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Journal articles on the topic 'Strateger'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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1

Slagstad, Rune. "Helsefeltets strateger." Tidsskrift for Den norske legeforening 132, no. 12 (2012): 1479–85. http://dx.doi.org/10.4045/tidsskr.12.0519.

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2

Flaatten, Sverre. "Linedanserne – Straffens strateger og det legale herredømme." Jussens Venner 49, no. 01 (2014): 1–37. http://dx.doi.org/10.18261/issn1504-3126-2014-01-01.

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3

Gundersen, Torbjørn, and Silje M. Tellmann. "Skjulte strateger eller overbeviste fagpersoner? Replikk til Martiniussen." Nytt Norsk Tidsskrift 32, no. 01 (2015): 96–97. http://dx.doi.org/10.18261/issn1504-3053-2015-01-11.

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4

Roos, Merethe. "Talehandlingsteori og musikkforståelse – Quentin Skinner og Reinhart Koselleck som lese-strateger i en teologihistorisk fortolkning av musikk." Tidsskrift for Teologi og Kirke 79, no. 03-04 (2008): 253–65. http://dx.doi.org/10.18261/issn1504-2952-2008-03-04-07.

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5

Tangen, Jan Ove. "«Nasjonale strateger», «familiemedlemmer», «spillets spillere» eller «systemets lakeier»? - – Norsk idrettspolitikk i lys av Slagstad, Selle, Bourdieu og Luhmann." Sosiologisk tidsskrift 23, no. 04 (2015): 215–37. http://dx.doi.org/10.18261/issn1504-2928-2015-04-01.

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6

Rahman, Md Mostafizur, Iftekhar Rahman, and Dr Mushtaq Ahmed. "Integrated Development Strategies: Key Components of Strategic Approaches." International Journal of Engineering Research 3, no. 4 (2014): 274–78. http://dx.doi.org/10.17950/ijer/v3s4/422.

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7

Baharudin, Razana, and Mohamed Ibrahim. "Pengaruh Penjajaran Strategik di Antara Strategi Sistem Maklumat dan Strategi Pengurusan Organisasi Terhadap Kejayaan Sistem Maklumat." Management Research Journal 6 (October 22, 2017): 11–21. http://dx.doi.org/10.37134/mrj.vol6.2.2017.

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8

Zakayo, Dr Charles Mulandi. "Synergies Created by Strategic Fit Between Business Strategies and Human Resource Strategies in Transnational Tea Firms in Kenya." International Journal of Trend in Scientific Research and Development Volume-2, Issue-4 (2018): 2831–40. http://dx.doi.org/10.31142/ijtsrd14532.

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9

Tjedahwati, Tjedahwati, Rizal Syarief, and Hartrisari Hardjomidjojo. "STRATEGI PEMASARAN CV DIANA PHON BOGOR DENGAN PENDEKATAN STAKEHOLDER ENGAGEMENT STRATEGY." Jurnal Teknologi Industri Pertanian 28, no. 2 (2018): 191–98. http://dx.doi.org/10.24961/j.tek.ind.pert.2018.28.2.191.

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10

Harafonova, O. I., and R. V. Yankovoi. "IMPLEMENTATION OF STRATEGIC ALTERNATIVES AND STRATEGIES FOR CHANGES TO ENTERPRISES UNDER CRISIS CONDITIONS." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 57–60. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-57-60.

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11

Pangsy-Kania, Sylwia. "System zarządzania rozwojem w Polsce i rola w nim dokumentów strategicznych." Studia z Polityki Publicznej, no. 3(7) (June 1, 2015): 121–37. http://dx.doi.org/10.33119/kszpp.2015.3.6.

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Od 2009 r. tworzony jest w Polsce nowy system zarządzania rozwojem, w którym szczególne znaczenie przypada planowaniu strategicznemu oraz programowaniu rozwoju. Kształtowanie polityki rozwoju określają dokumenty strategiczne nowej generacji, do których należą: Długookresowa Strategia Rozwoju Kraju Polska 2030. Trzecia fala nowoczesności (DSRK), Strategia Rozwoju Kraju 2020. Aktywne społeczeństwo, konkurencyjnagospodarka, sprawne państwo (SRK 2020) oraz dziewięć strategii rozwoju (tzw. strategie zintegrowane). Jedną z nich jest Strategia innowacyjności i efektywności gospodarki.Autorka stawia t

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12

Asmaul Mustaniroh, Siti, Chafida Rofiatul Chasnaq, and Imam Santoso. "Marketing Strategic Planning of “Dewata” Apple Beverages using Quantitative Strategic Planning Matrix Method." Industria: Jurnal Teknologi dan Manajemen Agroindustri 5, no. 1 (2016): 21–29. http://dx.doi.org/10.21776/ub.industria.2016.005.01.3.

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13

Manisha gaur, Manisha gaur. "Cost and Strategic Management - Application, Framework and Strategies for the Growth of Sme Sector." Indian Journal of Applied Research 1, no. 9 (2011): 154–56. http://dx.doi.org/10.15373/2249555x/jun2012/55.

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14

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 pack

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15

Nashir, Asep Kamaluddin, Yugolastarob Komeini, and Hesti Rosdiana. "Strategic Environment, Strategist, and Strategy." Jurnal Global & Strategis 15, no. 1 (2021): 103. http://dx.doi.org/10.20473/jgs.15.1.2021.103-126.

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Tulisan ini bertujuan untuk menjelaskan irisan dan keterkaitan erat antara lingkungan strategis, strategist, dan strategi dalam perkembangan isu-isu keamanan internasional. Selain itu, faktor national will setiap negara memberikan pemahaman berbeda tentang perspektif strategis dan perumusan strategi yang dihasilkan. Hasil dari tulisan ini menjelaskan bahwa lingkungan strategis menjadi preferensi strategist atau para pengambil kebijakan dalam merumuskan kebijakan atau strategi, dengan mempertimbangkan national will untuk menghadapi perkembangan lingkungan strategis. Dengan kata lain, identifika

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16

Dressler, Marc. "Strategic Channel Management of Saint Bernhard Winery: Direct Versus Indirect Sales." Wine Business Case Research Journal 2, no. 1 (2018): 69–83. http://dx.doi.org/10.26813/wbcrj/2018.02.01/strategic.

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17

Matsumura, Y., N. Fujimoto, X. Yao, J. L. Wyatt, and K. Hagihara. "Near-Optimal Dynamic Grid Task Scheduling of Evolution Strategies(Strategic Soft Computing 2,Session: MP1-C)." Abstracts of the international conference on advanced mechatronics : toward evolutionary fusion of IT and mechatronics : ICAM 2004.4 (2004): 28. http://dx.doi.org/10.1299/jsmeicam.2004.4.28_3.

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18

Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.

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The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use o

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19

VUK, PAVEL, SAŠO NACEVSKI, and RENATA VERTOVŠEK. "OBRAMBNA STRATEGIJA V HIERARHIJI STRATEŠkIH DOkUMENTOV S PODROČJA NACIONALNE VARNOSTI REPUBLIkE SLOVENIJE." CONTEMPORARY MILITARY CHALLENGES, VOLUME 2012/ ISSUE 14/2 (June 30, 2012): 35–55. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.14.2.2.

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Aktualna Obrambna strategija, ki jo je sprejela Vlada Republike Slovenije decembra 2001, je bila izdelana pred več kot desetletjem. Od takrat se je svet zelo spremenil. Dinamika in kompleksnost sodobnih varnostnih razmer sta v sodobnem svetu bistveno bolj prežeti z nepredvidljivostjo, izzivi in problemi, s katerimi se spopada današnji svet, od gospodarske krize prek podnebnih sprememb do boja proti terorizmu, pa so v medsebojni soodvisnosti in zahtevajo celovito razumevanje družbenih pojavov in procesov. Spremembe v mednarodnem varnostnem okolju pomembno vplivajo tudi na vsebino in dinamiko ra

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20

Parnell, John A. "Nonmarket and market strategies, strategic uncertainty and strategic capabilities." Management Research Review 41, no. 2 (2018): 252–74. http://dx.doi.org/10.1108/mrr-05-2017-0151.

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Purpose Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategy. This paper aims to investigate how nonmarket and market strategies are influenced by strategic uncertainties and capabilities and ultimately drive firm performance. Design/methodology/approach A survey addressing strategic uncertainties, capabilities, NMS and market strategy and firm performance was administered online to 193 practicing managers in the USA

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21

Jenish, Nazgul. "Strategic Interaction Model with Censored Strategies." Econometrics 3, no. 2 (2015): 412–42. http://dx.doi.org/10.3390/econometrics3020412.

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22

Gilmore, Abigail. "Local cultural strategies: a strategic review." Cultural Trends 13, no. 3 (2004): 3–32. http://dx.doi.org/10.1080/0954896042000260924.

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23

Protinsky, Howard. "Hypnotic Strategies in Strategic Marital Therapy." Journal of Strategic and Systemic Therapies 7, no. 4 (1988): 29–34. http://dx.doi.org/10.1521/jsst.1988.7.4.29.

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24

Piechocka, Aleksandra. "Zarządzanie reputacją hotelu na portalu TripAdvisor – analiza strategii stosowanych przez polskie hotele." Studia Periegetica 33, no. 1 (2021): 91–105. http://dx.doi.org/10.5604/01.3001.0015.0153.

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Celem artykułu jest zidentyfikowanie strategii stosowanych przez menedżerów polskich hoteli w zarządzaniu reputacją online na portalu TripAdvisor. W tekście zastosowano jakościową analizę odpowiedzi udzielanych przez menedżerów hoteli na opinie gości wystawiane po pobycie w hotelu. Analizie poddano 100 negatywnych opinii (ocenionych na TripAdvisorze jako „okropne” lub „złe”) dotyczących różnych usług świadczonych przez hotele różnych kategorii z 27 miast Polski. Wszystkie opinie pochodzą z 2019 r. W wyniku badań wyodrębniono pięć strategii zarządzania reputacją na portalu TripAdvisor: poszukiw

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25

Szubart, Tomasz. "On Types of Coffee. DeRose's contextualism as an anti-sceptical strategy." Analiza i Egzystencja 44 (2018): 61–81. http://dx.doi.org/10.18276/aie.2018.44-04.

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26

Paramitha, Janna, and H. H. Daniel Tamburian. "Studi Manajemen Strategis Instagram @cchannel_id dalam Menjangkau Publik." Prologia 4, no. 1 (2020): 98. http://dx.doi.org/10.24912/pr.v4i1.6440.

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Nowadays digital media hold an important role in people's lives. An important role that has helped the community is the rise of digital media like Instagram.C Channel Indonesia is one of the companies engaged in digital media, which is Instagram. Strategic management on Instagram @cchannel_id is important to be done in order to know the direction of a company. The long and short term strategies of the company are the determinants of the direction the company is headed for. Strategic Direction Instagram C Channel Indonesia wants to make number one digital media for Indonesian women and build co

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27

Aghajari, Nezal, and Aslan Amat Senin. "Strategic orientation and dual innovative operation strategies." Asia-Pacific Journal of Business Administration 6, no. 2 (2014): 127–47. http://dx.doi.org/10.1108/apjba-07-2013-0075.

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Purpose – The purpose of this paper is twofold. First, to address a key but neglected area of research in operation and strategy that is the association between strategic orientation of the firm and its innovation emphasis on the current and future operation initiatives. Second, to explore and examine respective performance implications of these two kinds of operation strategies. Design/methodology/approach – Data from a carefully designed and conducted survey of Malaysia manufacturing SMEs were analysed using a structural equation modelling approach. Findings – Findings suggest that strategic

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28

Dzankovic-Jerebicanin, Adesa. "Types of possible strategies and strategic options." Ekonomski izazovi 3, no. 6 (2014): 137–53. http://dx.doi.org/10.5937/ekoizavov1406137d.

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29

Hitt, Michael A., R. Duane Ireland, S. Michael Camp, and Donald L. Sexton. "Strategic entrepreneurship: entrepreneurial strategies for wealth creation." Strategic Management Journal 22, no. 6-7 (2001): 479–91. http://dx.doi.org/10.1002/smj.196.

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30

Curry, Nigel. "Nature conservation, countryside strategies and strategic planning." Journal of Environmental Planning and Management 35, no. 1 (1992): 79–91. http://dx.doi.org/10.1080/09640569208711910.

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31

Rubio, Alicia, and Antonio Aragón. "SMES Competitive Behavior: Strategic Resources and Strategies." Management Research: Journal of the Iberoamerican Academy of Management 7, no. 3 (2009): 171–90. http://dx.doi.org/10.2753/jmr1536-5433070301.

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32

Borecka-Biernat, Danuta. "Strategia unikowego radzenia sobie młodzieży w wieku dorastania w sytuacji konfliktu społecznego w kontekście oceny poznawczej konfliktu i modelującego wpływu rodziców." Nauki o Wychowaniu. Studia Interdyscyplinarne 12, no. 1 (2021): 213–29. http://dx.doi.org/10.18778/2450-4491.12.14.

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Celem badań było poszukiwanie osobowościowych i rodzinnych predyktorów strategii unikowego radzenia sobie dorastającej młodzieży w sytuacji konfliktu społecznego. Analiza materiału badawczego wykazała, że sytuacja konfliktu postrzegana jako zagrożenie lub krzywda/strata współwystępuje ze strategią unikowego radzenia sobie młodzieży w sytuacji konfliktu społecznego. Okazało się również, że rodzic stosujący w sytuacji konfliktu społecznego strategię opartą na unikaniu przyczynia się do modelowania u młodzieży strategii unikowego radzenia sobie w sytuacji konfliktu społecznego.

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33

Effendi, Usman, Retno Astuti, and Diana Candra Melati. "Development Strategies of Chocolate Business Using Quantitative Strategic Planning Matrix (QSPM) and Multi Attribute Utility Theory (MAUT) at “Kampung Coklat”, Blitar." Industria: Jurnal Teknologi dan Manajemen Agroindustri 6, no. 1 (2017): 31–40. http://dx.doi.org/10.21776/ub.industria.2017.006.01.5.

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34

Al-Kerboly, Doreyed Muhammed Ahmed Awaad. "The Non-Contiguous Allocation Strategies Performance for k-ary n-cube Connected Multi Computers Using Smallest Job First Scheduling Strategy." International Journal of Psychosocial Rehabilitation 24, no. 5 (2020): 5199–207. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020227.

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35

Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship betw

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36

Kaliappen, Narentheren, and Haim Hilman. "Competitive strategies, market orientation types and innovation strategies: finding the strategic fit." World Journal of Entrepreneurship, Management and Sustainable Development 13, no. 3 (2017): 257–61. http://dx.doi.org/10.1108/wjemsd-11-2016-0048.

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Purpose The purpose of this paper is to review the strategic fit of competitive strategies, market orientation types and innovation strategies. Design/methodology/approach The paper is prepared by reviewing the relevant literatures on competitive strategies, market orientation types and innovation strategies as well as comparing and contrasting the common characteristics to attain fit. Findings The paper presents the criteria for distinguishing the different types of competitive strategies, market orientations and innovation strategies, along with a framework that fits a particular type of com

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37

Ferreira, Luís Miguel D. F., António Carrizo Moreira, and Ricardo Zimmermann. "Strategic fit between innovation strategies and supply chain strategies: a conceptual study." International Journal of Value Chain Management 10, no. 3 (2019): 258. http://dx.doi.org/10.1504/ijvcm.2019.10022071.

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38

Shahsiahi, Mahdi, and Amirreza Naghsh. "Developing the human resource strategies with the approach to Strategic Reference Points (SRP) (Case Study: The Civil Deputy of the Isfahan Municipality)." Problems and Perspectives in Management 16, no. 1 (2018): 232–44. http://dx.doi.org/10.21511/ppm.16(1).2018.23.

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Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with an approach to strategic reference point (SRP) in Deputy of Civil Affairs of Isfahan Municipality via a hybrid (qualitative and quantitative) method. The model adopted in this research was based on the integrated model proposed by Bamberger and Meshoulam. In the qualitative part, purposive sampling

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39

Broderick, Renae, and Edward E. Lawler. "Strategic Pay: Aligning Organizational Strategies and Pay Systems." Industrial and Labor Relations Review 45, no. 1 (1991): 209. http://dx.doi.org/10.2307/2524720.

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40

Thomas, Kevin, and Peter Roberts. "Metropolitan strategic planning in England: strategies in transition." Town Planning Review 71, no. 1 (2000): 25. http://dx.doi.org/10.3828/tpr.71.1.g07w5w5255305851.

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41

Marx, Matt, and David H. Hsu. "Strategic switchbacks: Dynamic commercialization strategies for technology entrepreneurs." Research Policy 44, no. 10 (2015): 1815–26. http://dx.doi.org/10.1016/j.respol.2015.06.016.

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42

Miller, Susan, David Wilson, and David Hickson. "Beyond planning: strategies for successfully implementing strategic decisions201." Long Range Planning 37, no. 3 (2004): 199. http://dx.doi.org/10.1016/j.lrp.2004.03.008.

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43

Gaspar, Tamás. "Strategia Sapiens – strategic foresight in a new perspective." Foresight 17, no. 5 (2015): 405–26. http://dx.doi.org/10.1108/fs-03-2015-0017.

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44

Richey, Brenda, and Stefan Wally. "Strategic human resource strategies for transnationals in Europe." Human Resource Management Review 8, no. 1 (1998): 79–97. http://dx.doi.org/10.1016/s1053-4822(99)80040-0.

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45

Pehrsson, Anders. "The “Strategic States Model”: strategies for business growth." Business Strategy Series 8, no. 1 (2007): 58–63. http://dx.doi.org/10.1108/17515630710686897.

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46

Lin, Xiaohua, and Jian Guan. "Determinants of influence strategies in international strategic alliances." Journal of Asia Business Studies 9, no. 3 (2015): 273–88. http://dx.doi.org/10.1108/jabs-01-2015-0003.

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Purpose – The purpose of this study is to investigate how relative power and mutual commitment affect partners’ choice of influence strategies and how national culture may moderate these effects in the context of international strategic alliances. Design/methodology/approach – In two experiments involving US and Chinese managers, respectively, the study looks into situations wherein a party’s power is lower, equal or higher, all relative to the other party, and there is high versus low mutual commitment between the two parties. The effects of relative power and mutual commitment on influence s

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47

Kumar, K. Ravi. "The relationship between mixed strategies and strategic groups." Managerial and Decision Economics 8, no. 3 (1987): 235–42. http://dx.doi.org/10.1002/mde.4090080310.

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48

Williams, Paul M. "Community strategies: mainstreaming sustainable development and strategic planning?" Sustainable Development 10, no. 4 (2002): 197–205. http://dx.doi.org/10.1002/sd.197.

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49

Stace, Doug A., and Dexter C. Dunphy. "Translating business strategies into action: Managing strategic change." Strategic Change 1, no. 4 (1992): 203–16. http://dx.doi.org/10.1002/jsc.4240010404.

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50

Smothers, Norman P. "Patterns of japanese strategy: Strategic combinations of strategies." Strategic Management Journal 11, no. 7 (1990): 521–33. http://dx.doi.org/10.1002/smj.4250110704.

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