Academic literature on the topic 'Organisational strategy'
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Journal articles on the topic "Organisational strategy"
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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.
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Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study. Findings The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels. Originality/value The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.
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Twum-Darko, Michael, and Tiko Iyamu. "Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa." Journal of Governance and Regulation 4, no. 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.
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The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.
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Howell, Gwyneth V. J., and Rohan Miller. "Maple Leaf Foods: Crisis and Containment Case Study." Public Communication Review 1, no. 1 (2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.
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Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.
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Mia, Lokman, and Lanita Winata. "Manufacturing strategy and organisational performance." Journal of Accounting & Organizational Change 10, no. 1 (2014): 83–115. http://dx.doi.org/10.1108/jaoc-10-2011-0048.
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Purpose – The extant literature suggests that an increasing number of organisations are adopting manufacturing strategies such as JIT practices to continuously improve provision of products and associated services desired by customers. The authors aim to investigate the relationship between adoption (implementation) of JIT practices and organisational performance taking into account the role of market competition and managerial use of management accounting system (MAS) information. Design/methodology/approach – Data for the study were collected from 92 general managers of Australian manufacturing organisations. Mailed questionnaire and personal interviews were used to collect the data. Findings – The results reveal that market competition and managerial use of MAS (hereafter, the use of MAS) information impact the relationship between an organisation's adoption of JIT practices and its financial performance. The results reported in prior studies on the relationship are mixed; some studies report a positive relationship while others report no relationship. This study explains with empirical evidence when adoption of JIT practices provides financial benefits and when it does not. Research limitations/implications – The results are of interest to researchers and managers to understand performance implications of adoption of JIT practices and the use of MAS information. For researchers, the results make an incremental contribution to knowledge by revealing that adoption of JIT practices is beneficial in situations where it is supported by the use of MAS information in high competition market. For managers, the results highlight that an organisation will perform better in competitive market if it adopts JIT practices and its managers' information needs are met by its MAS. Specifically, the results will help managers to decide when adoption of JIT practices is beneficial, thereby help prevention of suboptimal decisions and the associated costs. Originality/value – The study challenges the inconclusive results reported in previous studies on the relationship between firms' adoption of JIT practices and financial performance and offers explanations for those results. The results show that benefits from an organisation's adoption of JIT practices are not universal. Rather, the benefits occur in situations where the use of MAS information and market competition are high.
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de Salas, Kristy, and Craig Huxley. "Enhancing visualisation to communicate and execute strategy." Journal of Strategy and Management 7, no. 2 (2014): 109–26. http://dx.doi.org/10.1108/jsma-10-2012-0055.
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Purpose – Developing an organisational, business, or corporate strategy is an important process which sets the direction and the scope for the business, over a period of time. While any organisation can create their own strategy, not all strategies are well executed and lead to business success. What is required is a process that provides a holistic understanding of an organisational strategy, and clear links between the elements of the strategy and the organisational processes that will be central to its execution. The paper aims to discuss these issues. Design/methodology/approach – This paper describes three case studies of medium-sized organisations that were the research context in which the methodology for developing and representing Strategy-to-Process Maps was developed and iteratively refined. Findings – Each of these three case organisations had identified a need to better understand their strategic objectives by a stronger visual representation of the components of their strategy, as well as a need to identify how their daily operational tasks contributed to, or distracted from, the achievement of their strategic goals. These cases assisted in the creation of a method of both facilitating better understanding of strategy through visualisation, and better execution through linking strategy to process. This methodology resulted in the employees of these organisations gaining a much stronger understanding of the strategic directions of the organisation and improved the three elements of effective strategy execution: visibility; leverage and responsiveness. Originality/value – Strategy-to-Process Maps provide a new way in which organisations can communicate without reliance on any specific strategy development methodology; and can execute their strategy more effectively by linking it closely with organisational processes.
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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.
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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have proven successful for organisations, according to the literature. The review discovered that organisational culture and strategy are interwoven and that organisational strategy starts with a summary of the organization's beliefs, norms, and values. Because both serve the same aim, the study further proved that organisational culture may be viewed as an organisational strategy. The study's findings demonstrate that organisational culture is a distinct organisational growth approach in and of itself. The findings imply that maintaining an organization's culture is a tactic used to outperform rival companies.
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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.
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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.
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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.
Dissertations / Theses on the topic "Organisational strategy"
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Smirnov, Vitaliy. "Business strategy and organisational development : organisational archetypes and sociocognitive processes in the frameworks of configurational approach." Thesis, University of Bedfordshire, 2007. http://hdl.handle.net/10547/622112.
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A large number of studies suggest that the content of strategy becomes more multifaceted and elaborate and characterised by progressive development over time. Recently, a growing number of researchers argue that strategy can become simple, stable and inert over time. This study investigates how changes of sociocognitive processes at individual, group and organisational levels influence organisational processes and strategic decisions. It adopts configurational approach to strategy development and its concepts (configurations, transformations, archetypes) as a framework. Thus, the purpose is to provide a characterisation of strategy development by analysing the integration of four key research dimensions (social, cognitive, organisational performance and contextual) into one coherent theoretical structure - the model of organisational archetypes. This four-dimensional model is developed from the analysis of fifty one Ukrainian organisations using quantitative and qualitative research methods (questionnaire, interview and group interview) according to the logical structure of configurational research (modelling the sociocognitive basis, modelling the "fit between research dimensions and modelling configurations and archetypes). Following on from this, the model of organisational archetypes is validated in four other organisations through the development of a test of organisational internal creative environment in order to identify their configurations (current conditions) and archetypes (strategic perspectives). The procedure of this test includes the following sequence of actions: identifying sociocognitive characteristics of organisational members and the organisational internal creative environment, identifying periods of transformation and configuration in the process of organisational development, researching characteristics of the business-environment, and identifying appropriate organisational archetypes. The model of organisational archetypes developed in this thesis allows the identification of current and prospective organisational conditions and making relevant strategic decisions that reflect and anticipate changes in organisational internal and external environments. Thus, changes in the organisational internal creative environment (sociocognitive characteristics of organisational members) reflect changes in the business-environment and organisational performance and transform the characteristics of strategic decisions from multifaceted and elaborate to simple and inert and vice versa.
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Coule, Tracey M. "Sustainability in voluntary organisations : exploring the dynamics of organisational strategy." Thesis, Sheffield Hallam University, 2008. http://shura.shu.ac.uk/19503/.
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This thesis aims to develop further understanding of organisational sustainability in the voluntary sector, as a complex and dynamic phenomena inextricably linked to capacity for survival. In taking a holistic approach to exploring the dynamics of sustainability, the study considers the influencing factors, both internal and external, that can drive strategic change within voluntary organisations through an extensive multi-method research programme incorporating exploratory focus groups, descriptive survey fieldwork and multiple-case studies. Specifically, the research outlines the major internal and external systems that are important for voluntary organisations to consider when developing strategies for sustainability and, perhaps more importantly, explores the interconnections between them. The thesis departs from much of the dedicated voluntary sector literature, which often adopts a rationalist prescriptive approach to organisation and management. In aiming to advance something of a more critical approach, which considers what may be termed the 'emotional' side of strategy, the study makes a key contribution to the voluntary sector strategy literature. Ultimately, the author argues that to study, govern and manage voluntary organisations involves thinking about philosophy, politics and ethics. In the context of developing strategies for sustainability, this equates to considering who says what the job is, how it should be done, and how people are affected by doing it one way rather than another. In this regard, it would appear that acceptance and legitimisation of certain (pluralist or unitary) approaches to strategy and change is associated with the coherence between that approach and the social values expressed in the organisation's service work. It is argued that there is potential for voluntary organisations to utilise the strategy process to surface, articulate and test assumptions across organisational functions and hierarchy. This is especially relevant because of the turbulent environment that many organisations in the voluntary sector face and the diversity of the many stakeholders who have an interest in the organisation's long-term ability to achieve its mission. In these circumstances, it is unlikely that those individuals at the apex of the organisation (be they trustees and/or senior management) will be able to 'figure it out from the top' and have everyone else 'following the orders'. The practical implication of the thesis is that if strategy is, at least partly, about collective purpose and shared visions of the future, trustees and managers of voluntary organisations must recognise this explicitly in the way they create strategy. Indeed, the study demonstrates how some voluntary organisations have deeply involved individuals throughout the organisation in the strategy process as a means of creating, raising and sustaining commitment to a cocreated future vision of the organisation.
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Baumann, Stuart Andrew Craig. "Papers on organisational governance and strategy." Thesis, University of Edinburgh, 2017. http://hdl.handle.net/1842/25737.
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The papers of this thesis all look at different aspects of organisational governance and strategy. In particular these papers look at organisations that seem to be behaving in counterintuitive ways. For instance all around the world governments often spend disproportionately large amounts of money in the few months at the end of the fiscal year and in the private sector firms often advertise against their rivals even though by doing so they may face greater competition from these rival firms. In these papers I look into whether these behaviours are as a result of a strategy or perhaps reflect some form of a problem in organisational governance. I try to analyse the effects on market efficiency and what steps a government or regulator might take to improve the outcome of the market. The approach is generally theoretical but in the case of the first paper on government spending I calibrate a theoretical model to Northern Ireland spending data. In the rest of this document see non-technical abstracts for my three papers. Note that in order to avoid maths I had to simplify papers considerably so these nontechnical abstracts should not be cited.
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Jordan, Ernest. "Information strategy: a model for integratingcompetitive strategy, organisational structure and information systems." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31233582.
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Lanc, David. "Holistic information systems strategy for organisational management (HISSOM)." Thesis, Heriot-Watt University, 2006. http://hdl.handle.net/10399/105.
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Reddy, Melissa. "The effect of organisational culture on strategy execution." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59757.
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The results of this study showed that there is an overall positive relationship between captive solar PV technology and economic growth. Furthermore, it was identified that finding an ideal penetration level is possible, however there are a number of constraints and variables that need to be considered when modelling the ideal penetration level. Participants mentioned a few approaches to how the ideal penetration level may be found. One approach could be to align the motivators for solar penetration, and the motivators for the need to find an ideal penetration and ensure that the one does not overly influence the other, i.e., they need to meet at a neutral point. Moreover, it can be deduced that the ideal penetration will be at a point where the economic benefits are high. Additionally, there are a number of drivers that motivate the need to find an ideal penetration level, and these were found to be similar to those that were mentioned in existing studies.<br>Mini Dissertation (MBA)--University of Pretoria, 2017.<br>nk2017<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
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Ambrutytė, Zita. "Management control : linking strategy with inter-organisational relationships /." Linköping : Department of Management and Engineering, Linköping University, 2008. http://www.bibl.liu.se/liupubl/disp/disp2008/arts458s.pdf.
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Richards, Jonathan David. "Implementing strategic decisions : an analysis of decision content, organisational context and managerial strategy." Thesis, University of Manchester, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.631235.
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The management of strategic change has come to be viewed as a complex and difficult area of organisational analysis, both from a theoretical academic and practical management point of view. However, much of the literature on the subject is typically characterised by high levels of normativism and a general lack of analytical depth or sophistication. Empirical studies attempting to capture the complex, dynamic and contextually-embedded character of strategic decision implementation are rare. Those that exist are typically long on description and short on analytical insight. Comparative studies in this field, guided by coherent conceptual frameworks, remain largely unexplored. In recognising these problems, the research presented in this thesis sets out to examine and compare strategies and processes of decision implementation across a diverse range of organisational contexts. The theoretical framework adopted for the study is predicated on the idea that the nature and form of processes of implementation is critically influenced by the interrelationship between three central determining factors - the managerial strategies employed to effect change, the nature or content of the decision issue being implemented, and the wider institutional setting within which the process occurs. The essence of this interrelationship is captured in the concept of implementation system congruence, which identifies the extent to which strategies of implementation adequately address the requirement for staff and employees not only to understand the decision issue, but also to demonstrate sufficient levels of commitment to ensure it is translated into action. The programme of research is conducted using a qualitative case study method within eight British organisations, examining the process of implementation relevant to one decision in each case. All eight decisions are strategic in nature in that they are perceived to be important or consequential by the organisations concerned. Two of the organisations are in the motor component manufacturing industry; the others are a financial institution, a charity, a power station, a printing company, a telemarketing agency and a grammar school. Each detailed study is analysed in a comparative manner alongside the other seven in an effort to derive valid analytical generalisations on the process of strategic decision implementation. The concept of implementation system congruence is found to be extremely useful in understanding relationships between the strategies, content and context of change, and their association with ultimate process outcomes. The research also underscores the nonlinear and dynamic nature of change and the critical need for change managers to assimilate and respond to unforeseen contingencies as processes of implementation unfold over time. In this respect, the notion that the implementation of consequential business decisions seems to require strong commitment, patience, perseverance and repetition fits well with the empirical fmdings of this study. Finally, the broader context in and around the organisation is also revealed to have an important influence in creating a social backdrop against which implementation activities and decision issues are shaped, interpreted and evaluated by others. Levels of trust between sponsors and recipients are singled out as an especially prominent element of an organisation's social context influencing the former's capacity to effect change. 22 No portion of the work referred to in the thesis has been submitted in support of an application for another degree or qualification of this or any other university or other institute of learning. 1. Copyright in text of this thesis rests with the Author. Copies (by any process) either in full, or of extracts, may be made only in accordance with instructions given by the Author and lodged in the John Rylands University Library of Manchester. Details may be obtained from the Librarian. This page must form part of any such copies made. Further copies (by any process) of copies made in accordance with such instructions may not be made without the permission (in writing) of the Author. 2. The ownership of any intellectual property rights which may be described in this thesis is vested in the University of Manchester, subject to any prior agreement to the contrary, and may not be made available for use by third parties without the written permission of the University, which will prescribe the terms and conditions of any such agreement. Further information on the conditions under which disclosures and exploitation may take place is available from the Head of the Faculty of Business Administration, Manchester Business School.
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Brunninge, Olof. "Organisational Self-understanding and the Strategy Process : Strategy Dynamics in Scania and Handelsbanken." Doctoral thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entrepreneurskap, Marknadsföring, Management), 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-166.
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This thesis investigates the role of organisational self-understanding in strategy processes. The concept of organisational self-understanding denotes members’ understanding of their organisation’s identity. The study illustrates that strategy processes in companies are processes of self-understanding. During strategy making, strategic actors engage in the interpretation of their organisation’s identity. This self-understanding provides guidance for strategic action while it at the same time implies understanding strategic action from the past. Organisational self-understanding is concerned with the maintenance of institutional integrity. In order to achieve this, those aspects of selfunderstanding that have become particularly institutionalised need to develop in a continuous manner. Previous literature on strategy and organisational identity has put too much emphasis on the stability/change dichotomy. The present study shows that it is possible to maintain continuity even in times of change. Such continuity can be established by avoiding strategic action that is perceived as disruptive with regard to self-understanding and by providing interpretations of the past that make developments over time appear as free from ruptures. Self-understanding is hence an inherently historical phenomenon. Empirically, this study is based on in-depth case studies of strategy processes in two large Swedish companies, namely the truck manufacturer Scania and the bank Handelsbanken. In each of the companies, three strategic themes in which organisational self-understanding has become particularly salient are studied.
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Jordan, Ernest. "Information strategy : a model for integrating competitive strategy, organisational structure and information systems /." [Hong Kong : University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13645997.
Full textBooks on the topic "Organisational strategy"
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Jensen, Michael C. Foundations of organizational strategy. Harvard University Press, 1998.
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Hoggett, Paul. Modernisation, political strategy and the welfare state: An organisational perspective. School for Advanced Urban Studies, University of Bristol, 1990.
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Morgan, R. F. A framework for defining INTERNET marketing strategy through inter-organisational collaboration. Sheffield University, School of Management, 1997.
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Ahrens, Thomas. Management accounting and strategy: Practitioners' temporal integration into emergent organisational action. University of Southampton, 1996.
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Morgan, R. F. A framework for defining INTERNET marketing strategy through inter-organisational collaboration. Sheffield Management School, 1997.
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Prins, G. Testing theories on structure and strategy: An assessment of organizational knowledge. Eburon, 2000.
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Prins, G. Testing theories on structure and strategy: An assessment of organizational knowledge. Eburon, 2000.
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Payne, Roy. Crafting a strategy for understanding the effects of I.T. on organisational structures. Manchester Business School, 1990.
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Cooke, Fang Lee. Human resource strategy to improve organisational performance: A route for British firms. ESRC Centre for Business Research, University of Cambridge, 2001.
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Lee, Clifford Dean. The relationship between coaches' leadership style, strategy and organisational culture on success. Microform Publications, College of Human development and performance, University of Oregon, 1989.
Find full textBook chapters on the topic "Organisational strategy"
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Calvard, Thomas. "Diversity as Organisational Strategy." In The Psychology of Ethnicity in Organisations. Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-33014-7_10.
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Redfern, Jayne. "Organisational strategy and portfolio management." In Strategic Portfolio Management. Routledge, 2022. http://dx.doi.org/10.4324/9780367853129-4.
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Srivastava, Amit, and Sushil. "Adapt: A Critical Pillar of Strategy Execution Process." In Organisational Flexibility and Competitiveness. Springer India, 2014. http://dx.doi.org/10.1007/978-81-322-1668-1_2.
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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Strategy and Changing Business Environment." In Human Resource Management for Organisational Change. Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-1.
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Akrofi, Solomon. "Aligning executive development with organisational strategy." In Value Creation through Executive Development. Routledge, 2018. http://dx.doi.org/10.4324/9781351271561-6.
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Tipurić, Darko. "Organisational Culture, Leadership Language and Integration of the Collective." In The Enactment of Strategic Leadership. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_7.
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AbstractThis chapter concentrates on organisational culture as a system of beliefs, understandings, and ways of thinking which is common to everyone in the organisation and implies a specific, distinct form of behaviour. Strategic leadership is inseparable from the cultural stage built on shared assumptions, symbols, language, and behaviour patterns. Further on, this chapter explains the concept of network of trusts; Trust in the collective is the condicio sine qua non for creating and implementing organisational strategy. Leadership language and rhetoric are constructs inseparable from strategic leadership; Top strategic leaders are narrators and orators and are good at storytelling and creating other narratives that enhance the plausibility of action and encourage togetherness in fulfilling organisational objectives.
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Tipurić, Darko. "Strategic Direction." In The Enactment of Strategic Leadership. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_5.
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AbstractIn this chapter, the focus is on a strategic direction which is the starting point of strategy and the foothold of strategic leaders. Strategic direction determines the space available for organisational action and major business decisions; it is a guide of sorts for interaction with the future environment. It is especially important when innovative and visionary actions require a special kind of leadership and managerial skills. Mission and vision are argued to be mutually connected and inseparable constructs that are both comprised in the category of strategic direction. Mission creates a context in which vision is shaped, strategic objectives defined, and strategic activities developed while vision gives a purpose of action and it can be viewed as both a rationale of the organisation and a foundation for building commitment and inspiring stronger engagement of the organisation’s members.
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Kehm, Barbara M., and Ulrich Teichler. "Organisational Strategy and the Profile of Cher Members." In The Development of Higher Education Research in Europe. SensePublishers, 2013. http://dx.doi.org/10.1007/978-94-6209-401-7_3.
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Currie, Graeme. "The Influence of Middle Management upon Emergent Strategy: a case for more microempirical studies." In Organisational Behaviour in Health Care. Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1057/9780230379398_11.
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Lanc, D., and L. M. MacKinnon. "A Holistic Information Systems Strategy for Organisational Management — Hissom." In Enterprise Information Systems II. Springer Netherlands, 2001. http://dx.doi.org/10.1007/978-94-017-1427-3_24.
Full textConference papers on the topic "Organisational strategy"
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Storvang, Pia. "Space as organisational strategy." In Design Research Society Conference 2016. Design Research Society, 2016. http://dx.doi.org/10.21606/drs.2016.443.
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Durden, Associate Professor Chris. "Organisational Practices that Support Strategy." In 4th Annual International Conference on Accounting and Finance (AF 2014). Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-1997_af14.09.
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"IMPACTS OF E-LEARNING ON ORGANISATIONAL STRATEGY." In 1st International Conference on Web Information Systems and Technologies. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0001227004740481.
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Martos, Manuel C. Vallejo, José M. Antequera Solís, and M. Carmen Ruiz Jiménez. "Are Family Firms More Harmonious Organisations?: An Analysis of the Effects of Organisational Harmony on Their Performance." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.09.
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Low Seng Chua, Albert. "Doing Business in Vietnam: A strategic perspective on Organisational Learning." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.16.
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Čarapić, Anđelka, Mladen Čudanov, and Ondrej Jaško. "Comparative Analysis of Waterfall and Agile Approach to Organisation in the Star Model Context." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_260.
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This article presents a comparative analysis of agile in relation to traditional approaches in the organisation of software systems development, shows the differences through the elements of the organisational system (strategy, structure, processes, values, human resources, reward system, etc.) using the STAR organisation model. Further, the goal is to present theoretical views in the context of a project that aims to establish an identity and data access management system. Our empirical insights come from the development team task management in the Jira software solution for supporting software development. The result of the research is presented in the form of a comparative analysis based on the search for optimal software development method approach during an identity management project. This paper can contribute to deciding in which situations teams can consider to apply Waterfall, and in which agile approaches for the development of software systems.
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ELIA, VALERIO. "THE "VIRTUALNESS" STRATEGY OF THE E-BUSINESS MANAGEMENT SCHOOL." In Proceedings of the Workshop on Organisational Networks as Distributed Systems of Knowledge. PUBLISHED BY IMPERIAL COLLEGE PRESS AND DISTRIBUTED BY WORLD SCIENTIFIC PUBLISHING CO., 2004. http://dx.doi.org/10.1142/9781860947339_0011.
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Gilliland, Sonja, Paula Kotze, and Alta van der Merwe. "Work Level Related Human Factors for Enterprise Architecture as Organisational Strategy." In 2015 International Conference on Enterprise Systems (ES). IEEE, 2015. http://dx.doi.org/10.1109/es.2015.12.
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Colberg, Tim. "ORGANISATIONAL RESILIENCE: CREATING AMBIDEXTERITY IN STRATEGIC AND OPERATIONAL RESILIENCE." In 12th International Scientific Conference „Business and Management 2022“. Vilnius Gediminas Technical University, 2022. http://dx.doi.org/10.3846/bm.2022.770.
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In the current unstable business environment, resilience in organisations might be an enabler to withstand this uncertainty. This study aims to separate strategic and operational resilience and discuss the simultaneous ap-proachability to enhance the understanding of resilience. Therefore, this conceptual research applies a literature review of leading publications in organisational ambidexterity and organisational resilience. Achieving organisational resil-ience is possible by seeing resilience, not as a standalone function, but by sensing and seizing opportunities and threats and transforming the business model into a resilient state by pursuing an ambidextrous organisation by exploiting op-erational and exploring strategic resilience. Combining organisational resilience and ambidexterity into one framework can help organisations and management prepare for and deal with uncertainty by building resilience on the strategic and operational levels.
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Nash, Louise. "The Subterranean Fires: Eruptions, Interruptions and Disruptions in Organisational Life and their Strategic Significance." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.20.
Full textReports on the topic "Organisational strategy"
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Granda Tandazo, CV, FY Paladines Galarza, and AV Velásquez Benavides. Digital strategic communication in Ecuador’s public organisations. Current state and future projection. Revista Latina de Comunicación Social, 2016. http://dx.doi.org/10.4185/rlcs-2016-1092en.
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Hyytinen, Kirsi, Katri Kallio, Olli Kuusisto, and Arho Suominen. Making the invisible visible. Towards strategic measures of research and technology organisations (RTOs). Fteval - Platform for Research and Technology Policy Evaluation, 2019. http://dx.doi.org/10.22163/fteval.2019.409.
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Nietschke, Yung. Australian Strategic Partnerships in Remote Education. Australian Council for Educational Research, 2021. http://dx.doi.org/10.37517/978-1-74286-649-9.
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This report highlights the achievements and lessons learned from the pilot stage of the Australian Strategic Partnerships in Remote Education (ASPIRE) initiative which was managed by the Australian Council for Educational Research (ACER) as part of the Australian Department of Foreign Affairs and Trade's Partnerships for Recovery: Australia's COVID-19 Development Response. In its pilot phase ASPIRE partnerships have strengthened collaboration between Australian and Indo-Pacific institutions and promoted the value of Australian expertise in remote teaching and learning to key counterparts in government, tertiary institutions, community organisations and teachers.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 8: Dissemination. University of Dundee, 2022. http://dx.doi.org/10.20933/100001255.
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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 8: Dissemination.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 1: Partnership Building. University of Dundee, 2022. http://dx.doi.org/10.20933/100001248.
Full textAbstract:
In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s Open Research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decisionmakers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of eight knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 1: Partnership Building.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 3: Proposal Development. University of Dundee, 2022. http://dx.doi.org/10.20933/100001250.
Full textAbstract:
In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 3: Proposal Development.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 5: Data Collection. University of Dundee, 2022. http://dx.doi.org/10.20933/100001252.
Full textAbstract:
In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 5: Data Collection.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 2: Generating Priorities and Ideas. University of Dundee, 2022. http://dx.doi.org/10.20933/100001249.
Full textAbstract:
In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s Open Research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decisionmakers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of eight knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 2: Generating Priorities and Ideas.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 6: Data Analysis. University of Dundee, 2022. http://dx.doi.org/10.20933/100001253.
Full textAbstract:
In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 6: Data Analysis.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, et al. IKT for Research Stage 7: Reporting. University of Dundee, 2022. http://dx.doi.org/10.20933/100001254.
Full textAbstract:
In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 7: Reporting.