Relevant bibliographies by topics / International management strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'International management strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 18 February 2022

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Journal articles on the topic "International management strategy"

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Eden, Lorraine, Li Dai, and Dan Li. "International Business, International Management, and International Strategy." International Studies of Management & Organization 40, no. 4 (2010): 54–68. http://dx.doi.org/10.2753/imo0020-8825400405.

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Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.
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Samorodov, Borys, Galyna Azarenkova, Olena Golovko, Kateryna Oryekhova, and Maksym Babenko. "Financial stability management in banks: strategy maps." Banks and Bank Systems 14, no. 4 (2019): 10–21. http://dx.doi.org/10.21511/bbs.14(4).2019.02.

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To prevent crises in the economy, it is necessary to ensure the financial stability of banks, which is one of the main tasks facing the banking system.The purpose of this article is to develop tools for improving the efficiency of financial stability management in a bank based on strategy maps.Using UkrSibbank (Ukraine) as an example, two strategy maps are developed: a general management map and a local map – for the international payments division of the operational payments department. Structural elements of the designed strategy maps are: finances, clients, internal processes, training and development.Implementing the developed general strategy map in the bank’s practical activities involves the following measures: increasing financial stability; avoiding credit risk and optimizing the credit process; increase in profit; cost reduction; introducing new banking products; increase in the number of satisfied consumers; involvement and retention strategic clients.The developed strategy map for the international payments division of the operational payments department provides for the following measures: ensuring sufficient liquidity level of the bank’s balance sheet; introducing an effective system of analysis of origin of individuals’ and legal entities’ funds; direct correlation between employees of the international payments division and bank customers; timely informing customers regarding requirements updated.
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Melewar, T. C., and Claes Vemmervik. "International advertising strategy." Management Decision 42, no. 7 (2004): 863–81. http://dx.doi.org/10.1108/00251740410550934.

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Schonberger, Richard J. "Is strategy strategic? impact of total quality management on strategy." Academy of Management Perspectives 6, no. 3 (1992): 80–87. http://dx.doi.org/10.5465/ame.1992.4274197.

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Jurše, Milan, and Jerneja Jager. "Marketing channel strategy management in international markets." International Journal of Innovation and Learning 21, no. 2 (2017): 127. http://dx.doi.org/10.1504/ijil.2017.081935.

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Jurše, Milan, and Jerneja Jager. "Marketing channel strategy management in international markets." International Journal of Innovation and Learning 21, no. 2 (2017): 127. http://dx.doi.org/10.1504/ijil.2017.10002130.

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Sabbaghi, Asghar. "CIM Strategy And Strategic Management: An MIS Perspective." Journal of Applied Business Research (JABR) 7, no. 1 (2011): 57. http://dx.doi.org/10.19030/jabr.v7i1.6260.

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This study provides an overview of Computer-Integrated Manufacturing in a conceptual and managerial context, and analyzes the organizational structure and managerial approaches required for successful CIM. CIM is considered as the (vertical) integration of computerized manufacturing systems at the shop floor with Management Information Systems, and as the (horizontal) integration of functional areas from design, manufacturing to business functions. This implies an integrated, company-wide, MIS approach toward CIM rather than a traditional and functional attitude. In this context, the organizational structure that fits CIM technology will be analyzed.
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Matzler, Kurt, Johann Füller, Katja Hutter, Julia Hautz, and Daniel Stieger. "Crowdsourcing strategy: how openness changes strategy work." Problems and Perspectives in Management 14, no. 3 (2016): 450–60. http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.

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Strategy development has traditionally been exclusive and secretive. Social software offers new opportunities to harness the collective intelligence of the crowd within organizations and allows more open, participatory modes of strategizing. This paper describes this new phenomenon of open strategy though crowdsourcing and discusses its implications for research and practice. It draws on first examples of crowdsourcing strategy and is further based on observations and theoretical reflections. To understand the phenomenon with its requirements and consequences, a number of questions and challenges are identified which remain to be investigated. These include how the process of opening up needs to be designed, how individuals can be motivated to engage, for which topics and under which conditions crowdsourcing strategy is a suitable approach, how strategies emerge in such initiatives, the appropriate role of management, and how corporate culture affects and is affected by crowdsourcing strategy. Open strategy through crowdsourcing is a newly emerging empirical phenomenon, which seems to fundamentally change the strategist’s work. More open and inclusive ways of strategizing not only offer new opportunities, but also create some challenges for organizations. This paper deepens the insights in this new phenomenon and identifies seven topics critical for research and management practice. Keywords: strategy, crowdsourcing, collective intelligence. JEL Classification: M19
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Ricart, Joan Enric, Michael J. Enright, Pankaj Ghemawat, Stuart L. Hart, and Tarun Khanna. "New frontiers in international strategy." Journal of International Business Studies 35, no. 3 (2004): 175–200. http://dx.doi.org/10.1057/palgrave.jibs.8400080.

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Dissertations / Theses on the topic "International management strategy"

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Hubačka, Miroslav. "Strategická analýza společnosti Zepter International s.r.o." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-11124.

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The aim of this work is to describe tools and methods that are used to carry out strategic analysis and using these tools and methods to carry out strategic analysis of Zepter International Ltd. Finally, this work propose the necessary recommendations and measures which should be guided by the company.
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Mahala, A. (Abinash). "Strategic management of sales as globalization increased:a study on global account management, strategy and drivers." Master's thesis, University of Oulu, 2017. http://urn.fi/URN:NBN:fi:oulu-201702231231.

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Global Account Management (GAM) is a global strategic, relationship oriented and marketing management program. In today’s highly competitive business scenario GAM has become one of the most significant strategic alliance by many companies with their customers to have the competitive advantage over their counter-part. It is a systematically approached program specifically in sales for managing strategically important customers globally. It is an ongoing process since many years now for all the global companies even though the rate of success is not so fast. Globalization has got an important role here for GAM analysis where the supplier firm engages it-self in standardizing marketing programs. It coordinates worldwide activities and integrates competitive moves across country markets. Hence Shi et al. (2010: 626) suggests firms can increase the use of GAM strategies when faced with increasing globalization. This report reviews the scientific literature and empirical studies of many past researchers on GAM analysis, its drivers and strategy and concludes the importance of GAM for all global companies. The objective of the study was to understand how global account management and strategy helps in managing global customers. It is a case study. The research problem was approached with a careful research design, which consists of a theoretical part and an empirical part. The theoretical part of the study defines and clarifies the GAM analysis where an integrative theoretical model is drawn to describe GAM relationship between a global account customer and a focal supplier. The empirical part will explore along with literature reviews and provide a quantitative analysis to the research study. Through extensive literature reviews, case study and empirical interviews, the current study developed answers to the research question, “As globalization increasing, how global account management helps companies to manage customers globally?”
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Keinert, Christina [Verfasser]. "Corporate social responsibility as an international strategy / Christina Keinert." Heidelberg : Physica-Verl, 2008. http://d-nb.info/98933077X/34.

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Okumus, Fevzi. "Strategy implementation : a study of international hotel groups." Thesis, Oxford Brookes University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.325290.

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Geisler, Asmussen Christian. "Global strategy and international diversity : a double-edged sword? /." København, 2007. http://www.gbv.de/dms/zbw/557295521.pdf.

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Lakshman, Sangeetha. "Multinational Companies Executive Selection Practices : challenge of Human Resource Management in International Business Management." Thesis, Paris, CNAM, 2013. http://www.theses.fr/2013CNAM0933/document.

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Les multinationales qui s’implantent à l'étranger en créant des filiales peuvent recourir à la stratégie globale, multi- nationale,transnationale et internationale afin de gérer leurs entreprises à l'étranger. Le recrutement international est un élément essentiel de lamise en oeuvre des quatre stratégies d’implémentation à l’étranger. Pour le recrutement, l'organisation peut suivre l'une des troisméthodes de dotation ou combiner les trois approches (PCN , HCN, TCN) en fonction des circonstances nationales et du cycle de vie duMNC. Dans les trois approches de recrutement (ethnocentrique, polycentrique, géocentrique) PCN , HCNs et TCN sont utilisés. Toutefois,ils diffèrent dans des proportions relatives. Il y a peu de preuves à l'appui de l'utilisation des HCNs et TCNs . La plupart des recherches ontporté sur les expatriés ( PCN) de HCN et TCN. Pour cette raison, nous voulons étudier, dans notre travail, dans quelles situations lesmultinationales utilisent les approches HCNs et TCN . Notre étude examine l'alignement entre la stratégie commerciale internationale et lerecrutement des dirigeants. Les fondements théoriques sont tirés essentiellement de la littérature existante.Les données primaires ont été recueillies auprès des cadres supérieurs de 22 multinationales. Des entretiens approfondis ont été menés etdes questions ouvertes ont été utilisés pour examiner l'alignement entre la stratégie commerciale internationale et le recrutement desdirigeants dans une filiale, le rôle joué par les expatriés au cours des différents cycles de vie de l'organisation. Les multinationalesparticipant à notre échantillon proviennent de Singapour, Dubaï, Inde, France, Pays-Bas et Belgique. L'analyse des données est basée sur laphilosophie interprétative. L'analyse des propositions de recherche révèle que le modèle de résultat est cohérent lorsque la pression de lanormalisation est plus élevée et l'utilisation de la dotation ethnocentrique ( PCN) est plus importante. Plus la pression de la normalisationest faible, plus les multinationales ont recourent à d'autres méthodes de recrutement- recrutement polycentrique ( HCNs ). La structureest partiellement cohérente avec l'alignement de la stratégie de recrutement lorsque plus la réactivité locale est plus élevée que lerecrutement polycentrique ne devrait être. Mais dans une situation donnée, le recrutement ethnocentrique est légèrement pluspolycentrique, même si la réactivité locale est élevée. Les résultats étendent l'application des théories soutenues pour expliquer lastratégie de l'entreprise et le recrutement des dirigeants et cadres et contribuent au développement des connaissances. L’implication desrésultats et des recherches futures sont recommandés
Multinationals that are moving abroad for its subsidiary operation may use any one of the typology such as Global, Multi-domestic,Transnational, and International strategy in order to manage and maintain their business abroad. International staffing is a critical elementof the implementation of the four strategies for doing business globally. In staffing the international operation, the organization mayfollow one of the three staffing approaches or a combination of three approaches (PCN, HCN, TCN) depending on their domesticcircumstances and the life cycle of the MNC. In all the three staffing approaches (Ethnocentric, Polycentric, Geocentric) PCNs, HCNs andTCNs are used. But they will differ in relative proportions. There is little evidence in support of the utilization of HCNs and TCNs. Most ofthe research focused on expatriates (PCNs) than HCNs and TCNs. Therefore we want to explore on what situations multinationals useHCNs and TCNs. Further the study investigates the alignment between international business strategy and executive staffing. Theoreticalfoundations are drawn basically from existing literature.Primary data were collected from top executives of 22 multinationals. In depth interviews were conducted and open ended questionswere used to examine the alignment between international business strategy and executive staffing for subsidiary operation, expatriateroles during organization’s different life cycle. The multinationals participated in our sample are from Singapore, Dubai, India, France,Netherlands, and Belgium. The data analysis is based on interpretative philosophy. The analysis of the proposed research expectationrevealed that the pattern of result is consistent when higher the pressure for standardization, utilization of ethnocentric staffing (PCNs) ismore. Whereas the pressure for standardization is low, then multinationals used other staffing approaches - polycentric staffing (HCNs).The pattern is partially consistent with strategy staffing alignment when the higher the local responsiveness then the utilization ofpolycentric staffing should be more. But in the given situation, ethnocentric staffing is slightly more than polycentric even when the localresponsiveness is high. The findings extend the application of the underpinned theories and their beliefs in explaining the businessstrategy and executive staffing relationship and contribute to the body of knowledge. Implications of the results and direction for futureresearch are recommended
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Wszolek, Unislawa M. "Use of mixed signaling strategies in international crisis negotiations." Columbus, Ohio : Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1173215267.

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Erasmus, George-Chatwind. "Developing an international export marketing strategy for South African table grapes." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53358.

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Thesis (MBA)--Stellenbosch University, 2003.
ENGLISH ABSTRACT: After the deregulation of the South African deciduous fruit industry in 1997 an unregulated grape marketing environment replaced the single channel marketing system. Many new South African grape exporters were now involved in an uncoordinated and uncooperative marketing environment. Each marketing organisation implemented their own marketing plans resulting in an increase in competition among South African suppliers. The South African grape supplies originate from various production areas, each with their unique characteristics and qualities, making it a very competitive environment. South African grapes also share the various markets with other competing Southern Hemisphere grape suppliers. This level of competition makes it very important for the South African grape industry to have a uniform marketing strategy. To achieve a uniform industry marketing strategy the industry has to develop a common vision - to be the preferred table grape supplier in our target markets - that forms the basis of developing a generic South African table grape marketing strategy. A single vision gives the competitive export companies a common marketing objective. This study includes recommendations to industry stakeholders that will enable them to formulate their own marketing strategy, all within the guidelines of the common vision that is adjusted to the specific needs of their respective target markets.
AFRIKAANSE OPSOMMING: Na die deregulering van die Suid-Afrikaanse sagtevrugtebedryf in 1997 het 'n ongereguleerde bemarkingsomgewing die enkelkanaalbemarking vervang. Verskeie nuwe Suid-Afrikaanse tafeldruifuitvoerders was nou betrokke by 'n ongekoërdineerde bemarkingsomgewing waar daar geen samewerking tussen uitvoerders was nie. Elke bemarkingsagent het sy eie bemarkingsplan gevolg wat gelei het tot 'n toename in kompetisie tussen Suid-Afrikaanse produsente. Die Suid-Afrikaanse tafeldruiwe word in verskillende produksieareas geoes, elk met hul unieke eienskappe en kwaliteite. Dit maak dit 'n baie kompeterende omgewing. Die Suid-Afrikaanse druiwe kompeteer ook in die mark met ander Suidelike Halfrond druiwe produsente. Met so 'n hoë vlak van kompetisie, is dit belangrik dat die Suid- Afrikaanse industrie 'n eenvormige bemarkingstrategie het. Om 'n eenvormige bemarkingstrategie vir die industrie te formuleer, moet die industrie visie - om die voorkeurverskaffer van tafeldruiwe in ons teikenmarkte te wees - die basis vorm vir die formulering van 'n generiese bemarkingstrategie vir Suid-Afrikaanse tafeldruiwe. 'n Eenvormige visie bied vir die kompeterende bemarkingsagente 'n gemene doelwit. Hierdie werkstuk sluit aanbevelings in wat vir rolspelers leiding sal gee om hul eie bemarkingstrategie te formuleer wat die doelwitte van 'n eenvormige visie onderskryf, maar nog steeds die behoeftes van die onderskeie teikenmarkte aanspreek.
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Mtar, Monia. "French multinationals' international strategy : national identity under the effect of globalisation." Thesis, University of Warwick, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.369804.

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Choi, Keetag. "Evaluating the value chain model for service organisational strategy : international hotels." Thesis, University of Surrey, 2000. http://epubs.surrey.ac.uk/843570/.

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Strategic models like Porter's (1985) value chain have not been fully evaluated in the strategy literature and applied to all industries. To theoretically redefine the value chain technique, this research evaluates the value chain's use with various strategic issues by applying it to a specific aspect in the service field, namely the hotel industry. The study defines five key questions by which to evaluate a strategic model and the value chain model is examined using them. This research is a strategic theory-based study involving in depth field work on five hotels in order to seek answers for the five key strategic questions. In particular, the value chain of the hotel rooms divisions is discussed based on the field research findings. The research results show that the value chain technique is a useful strategic tool in most areas and that it can be also developed for hotel strategy. However, some of the commonly accepted issues about the value chain model have been challenged by this research. To further the theoretical development of the value chain, these issues are argued in each answer of the five strategic questions. Applying the value chain model for hotel strategy seems to require somewhat different factors from applying it for manufacturing. These are the key findings of this research. First, for strategic process, the hotel value chain model can be developed in the combination approach which combines the planning school and the incrementalism school. Second, the value chain is a very useful tool analysing most strategic issues, especially a firm's internal analysis, designing structure and performance measurement. Finally, unlike the traditional value chain for manufacturing, this study identifies that the value chain technique for service could be a more useful strategic tool for soft factors such as politics, culture and leadership than hard factors such as cost and margin.
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Books on the topic "International management strategy"

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Martin, Hird, ed. International marketing: Strategy and management. Croom Helm, 1986.

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Gilligan, Colin. International marketing: Strategy and management. Croom Helm, 1986.

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David, Williams, ed. International business strategy. Pitman Publishing, 1995.

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International business strategy. Butterworth Heinemann, 1993.

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P, Doh Jonathan, ed. International management: Culture, strategy, and behavior. 7th ed. McGraw-Hill Irwin, 2009.

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Phillips, Chris. International marketing strategy. Routledge, 1995.

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Bradley, Frank. International marketing strategy. Prentice Hall, 1991.

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International marketing strategy. 5th ed. FT/Prentice Hall, 2005.

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International marketing strategy. 4th ed. Financial Times, 2002.

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Bradley, Frank. International marketing strategy. Prentice Hall International, 1991.

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Book chapters on the topic "International management strategy"

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Rugman, Alan M. "Multinational Enterprise Strategy, Green Capabilities and Government Environmental Regulations." In Internationales Management / International Management. Gabler Verlag, 1999. http://dx.doi.org/10.1007/978-3-663-07840-1_9.

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Motohashi, Kazuyuki. "International R&D Management." In Global Business Strategy. Springer Japan, 2015. http://dx.doi.org/10.1007/978-4-431-55468-4_11.

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Cheriet, Foued, Laure Dikmen, and Karim Trabelsi. "The International Culture of the Researcher in International Management." In Open Internationalization Strategy. Routledge, 2021. http://dx.doi.org/10.4324/9781003095163-7.

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Kashani, Kamran, and Dominique Turpin. "International Marketing: Strategy Implementation." In Marketing Management: An International Perspective. Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-27529-8_4.

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Landman, L. B. "International Licensing Strategy." In Management, Technology and Human Resources Policy in the Arctic (The North). Springer Netherlands, 1996. http://dx.doi.org/10.1007/978-94-009-0249-7_9.

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Varley, Rosemary, Ana Roncha, Natascha Radclyffe-Thomas, and Liz Gee. "International Growth Strategy in Fashion Markets." In Fashion Management. Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-137-50819-5_4.

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Solberg, Ronald L. "International Borrowing Strategy and Sovereign Creditworthiness." In Macroeconomic Management. Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1007/978-1-349-24280-1_8.

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Gillon, J. Angus, and Lynne Pearson. "Strategy Implementation and Management." In Developing Strategies for International Business. Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230502574_10.

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Bandy, Gary. "Strategy and policy development." In International Public Financial Management. Routledge, 2018. http://dx.doi.org/10.4324/9781351128308-9.

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Branch, Alan E. "International physical distribution strategy and management." In Export Practice and Management. Springer US, 1994. http://dx.doi.org/10.1007/978-1-4899-7258-3_19.

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Conference papers on the topic "International management strategy"

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Leković, Bojan, and Miodrag Petrović. "Open Innovation Strategy and Its Influence on Entrepreneurial International Orientation." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_60.

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Priede, Janis. "European Union’s International Trade Policy And Strategy." In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.47.

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Grace, S. "Asset management strategy as Denver international airport approaches twenty-years-old." In Asset Management Conference 2014. Institution of Engineering and Technology, 2014. http://dx.doi.org/10.1049/cp.2014.1051.

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Forsell, Marko. "Strategy Tetrad for Evaluating Strategic Choice." In The 7th International Scientific Conference "Business and Management 2012". Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.108.

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Yaping, Xie, and Wang Juan. "Research on Organizational Support Strategy to International Expatriates' Work-Family Balance." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.279.

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Pedro, Cesaltino Ismael, Joseph W. Sutton, Federico Dordoni, Arkhat G. Zhumadilov, and David Rains. "Waterflood: Surface Management Strategy." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2010. http://dx.doi.org/10.2118/137361-ms.

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Longo, Sue, K. Clarke-Whistler, and Frank Palkovits. "Integrated Waste Management Strategy." In Twelfth International Seminar on Paste and Thickened Tailings. Australian Centre for Geomechanics, Perth, 2009. http://dx.doi.org/10.36487/acg_repo/963_17.

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Ab. Rahima, Siti Sakinah. "Leveraging Strategic Knowledge And Strategic Competence For Strategy Formulation." In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.72.

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Kuzminskaite, Monika, Beata Chatkevic, and Eugenijus Chlivickas. "Improvement Of International Marketing Strategy In The Global Market." In Contemporary Issues in Business, Management and Education ‘2012. Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/cibme.2012.32.

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Chen, Ming-Ming. "Effects of Strategic Human Resource Management Model to Achieve Strategy." In 2014 International Conference on Management Science and Management Innovation (MSMI 2014). Atlantis Press, 2014. http://dx.doi.org/10.2991/msmi-14.2014.99.

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Reports on the topic "International management strategy"

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Muñoz Castillo, Raul, Glen Hearns, Denea Larissa Trejo, and Luis Pabon Zamora. Joined by Water (JbW): IDB's Transboundary Waters Program. Inter-American Development Bank, 2021. http://dx.doi.org/10.18235/0003201.

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This discussion paper scopes out the IDBs initiative to engage in transboundary waters (TW) projects in Latin America and the Caribbean (LAC). The document is organized into four sections: brief history and overview of the TWs approach; international evidence on TW cooperation; a diagnosis of the current situation of TW in LAC; and presents the strategy of the new IADB transboundary water program (Joined By Water) which aims at enhancing the governance and management of transboundary waters in Latin America and the Caribbean (LAC). The document has been prepared in consultation with multiple stakeholders related to transboundary waters issues in LAC.
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Torres-Mancera, Rocio, Carlos de las Heras-Pedrosa, Carmen Jambrino-Maldonado, and Patricia P. Iglesias-Sanchez. Public Relations and the Fundraising professional in the Cultural Heritage Industry: a study of Spain and Mexico / Las relaciones públicas y el profesional de la captación de fondos en la industria del patrimonio cultural: un estudio de España y México. Revista Internacional de Relaciones Públicas, 2021. http://dx.doi.org/10.5783/rirp-21-2021-03-27-48.

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The present research aims to understand the current situation of strategic communication and public relations applied in the professional field of fundraising in the cultural heritage environment. It observes the current patterns used in the sector to obtain and generate long-term sustainable funding, through the stimulation of investors and International Cooperation projects from the European Union in line with UNESCO. Two international case studies are compared: Spain and Mexico, through the selection of territorial samples in Malaga and San Luis Potosi. The methodology used is based on a combination of in-depth interviews with key informants and content analysis. In the first instance, the degree of application of communication and public relations tools for strategic purposes to directly attract economic resources to the management of cultural heritage (tangible and intangible) in the region is studied. In line with the results obtained, the current parameters and key indicators of the profile of the fundraising professional in public and private cultural management are presented.
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Tiefenthaler, Brigitte. Evaluierung der Nationalen Vernetzungsplattformen des BMBWF. Technopolis Group - Austria, 2020. http://dx.doi.org/10.22163/fteval.2020.507.

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As part of the initiative "Strategic Networking Platforms in the Context of Major Societal Challenges", the BMBWF funded four networking platforms, starting in mid-2016: - Network Ageing - Ageing and Demographic Change as Challenge and Opportunity". - National networking platform for personalised medicine (ÖPPM) - National networking platform for "Sustainable Water Systems - National Networking Platform for "European and International Climate Agendas The three-year funding periods of these networking platforms will end in 2020 at the latest. Therefore, the EU and OECD Research Policy Division (Division V) responsible for the networking platforms OECD Research Policy (Department V/5) of the BMBWF commissioned Technopolis Group Austria to evaluate the National Networking Platforms of the BMBWF. The aim was to analyse what has been achieved so far and, on this basis, to develop recommendations for future work, both individually for each funded networking platform and for the design and management of the platform initiative itself by the BMBWF - with regard to the latter, the four funded networking platforms serve as pilot projects.
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Aiginger, Karl, Andreas Reinstaller, Michael Böheim, et al. Evaluation of Government Funding in RTDI from a Systems Perspective in Austria. Synthesis Report. WIFO, Austria, 2009. http://dx.doi.org/10.22163/fteval.2009.504.

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In the spring of 2008, WIFO, KMU Forschung Austria, Prognos AG in Germany and convelop were jointly commissioned by the Austrian Federal Ministry for Transport, Innovation and Technology and the Austrian Federal Ministry of Economy, Family and Youth to perform a systems evaluation of the country's research promotion and funding activities. Based on their findings, six recommendations were developed for a change in Austrian RTDI policy as outlined below: 1. to move from a narrow to a broader approach in RTDI policy (links to education policy, consideration of the framework for innovation such as competition, international perspectives and mobility); 2. to move from an imitation to a frontrunner strategy (striving for excellence and market leadership in niche and high-quality segments, increasing market shares in advanced sectors and technology fields, and operating in segments of relevance for society); 3. to move from a fragmented approach to public intervention to a more coordinated and consistent approach(explicit economic goals, internal and external challenges and reasoning for public intervention); 4. to move from a multiplicity of narrowly defined funding programmes to a flexible, dynamic policy that uses a broader definition of its tasks and priorities (key technology and research segments as priority-action fields, adequate financing of clusters and centres of excellence); 5. to move from an unclear to a precisely defined allocation of responsibilities between ministries and other players in the field (high-ranking steering group at government level, monitoring by a Science, Research and Innovation Council); 6. to move from red-tape-bound to a modern management of public intervention (institutional separation between ministries formulating policies and agencies executing them, e.g., by "progressive autonomy").
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Cabrita, Maria Teresa, Ana David, and Gonçalo Vieira. Portuguese Polar Program Annual Report 2020. Centro de Estudos Geográficos, Universidade de Lisboa, 2021. http://dx.doi.org/10.33787/ceg20210001.

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The Portuguese Polar Program - PROPOLAR is funded by the Fundação para a Ciência e a Tecnologia ( based at Instituto de Geografia e Ordenamento do Território ( of the University of Lisbon ( The coordination of PROPOLAR is led by the Centro de Estudos Geográficos from Instituto de Geografia e Ordenamento do Território University of Lisbon (CEG/IGOT ULISBOA), under a Coordinating Committee that includes members from 4 other research centres, namely the Centro de Ciências do Mar University of Algarve (CCMAR UALG), the Centro de Ciências do Mar e do Ambiente University of Coimbra (MARE UC), the Centro de Química Estrutural from Instituto Superior Técnico University of Lisboa (CQE/IST ULISBOA), and the Centro Interdisciplinar de Investigação Marinha e Ambiental University of Oporto (CIIMAR U PORTO) Gonçalo Vieira (CEG/IGOT ULISBOA) is the Head of the program The remarkable effort and commitment of the Portuguese Polar scientists, within the framework of the International Polar Year ( 2007 08 were key to promote awareness of the importance of Polar science and research for Portugal A strategic plan encompassing three main objectives was then set out to i creating a Portuguese Polar Program focused on polar research and innovation and supporting the young generation of Polar scientists,scientists,( signing the Antarctic Treaty, and ( implementing a national Polar education and outreach program With the support of the FCT, PROPOLAR started in 2007 Portugal ratified the Antarctic Treaty in 2010 and the Madrid Protocol in 2014 and has established liaisons with major international Polar scientific and management organisations and networks PROPOLAR in close connection with the FCT, has ensured consolidation and sustainability of the development of Portuguese Polar science
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Safeguarding through science: Center for Plant Health Science and Technology 2008 Accomplishments. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, 2009. http://dx.doi.org/10.32747/2009.7296842.aphis.

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The Center for Plant Health Science and Technology (CPHST) was designed and developed to support the regulatory decisions and operations of the Animal and Plant Health Inspection Service’s (APHIS) Plant Protection and Quarantine (PPQ) program through methods development work, scientific investigation, analyses, and technology—all in an effort to safeguard U.S. agriculture and natural resources. This 2008 CPHST Annual Report is intended to offer an in-depth look at the status of its programs and the progress it has made toward the Center’s long-term strategic goals. One of CPHST’s most significant efforts in 2008 was to initiate efforts to improve the Center’s organizational transparency and overall responsiveness to the needs of its stakeholders. As a result of its focus in this area, CPHST is now developing a new workflow process that allows the customers to easily request and monitor projects and ensures that the highest priority projects are funded for successful delivery. This new system will allow CPHST to more dynamically identify the needs of the agency, more effectively allocate and utilize resources, and provide its customers timely information regarding a project’s status. Thus far, while still very much a work in progress, this new process is proving to be successful, and will continue to advance and expand the service to its customers and staff. The considerable and growing concern of homeland security and the management of critical issues drives CPHST to lead the methods development of science-based systems for prevention, preparedness, response, and recovery. CPHST is recognized nationally and internationally for its leadership in scientific developments to battle plant pests and diseases.
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