research aims to analyse the strategic positioning of the leading Iberian Peninsula seaports using the BCG matrix from

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Vargas-Hernández, José G., and Gabriela Muratalla-Bautista. "Dynamic capabilities analysis in strategic management of learning and knowledge absorption." RACE - Revista de Administração, Contabilidade e Economia 16, no. 1 (2017): 227–60. http://dx.doi.org/10.18593/race.v16i1.10997.

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The objective of this study is to review the new trends in theoretical empirical and methodological investigations to analyze the dynamic capabilities of organizations that stablish the connections to manage the absorption of knowledge. The analysis begins with the assumption that the generation and development of dynamic capabilities of an organization positively favor the design of and execution of the processes to manage learning and that they define the processes of knowledge absorption. The method focuses on a theoretical and methodological analysis of the effective literature to obtain t

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Samorodov, B. V., I. V. Saukh, and N. G. Vyhovska. "INTEGRATED DYNAMIC MODEL OF STRATEGIC ANALYSIS OF TOURIST ENTERPRISES FINANCIAL POTENTIAL." Financial and credit activity: problems of theory and practice 2, no. 29 (2019): 296–304. http://dx.doi.org/10.18371/fcaptp.v2i29.171862.

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Kim, GSeung. "Dynamic Analysis of Job Creation and Destruction in Busan Strategic Industry." Journal of Economic Studies 35, no. 1 (2017): 145–78. http://dx.doi.org/10.30776/jes.35.1.7.

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José Más Ruíz, Francisco. "Dynamic analysis of competition in marketing: strategic groups in Spanish banking." International Journal of Bank Marketing 17, no. 5 (1999): 233–50. http://dx.doi.org/10.1108/02652329910292710.

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José Más Ruíz, Francisco. "Dynamic analysis of competition in marketing Strategic groups in Spanish banking." European Journal of Marketing 32, no. 3/4 (1998): 252–78. http://dx.doi.org/10.1108/03090569810204544.

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Fernandes, Cristina, João J. Ferreira, Mário L. Raposo, Cristina Estevão, Marta Peris-Ortiz, and Carlos Rueda-Armengot. "The dynamic capabilities perspective of strategic management: a co-citation analysis." Scientometrics 112, no. 1 (2017): 529–55. http://dx.doi.org/10.1007/s11192-017-2397-8.

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Bai, Y., D. Q. Zhou, P. Zhou, and L. B. Zhang. "Optimal path for China's strategic petroleum reserve: A dynamic programming analysis." Energy Economics 34, no. 4 (2012): 1058–63. http://dx.doi.org/10.1016/j.eneco.2011.08.019.

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15

Reddy, Sabine, Devanathan Sudharshan, and Thomas Roehl. "Japanese Firm Response to Changing Regulations: A Dynamic Strategic Group Analysis." Journal of International Business and Economy 2, no. 1 (2001): 15–38. http://dx.doi.org/10.51240/jibe.2001.1.2.

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Firms must repeatedly respond to changes in the regulatory environment. Rather than focusing only on the response of the industry as a whole, we investigate the variation in response at the firm level. We postulate and find that the firm level response will be contingent on the resource base of the firm and the firm’s degree of isomorphism to past regulatory and competitive conditions. Firms that are most isomorphic appear less able to adjust strategically to drastic environmental shifts. Using dynamic strategic group methodology, we demonstrate this response variation in a sample of Japanese

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Vitolla, Filippo, Michele Rubino, and Antonello Garzoni. "The integration of CSR into strategic management: a dynamic approach based on social management philosophy." Corporate Governance: The International Journal of Business in Society 17, no. 1 (2017): 89–116. http://dx.doi.org/10.1108/cg-03-2016-0064.

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Purpose This paper aims to fill the existing gaps in literature which deal with both the application of a socially oriented philosophy to the theme of strategic corporate social responsibility (CSR) integration and to the systematic analysis of the processes of strategic CSR management, and to create a connection between social management philosophy and the dynamic approach to CSR integration based on the strategic management processes. In particular, this study aims at creating a conceptual model to highlight, in a structured and organic way, the dynamic relationships, based on a social manag

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DZIUDA, WIOLETTA, and ANTOINE LOEPER. "Dynamic Pivotal Politics." American Political Science Review 112, no. 3 (2018): 580–601. http://dx.doi.org/10.1017/s0003055418000187.

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We analyze a dynamic extension of a parsimonious model of lawmaking in which preferences evolve over time and today’s policy becomes tomorrow’s status quo. Unlike in existing models of pivotal politics, policy makers’ voting behavior depends on the institutional environment and on their expectations about future economic and political shocks. Relative to sincere voting, the equilibrium behavior exhibits a strategic polarization effect, which increases with the degree of consensus required by the institution, the volatility of the policy environment, and the expected ideological polarization of

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Al-Hawary, Sulieman Ibraheem, and Mohammad Sultan Al-Syasneh. "IMPACT OF DYNAMIC STRATEGIC CAPABILITIES ON STRATEGIC ENTREPRENEURSHIP IN PRESENCE OF OUTSOURCING OF FIVE STARS HOTELS IN JORDAN." Business: Theory and Practice 21, no. 2 (2020): 578–87. http://dx.doi.org/10.3846/btp.2020.11895.

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This research aims to investigate whether outsourcing mediates the impact of dynamic strategic capabilities on strategic entrepreneurship. The population of the research consists of top managers in five stars hotels. A sample of 215 respondents were selected for the research in which 186 questionnaires were valid for statistical analysis. Structural equation modelling (SEM) was used to test the hypotheses of the research. The results of the research indicate that outsourcing does not mediate the relationship between dynamic strategic capabilities and strategic entrepreneurship. All the dimensi

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Suardhika, I. Nengah. "MODEL INTEGRASI DALAM RESOURCES-BASED VIEW UNTUK PENERAPAN STRATEGI BERSAING DAN PENCAPAIAN KINERJA USAHA." EKUITAS (Jurnal Ekonomi dan Keuangan) 16, no. 1 (2012): 63. http://dx.doi.org/10.24034/j25485024.y2012.v16.i1.2313.

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This study develops a model of integration which refers to the RBV of the firm to understand the control of strategic resources and entrepreneurial orientation as a basis for aligning competitive strategy in a dynamic environment and improved business performance. The results of SEM analysis of survey data as many as 153 export-oriented SMEs in Bali proved that the combination of strategic resources and entrepreneurial orientation is the underlying strategic instrument to implement the competitive strategy of SMEs, so as to improve or enhance its competitive position. A better competitive posi

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20

Noto, Guido, and Lidia Noto. "Local Strategic Planning and Stakeholder Analysis: Suggesting a Dynamic Performance Management Approach." Public Organization Review 19, no. 3 (2018): 293–310. http://dx.doi.org/10.1007/s11115-018-0403-0.

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Hotový, Martin. "The use of tools and approaches of system dynamics in the analysis of the efficiency of BIM implementation and its impact on the management and planning of investments in the construction sector." MATEC Web of Conferences 279 (2019): 01011. http://dx.doi.org/10.1051/matecconf/201927901011.

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This paper presents the use of tools and approaches of system dynamics in the analysis of the efficiency of BIM tools implementation in relation to the management and planning of investments in the construction sector. The dynamic model based on the approach of system dynamics allows to simulate the impact rate (range) of BIM implementation in strategic investment decision-making in the construction sector. Based on the analysis, the key parameters critically affecting the large construction investment projects are determined. The proposed model is implemented as a submodel in the dynamic mode

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Macedo-Soares, T. Diana L. Van Aduard de. "Ensuring dynamic strategic fit of firms that compete globally in alliances and networks: proposing the Global SNA - Strategic Network Analysis - framework." Revista de Administração Pública 45, no. 1 (2011): 67–105. http://dx.doi.org/10.1590/s0034-76122011000100005.

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In order to sustain their competitive advantage in the current increasingly globalized and turbulent context, more and more firms are competing globally in alliances and networks that oblige them to adopt new managerial paradigms and tools. However, their strategic analyses rarely take into account the strategic implications of these alliances and networks, considering their global relational characteristics, admittedly because of a lack of adequate tools to do so. This paper contributes to research that seeks to fill this gap by proposing the Global Strategic Network Analysis - SNA - framewor

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23

Lee, M. T., and Y. C. Chang. "Strategic analysis for sustainable urban river aquatic environment using the system dynamic approach." Water Science and Technology 53, no. 1 (2006): 17–24. http://dx.doi.org/10.2166/wst.2006.003.

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A sustainable aquatic environment, which relates to the issues of pollution mitigation and ecological restoration, is one of the important indicators of the vitality and prosperity of a city. Traditionally, resort to engineering efforts is always the first priority in dealing with such problems. Nevertheless, treated as an integrated system, the nature of the problem should involve many aspects including economic, ecological, environmental, and engineering factors. Meanwhile, the special feature of the time-dependent state has also made such a system a dynamic and complex problem. The current

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Hu, Mingming, Ester Van Der Voet, and Gjalt Huppes. "Dynamic Material Flow Analysis for Strategic Construction and Demolition Waste Management in Beijing." Journal of Industrial Ecology 14, no. 3 (2010): 440–56. http://dx.doi.org/10.1111/j.1530-9290.2010.00245.x.

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Nascimento, Fernando, and Wilfried R. Vanhonacker. "Strategic pricing of differentiated consumer durables in a dynamic duopoly: A numerical analysis." Managerial and Decision Economics 14, no. 3 (1993): 193–220. http://dx.doi.org/10.1002/mde.4090140302.

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Dasu, Sriram, and Chunyang Tong. "Dynamic pricing when consumers are strategic: Analysis of posted and contingent pricing schemes." European Journal of Operational Research 204, no. 3 (2010): 662–71. http://dx.doi.org/10.1016/j.ejor.2009.11.018.

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Kipley, Daniel, Alfred O. Lewis, and Jau-Lian Jeng. "Extending Ansoff’s Strategic Diagnosis Model." SAGE Open 2, no. 1 (2012): 215824401143513. http://dx.doi.org/10.1177/2158244011435135.

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Given the complex and disruptive open-ended dynamics in the current dynamic global environment, senior management recognizes the need for a formalized, consistent, and comprehensive framework to analyze the firm’s strategic posture. Modern assessment tools, such as H. Igor Ansoff’s seminal contributions to strategic diagnosis, primarily focused on identifying and enhancing the firm’s strategic performance potential through the analysis of the industry’s environmental turbulence level relative to the firm’s aggressiveness and responsiveness of capability. Other epistemic modeling techniques env

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Gruzd, Maryna. "Estimate of synthesized capital application in regional development strategy formation." Development Management 17, no. 2 (2019): 8–16. http://dx.doi.org/10.21511/dm.17(2).2019.02.

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The analysis of strategic potential for development strategy aimed at the effective use of synthesized capital is fundamental to solving the urgent problems of increasing the well-being of the population and promoting economic growth. Given the analysis of existing approaches on the principles of consistency and complicity, a system of indicators was developed to assess the components of the region’s strategic potential: investment capital, innovation capital, infrastructural capital, entrepreneurial capital, ecological capital has been developed. The author proposed groups of indicators of hu

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Zhang, Yingying, Simon Dolan, Tony Lingham, and Yochanan Altman. "International Strategic Human Resource Management: A Comparative Case Analysis of Spanish Firms in China." Management and Organization Review 5, no. 2 (2009): 195–222. http://dx.doi.org/10.1111/j.1740-8784.2008.00131.x.

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This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management.

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Tranchant, Jean-Pierre. "Is Regional Autonomy a Solution to Ethnic Conflict? Some Lessons from a Dynamic Analysis." Peace Economics, Peace Science and Public Policy 22, no. 4 (2016): 449–60. http://dx.doi.org/10.1515/peps-2016-0028.

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AbstractDoes granting regional autonomy to concentrated minorities appease their demand for sovereignty or instead motivate and enable them to engage in secessionist conflicts? To answer this question is difficult as moves towards federalism and decentralization are themselves the results of strategic interactions between the state and the minorities. In this note, I intend to shed some light on this question by looking at how ethnic civil wars and autonomy are dynamically linked. This shows that for locally dominant groups, the risk of war monotonically decreases in the years leading to and f

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Simon, Alan, Chloe Bartle, Gary Stockport, Brett Smith, Jane E. Klobas, and Amrik Sohal. "Business leaders’ views on the importance of strategic and dynamic capabilities for successful financial and non-financial business performance." International Journal of Productivity and Performance Management 64, no. 7 (2015): 908–31. http://dx.doi.org/10.1108/ijppm-05-2014-0078.

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Purpose – The purpose of this paper is to report on research that identifies the relationships that senior managers believe exist between capabilities and business success. In doing so, it addresses the need for more empirical research about the role of strategic and dynamic capabilities in organisational performance. It also highlights the critical strategic and dynamic capabilities that are most valuable for practising managers. Design/methodology/approach – A multi-method study was conducted. Eight types of strategic capability and ten types of dynamic capability commonly found in organisat

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Junita, Audia, Ferdinand D. Saragih, and Andreo Wahyudi Atmoko. "BANKING SERVICE ORIENTATION MODEL IN STRATEGIC HRM AND SYSTEM DYNAMICS PERSPECTIVE." Jurnal Manajemen dan Kewirausahaan 21, no. 1 (2019): 9–20. http://dx.doi.org/10.9744/jmk.21.1.9-20.

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This paper seeks to explore a model of banking service orientation in strategic human resource management and system dynamic perspective, theoretically. As a scientific effort to develop a study of strategic human resource management. So far, the relationship between elements in strategic human resource management perspective as a system is only analyzed linearly. This article is the result of a literature study. An analysis is done narratively, to answer research problems. Research finding in the form of banking service-orientation model in strategic human resource management and system dynam

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Linden, Ane Isabel, Claudia Bitencourt, and Hugo Fridolino Muller Neto. "Contribution of knowing in practice to dynamic capabilities." Learning Organization 26, no. 1 (2019): 60–77. http://dx.doi.org/10.1108/tlo-04-2018-0058.

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Purpose This paper aims to discuss the contribution of knowing in practice (KP) to the development of dynamic capabilities (DC) in the context of health-care organizations. Design/methodology/approach The authors develop a case study in a Brazilian hospital in three stages using the data collection techniques of interviews, focus groups, shadowing and conjoint analysis. The participants were health-care employees, supervisors, project managers and members of the board of directors. Findings This paper identifies the contribution of KP to develop DC based on strategic practices and their respec

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Amerstorfer, Carmen M. "The dynamism of strategic learning: Complexity theory in strategic L2 development." Studies in Second Language Learning and Teaching 10, no. 1 (2020): 21–44. http://dx.doi.org/10.14746/ssllt.2020.10.1.2.

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Learners of foreign languages (L2s) apply strategies to support learning processes and L2 development. They select strategies according to their individual needs and preferences and adjust their strategic actions to suit situational circumstances and contextual conditions. A holistic investigation of strategic L2 learning processes requires the integration of numerous interconnected, flexibly-interacting influences, which are at constant interplay with each other and whose development is difficult to predict. Validated as effective in other fields of applied linguistics, complex dynamic system

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Krzakiewicz, Kazimierz. "Dynamic capabilities and knowledge management." Management 17, no. 2 (2013): 1–15. http://dx.doi.org/10.2478/manment-2013-0051.

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Summary Dynamic capabilities and knowledge management The dynamic capabilities concept was formed and has been developed by integration of evolutionary theory, transaction cost theory, and the organisational learning and tacit knowledge concepts. As a result, it helps to weaken essential dichotomies of the strategic management theory, especially those relating to „internal and external” factors, a task that is of particular topical interest in today’s environment. The concept has at the centre of its attention the knowledge of the firm on how to manage its resources proactively in order to for

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He, Jiahuan, Xinggang Luo, Zhongliang Zhang, and Yang Yu. "Strategic Analysis of Participants in the Provision of Elderly Care Services—An Evolutionary Game Perspective." International Journal of Environmental Research and Public Health 18, no. 16 (2021): 8595. http://dx.doi.org/10.3390/ijerph18168595.

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Population aging poses challenges to the immature elderly care service system in many countries. The strategic behaviors of different participants in the provision of elderly care services in a long-term and dynamic situation have not been well studied. In this paper, an evolutionary game model is developed to analyze the strategic behaviors of two types of participants—the government sectors and the private sectors in provision of elderly care services. Firstly, eight scenarios are analyzed, and the evolutionary process and stable strategies are identified. Then, the behavioral strategies of

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Meiser, Nathalie, Christin Fuks, and Martin Hengesbach. "Cooperative Analysis of Structural Dynamics in RNA-Protein Complexes by Single-Molecule Förster Resonance Energy Transfer Spectroscopy." Molecules 25, no. 9 (2020): 2057. http://dx.doi.org/10.3390/molecules25092057.

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RNA-protein complexes (RNPs) are essential components in a variety of cellular processes, and oftentimes exhibit complex structures and show mechanisms that are highly dynamic in conformation and structure. However, biochemical and structural biology approaches are mostly not able to fully elucidate the structurally and especially conformationally dynamic and heterogeneous nature of these RNPs, to which end single molecule Förster resonance energy transfer (smFRET) spectroscopy can be harnessed to fill this gap. Here we summarize the advantages of strategic smFRET studies to investigate RNP dy

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Piscopo, Marcos Roberto, Felipe Mendes Borini, and Moarcir De Miranda Oliveira Junior. "STRATEGIES FOCUSING ON VALUE NETWORK: AN ANALYSIS OF EVENT PRODUCTION COMPANIES." Revista Ibero-Americana de Estratégia 9, no. 1 (2010): 152–81. http://dx.doi.org/10.5585/ijsm.v9i1.1658.

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The purpose of this article was to demonstrate that companies which compete within dynamic industries do not only adopt a single strategy. Instead, they pursue a number of strategies focusing on the value net rather than on the value chain. We carried out a survey with 47 event-planning firms based in the City of Sao Paulo and we have discovered five distinct groups of firms pursuing different strategies. Our findings support our hypothesis for the searched companies and also demonstrate how the Delta Model by Hax and Wilde II (2001) is useful to explain companies’ strategic configuration. Par

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Enzer, Selwyn. "Building up the longer-term context for project and program appraisal: dynamic strategic analysis." Project Appraisal 1, no. 3 (1986): 189–200. http://dx.doi.org/10.1080/02688867.1986.9726566.

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Moon, Yongma, Tao Yao, and Terry L. Friesz. "Dynamic Pricing and Inventory Policies: A Strategic Analysis of Dual Channel Supply Chain Design." Service Science 2, no. 3 (2010): 196–215. http://dx.doi.org/10.1287/serv.2.3.196.

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Sarkar, Soumodip, Dulce Matos Coelho, and João Maroco. "Strategic Orientations, Dynamic Capabilities, and Firm Performance: an Analysis for Knowledge Intensive Business Services." Journal of the Knowledge Economy 7, no. 4 (2016): 1000–1020. http://dx.doi.org/10.1007/s13132-016-0415-3.

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Zhao, Jianyu, Xi Xi, Shanshan Wang, and Caiyan Gong. "Dynamic analysis of different resource allocations: Implications for resource orchestration management of strategic alliances." Computers & Industrial Engineering 158 (August 2021): 107393. http://dx.doi.org/10.1016/j.cie.2021.107393.

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Xin, Xu, and Jia Ning Bao. "Secret of Chinese Manufacturing Innovation: An Analysis of SME Sustaining Competitive Advantage." Advanced Materials Research 712-715 (June 2013): 3101–5. http://dx.doi.org/10.4028/www.scientific.net/amr.712-715.3101.

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Existed literature of competitive advantage mainly focus on organizational and strategic changes, whereas this study focus on how Chinese SMEs from manufacturing industry can win competitive advantage while confronting exogenous competitive disadvantage. Results show that competitive advantage influenced by dual system:endogenous competitive elements and exogenous competitive elements. Interaction of two elements could affect the outcome of competition. Exogenous competitive elements were uncontrollability, so structural competitive advantage which is based on endogenous competitive elements c

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Câmara, António S., Paula C. Antunes, Manuel Duarte Pinheiro, and Maria Julia Fonseca de Seixas. "Linguistic dynamic simulation A new approach." SIMULATION 49, no. 5 (1987): 208–12. http://dx.doi.org/10.1177/003754978704900504.

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A new dynamic modeling methodology, SLIN, allows for the analysis of systems defined by linguistic variables. SLIN applies a set of logical rules which include base, tactical, strategic and structural change. To make the transition from qualitative to quantitative modes, logical rules are also used. SLIN is advanta geously implemented in a very high-level language such as PRO LOG. A simple ecological modeling problem illustrates SLIN's potential applications.

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Zhao, Jie, Xin Xu, and Yun Long Ding. "Dynamic Mechanical System Analysis-Empirical Research of Wooden Window Enterprise." Advanced Materials Research 694-697 (May 2013): 11–16. http://dx.doi.org/10.4028/www.scientific.net/amr.694-697.11.

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Competitive advantage is influenced by dual mechanical system: endogenous system and exogenous competitive system. Compared with uncontrollable exogenous competitive elements, endogenous competitive elements exerting structural competitive advantage is of vital importance for companies to battle against disadvantages and achieve competitive advantaged independently. Endogenous competitive elements comprise: firm culture, dynamic capabilities, and complementary assets. At the strategic level, firm culture influences firm decisions; at the organizational level, dynamic capabilities create core c

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Kehrel, Uwe, Kai Klischan, and Nathalie Sick. "Why Research Partnerships Fail in the Biotechnology Sector — An Empirical Analysis of Strategic Partnerships." International Journal of Innovation and Technology Management 13, no. 01 (2016): 1650003. http://dx.doi.org/10.1142/s0219877016500036.

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Over half of all research-oriented partnerships in the biotechnology industry fail due to problems in inter-organizational relationships. The analysis of factors that determine the success of strategic partnerships can help companies to reduce the high failure rates. Based on the resource-oriented and relationship-oriented approach, this study examines the influence of three structural factors and three dynamic factors on the success of strategic, research-oriented partnerships in the biotechnology industry. In the empirical study, data of 48 research collaborations by 28 companies were collec

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Brandon-Jones, Alistair, and Desiree Knoppen. "The role of strategic purchasing in dynamic capability development and deployment." International Journal of Operations & Production Management 38, no. 2 (2018): 446–73. http://dx.doi.org/10.1108/ijopm-10-2015-0656.

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Purpose The purpose of this paper is to report on research into the impact of two sequential dimensions of strategic purchasing – purchasing recognition and purchasing involvement – on the development and deployment of dynamic capabilities. The authors also examine how such dynamic capabilities impact on both cost and innovation performance, and how their effects differ for service as opposed to manufacturing firms. Design/methodology/approach The authors test hypotheses using structural equation modeling of survey data from 309 manufacturing and service firms. Findings From a dynamic capabili

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Gomes, Carlos F., Mohammad Najjar, and Mahmoud M. Yasin. "Exploring competitive strategic performance consistency in service organizations." Measuring Business Excellence 22, no. 2 (2018): 165–82. http://dx.doi.org/10.1108/mbe-11-2016-0054.

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PurposeAs service organizations move toward the open system strategic customer orientation, they need to ensure consistency among competitive methods, performance measures and strategies utilized. This paper aims to examine the relationships among these important facets of today’s service organizations. The study at hand examines the relationship among competitive methods, implicit strategy and performance measures used by Portuguese service organizations.Design/methodology/approachThis research uses a survey-based methodology. Factor analysis, cluster analysis and regression analysis procedur

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de Aro, Edson Rodrigues, and Gilberto Perez. "Identification of dynamic capabilities in open innovation." Innovation & Management Review 18, no. 2 (2021): 118–28. http://dx.doi.org/10.1108/inmr-10-2019-0120.

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Purpose This study aims to understand the interaction between capabilities inherent in open innovation and dynamic capabilities (sensing, seizing and transforming) as a source of competitive advantage. Design/methodology/approach Qualitative method and grounded theory were used as guidelines for data collection and analysis. Findings The study identifies a set of capabilities in the practice of open innovation related to dynamic capabilities, which indicates the importance of developing dynamic capability in the strategic management of internal and external knowledge in the company. Research l

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Yaneva, Dilyana. "STRATEGIC MARKETING PLANNING IN THE PRESENT-DAY ORGANIZATION." Volume 8, Issue 2 v8, no. 2 (2020): 197–205. http://dx.doi.org/10.37708/ep.swu.v8i2.16.

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Looking for business sustainability in conditions of uncertainty, organizations must pay serious attention to strategic marketing planning. Achieving the strategic goals of the company is closely related to the adaptation to the dynamic market conditions. This necessitates an in-depth study of the specifics of the process including analysis and evaluation of the marketing environment factors, mission formulation, general and marketing goals setting, segmentation, market selection, positioning, development, selection, implementation and control of marketing strategies.

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