Academic literature on the topic 'Strategic analysis, strategic potential, strategic, strategic management'
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Journal articles on the topic "Strategic analysis, strategic potential, strategic, strategic management"
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Suraji, Suraji, Syofyan Hasan, Suharyanto Suharyanto, Yonvitner Yonvitner, Sonny Koeshendrajana, Didit Eko Prasetiyo, Arief Widianto, and Agus Dermawan. "NILAI PENTING DAN STRATEGIS NASIONAL RENCANA ZONASI KAWASAN TAMAN NASIONAL KOMODO." Jurnal Sosial Ekonomi Kelautan dan Perikanan 15, no. 1 (June 30, 2020): 15. http://dx.doi.org/10.15578/jsekp.v15i1.8888.
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Kawasan Taman Nasional Komodo dan sekitarnya merupakan salah satu kawasan strategis nasional. Penetapan kawasan ini dikarenakan kawasan Taman Nasional Komodo dan sekitarnya yang terletak di Pulau Flores dan Pulau Sumbawa memiliki potensi dan nilai penting strategis untukdikembangkan sebagai penggerak ekonomi nasional berbasis perlindungan keanekaragaman hayati. Penelitian bertujuan untuk mengkaji nilai penting dan strategis nasional rencana zonasi kawasanstrategis Taman Nasional Komodo. Data primer dan sekunder digunakan dalam penelitian ini. Metode penentuan nilai penting dan strategis nasional yang diwujudkan dalam struktur dan pola ruang RencanaZonasi Kawasan Strategis Nasional (RZ KSN) menggunakan teknik analisis multikriteria yang terdiri dari kebijakan yang bersifat mutlak, scoring/pembobotan dan kesepakatan para pihak. Hasil analisispola ruang laut bernilai penting dan strategis nasional, terdiri dari: Kawasan Pemanfaatan Umum (Pariwisata, Pelabuhan, Pelabuhan Perikanan, Pengelolaan Energi) dan Kawasan Konservasi yangberupa Kawasan Konservasi Perairan, Pesisir dan Pulau-pulau Kecil dan Taman Nasional Komodo yang merupakan inti dari KSN Taman Nasional Komodo serta Alur Laut. Analisis Nilai Penting dan Strategis Nasional yang telah dilakukan menghasilkan Perencanaan Ruang Laut yang bertujuan untuk: (i) mewujudkan kawasan yang dikembangkan untuk perlindungan dan pelestarian Taman Nasional Komodo dan konservasi perairan; dan (ii) kawasan yang berdaya saing berbasis pengelolaan SumberDaya Kelautan dan pariwisata dengan prinsip berkelanjutan untuk kesejahteraan masyarakat. Hasil Kajian direkomendasikan menjadi bahan utama dalam penyusunan Rancangan Peraturan Presiden danpengaturannya dapat dilaksanakan dalam satu ketetapan berupa Peraturan Presiden tentang Rencana Tata Ruang dan Rencana Zonasi Kawasan Strategis Nasional Taman Nasional Komodo.Title: National Strategic and Important Value For Zoning Planof the Komodo National Park The Komodo National Park area and its surroundings are some of the national strategic areas. The designation of this area is due to its location on Flores Island and Sumbawa Island which have potential and importance value to encourage national economy based on biodiversity protection. The research aimed to examine the national strategic and important value of the zoning plan of the Komodo National Park strategic area. Primary and secondary data were used in this study. The method to determine national strategic and important value is embodied in the spatial structure and pattern of the National Strategic Area Zoning Plan (RZ KSN). It used a multi criteria analysis technique consisting of absolute policies, scoring/weighting, and agreement of the parties. The results of the analysis of marine space pattern for national strategic and important value consisted of public areas (tourism, ports, fisheries ports,and energy management) and conservation areas including marine conservation areas for coastal and small Islands, and Komodo National Park which are the core of the National Strategic Area, and the SeaLanes. The analysis of national important and strategic values suggested marine spatial planning that aims to: (i) develop protection and conservation of the Komodo National Park and marine conservationareas; and (ii) establish competitive region based on management of sustainable marine resources and tourism for the welfare of the community. The results of the Study are recommended to be the main ideas in the drafting of the presidential regulation and its arrangements can be carried out in one stipulation in the form of a Presidential Regulation on Spatial Planning and Zoning Plans for the Strategic NationalArea of Komodo National Park.
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Suraji, Suraji, Syofyan Hasan, Suharyanto Suharyanto, Yonvitner Yonvitner, Sonny Koeshendrajana, Didit Eko Prasetiyo, Arief Widianto, and Agus Dermawan. "NILAI PENTING DAN STRATEGIS NASIONAL RENCANA ZONASI KAWASAN TAMAN NASIONAL KOMODO." Jurnal Sosial Ekonomi Kelautan dan Perikanan 1, no. 1 (June 30, 2020): 15. http://dx.doi.org/10.15578/jsekp.v1i1.8888.
Full textAbstract:
Kawasan Taman Nasional Komodo dan sekitarnya merupakan salah satu kawasan strategis nasional. Penetapan kawasan ini dikarenakan kawasan Taman Nasional Komodo dan sekitarnya yang terletak di Pulau Flores dan Pulau Sumbawa memiliki potensi dan nilai penting strategis untukdikembangkan sebagai penggerak ekonomi nasional berbasis perlindungan keanekaragaman hayati. Penelitian bertujuan untuk mengkaji nilai penting dan strategis nasional rencana zonasi kawasanstrategis Taman Nasional Komodo. Data primer dan sekunder digunakan dalam penelitian ini. Metode penentuan nilai penting dan strategis nasional yang diwujudkan dalam struktur dan pola ruang RencanaZonasi Kawasan Strategis Nasional (RZ KSN) menggunakan teknik analisis multikriteria yang terdiri dari kebijakan yang bersifat mutlak, scoring/pembobotan dan kesepakatan para pihak. Hasil analisispola ruang laut bernilai penting dan strategis nasional, terdiri dari: Kawasan Pemanfaatan Umum (Pariwisata, Pelabuhan, Pelabuhan Perikanan, Pengelolaan Energi) dan Kawasan Konservasi yangberupa Kawasan Konservasi Perairan, Pesisir dan Pulau-pulau Kecil dan Taman Nasional Komodo yang merupakan inti dari KSN Taman Nasional Komodo serta Alur Laut. Analisis Nilai Penting dan Strategis Nasional yang telah dilakukan menghasilkan Perencanaan Ruang Laut yang bertujuan untuk: (i) mewujudkan kawasan yang dikembangkan untuk perlindungan dan pelestarian Taman Nasional Komodo dan konservasi perairan; dan (ii) kawasan yang berdaya saing berbasis pengelolaan SumberDaya Kelautan dan pariwisata dengan prinsip berkelanjutan untuk kesejahteraan masyarakat. Hasil Kajian direkomendasikan menjadi bahan utama dalam penyusunan Rancangan Peraturan Presiden danpengaturannya dapat dilaksanakan dalam satu ketetapan berupa Peraturan Presiden tentang Rencana Tata Ruang dan Rencana Zonasi Kawasan Strategis Nasional Taman Nasional Komodo.Title: National Strategic and Important Value For Zoning Planof the Komodo National Park The Komodo National Park area and its surroundings are some of the national strategic areas. The designation of this area is due to its location on Flores Island and Sumbawa Island which have potential and importance value to encourage national economy based on biodiversity protection. The research aimed to examine the national strategic and important value of the zoning plan of the Komodo National Park strategic area. Primary and secondary data were used in this study. The method to determine national strategic and important value is embodied in the spatial structure and pattern of the National Strategic Area Zoning Plan (RZ KSN). It used a multi criteria analysis technique consisting of absolute policies, scoring/weighting, and agreement of the parties. The results of the analysis of marine space pattern for national strategic and important value consisted of public areas (tourism, ports, fisheries ports,and energy management) and conservation areas including marine conservation areas for coastal and small Islands, and Komodo National Park which are the core of the National Strategic Area, and the SeaLanes. The analysis of national important and strategic values suggested marine spatial planning that aims to: (i) develop protection and conservation of the Komodo National Park and marine conservationareas; and (ii) establish competitive region based on management of sustainable marine resources and tourism for the welfare of the community. The results of the Study are recommended to be the main ideas in the drafting of the presidential regulation and its arrangements can be carried out in one stipulation in the form of a Presidential Regulation on Spatial Planning and Zoning Plans for the Strategic NationalArea of Komodo National Park.
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Oral, Muhittin, and Alan E. Singer. "Strategic Analysis Using Actual and Potential Competiveness." Management Research News 15, no. 1 (January 1992): 5–12. http://dx.doi.org/10.1108/eb028189.
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Kyriy, Serhiy, Kseniia Kalienik, Oleg Ananin, Igor Kukin, Iryna Zrybnieva, and Vera Romanova. "Methodological foundations of strategic personnel management." LAPLAGE EM REVISTA 7, no. 3A (August 30, 2021): 26–31. http://dx.doi.org/10.24115/s2446-6220202173a1360p.26-31.
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The paper discusses the content, principles, scientific schools and modern trends in people management in an organization. At methodological tools for evaluating the strategic potential of the organization's people; the method for evaluating the strategic potential of the company's personnel is proposed based on an analysis of the use of the working hours fund. The results of the activities of staff in management positions, colleagues, subordinates and the employee's opinion are determining axes in the perception of the studied object, that is, people respond proactively to the management style according to the structure and planning of organizational praxis.
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Cuthbert, Carol E., and Noel J. Pearse. "Strategic Data Pattern Visualisation." Journal of Systemics, Cybernetics and Informatics 20, no. 1 (January 2022): 122–41. http://dx.doi.org/10.54808/jsci.20.01.122.
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Data visualisation reveals patterns and provides insights that lead to actions from management, thereby playing a mediating role in the relationship between the internal resources of a firm and its financial performance. In this chapter, contingent resource-based theory is applied to the analysis of big data, treating its visualisation as a mode of interdisciplinary communication. In service industries in general and the legal industry in particular, big data analytics (BDA) is emerging as a decision-making tool for management to achieve competitive advantage. Traditionally, data scientists have delved into data armed with a hypothesis, but increasingly they explore data to discern patterns that lead to hypotheses that are then tested. These big data analytics tools in the hands of data scientists have the potential to unlock firm value and increase revenue and profits, through pattern identification, analysis, and strategic action. This exploratory mode of working can increase complexity and thereby diminish efficient management decision-making and action. However, data pattern visualisation reduces complexity, as it enables interdisciplinary communication between data scientists and managers through the translation of statistical patterns into visualisations that enable actionable management decisions. When data scientists visualise data patterns for managers, this translates uncertainty into reliable conclusions, resulting in effective management decision-making and action. Informed by contingent resource theory and viewing these primary and secondary resources as independent variables and performance outcomes such as revenue and profitability as dependent variables, a conceptual framework is developed. The contingent resource-based theory highlights capabilities emerging from the interrelationship between primary and secondary resources as being central to competitiveness and profitability. Data decision-making systems are viewed as a primary resource, while complementary resources are (1) their completeness of vision (i.e., strategy and innovation) and (2) their ability to execute (i.e., operational capabilities). Data visualisation is therefore crucial as a resource facilitating actionable decisions by management, which in turn enhances firm performance. The balance between expert agents' self-reliance and central control, the entity's values, task attributes, and risk appetite all moderate the type of data visualisation produced by data scientists.
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Lucie, Vnouckova, Urbancova Hana, and Smolova Helena. "Strategic talent management in agricultural and forestry companies." Agricultural Economics (Zemědělská ekonomika) 62, No. 8 (August 22, 2016): 345–3. http://dx.doi.org/10.17221/129/2015-agricecon.
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In a time of a constant change, a company with high-quality, talented employees not only has an advantage in the competitive environment but it is also a more attractive proposition for the potential employees. It is also a ‘great place to work’ for the existing employees. The article therefore focuses on the approaches to implementing the strategic talent management which are taken by the agricultural and forestry companies. The paper investigates the position taken regarding the talent management in theory. It is based on the aims of a primary survey, the purpose of which was to develop a deeper understanding of the supporting theoretical concepts underpinning the company approaches to talent. The objective of the work is to identify the main components of the strategic talent management based on the primary survey of companies operating in agriculture and forestry. This is accomplished by evaluating the data obtained from the primary analysis of the methods and approaches used on 101 farms and other agricultural companies. The data comes from the manager surveys for which a single manager represented the given company. The mono-dimensional and multi-dimensional statistics were used to evaluate the data. The results indicate that in 62% of the companies examined are familiar with the principles of the talent management and that the talent management forms part of the mission of the company (48%). A deeper analysis is used to further examine the differences in the approach of the companies included in the study. The paper contains an in depth discussion of the concept of the strategic talent management, as well as identifying the main processes connected with it. Moreover, the paper presents new research findings by defining and validating the main attributes of the strategic talent management (TM); additionally the gap between the awareness of the top management of the talent management concept and its use in practice is found and discussed.
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Lachmann, Maik, Thorsten Knauer, and Rouven Trapp. "Strategic management accounting practices in hospitals." Journal of Accounting & Organizational Change 9, no. 3 (September 13, 2013): 336–69. http://dx.doi.org/10.1108/jaoc-12-2011-0065.
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PurposeThe purpose of this paper is to give an overview of the use of strategic management accounting (SMA) techniques in hospitals under competitive market environments. The paper analyses the dissemination of SMA techniques in consideration of structural characteristics and perform a cluster analysis in order to investigate performance differences between various groups of hospitals.Design/methodology/approachThe paper collected empirical data in a nationwide survey of German general hospitals. Analyses are based on questionnaires from 116 hospitals.FindingsResults show that strategies are applied and regularly adjusted in most hospitals. However, SMA techniques are not in widespread use. The paper explores performance differences between the clusters comprised. The paper finds evidence that the use of SMA techniques varies among hospitals based on their structural characteristics.Research limitations/implicationsThe authors' exploratory analysis suggest that further study exploring both the determinants and effects of the use of SMA techniques in hospitals represents an interesting path for future research. This study is subject to limitations, particularly concerning the limited number of contextual variables and performance measures taken into consideration.Practical implicationsConsidering the limited use of SMA techniques, this paper conclude that hospitals should consider the adoption of additional practices. The paper identifies particular potential for development in the areas of risk management and capital budgeting methods.Originality/valueThis study provides the first comprehensive overview of SMA techniques used in hospitals and advances the literature, which primarily includes case study evidence on single SMA techniques or analyses of the impact of strategies and health reforms on “conventional” management accounting practices. This paper, then, constitutes a useful starting point for further research on SMA practices in hospitals.
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Dominguez CC, Marta, Jose Luís Galán-González, and Carmen Barroso. "Patterns of strategic change." Journal of Organizational Change Management 28, no. 3 (May 11, 2015): 411–31. http://dx.doi.org/10.1108/jocm-05-2014-0097.
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Purpose – The purpose of this paper is to know how strategic change processes unfold over time and their potential consequences for firms. The study has two main objectives: to identify the actors involved; and to analyze the sequences of changes when a firm experiences strategic change. Design/methodology/approach – To know the temporal sequence of strategic change is per se one of the most important questions of research in management. This is because it allows for a better understanding of how and why organizations change. The qualitative analysis – based on the existing literature on the change processes – aims to capture reality in flight and study long-term processes. Findings – The study identifies strategic change’s essential patterns. It determines when it is appropriate to use these sequences to improve firm performance and it explains that reorganization of the senior management can produce strategic change. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. Practical implications – To know the strategic change circumstances and, over all, the sequence of the change process, could accelerate its implementation in a time when the speed is essential for the company competitiveness. Originality/value – The paper studies strategic change like a process. The results provide a greater understanding of the strategic change processes carried out by firms which will broaden the theory relating to this subject. The study identifies strategic change’s essential patterns both incremental as radical. By identifying these sequences, it can define the what, how and why of change, and who is involved.
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Bivainis, Juozas, and Andrius Tamošiūnas. "STRATEGIC SOLUTIONS FOR CORPORATE RESTRUCTURING." International Journal of Strategic Property Management 8, no. 1 (March 31, 2004): 45–55. http://dx.doi.org/10.3846/1648715x.2004.9637506.
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The paper analyses solutions of corporate restructuring, specifying the techniques of their application in the context of improvement of strategic management, rationalization of corporate management functions as well as measures to control the restructuring process. The benefit of application of the proposed corporate restructuring solutions is revealed. Greater possibilities to rationalize the restructuring process, use of human potential, material and financial assets, other relevant strategic corporate property, to develop resources of an enterprise and thus to reach greater competitiveness of enterprises are created.
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Borisova, Irina. "Strategic Risk Management in Design Companies (Based on LLC Giprosintez)." Vestnik Volgogradskogo gosudarstvennogo universiteta. Ekonomika, no. 1 (April 2020): 135–45. http://dx.doi.org/10.15688/ek.jvolsu.2020.1.12.
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The article reviews the risks that affect design activities with reference to and critical analysis of existing publications on risk management efficiency. As a result of systematization of risks, the most common problems in the field of design are characterized and a program for managing strategic risks is compiled. Thestrategic risk management program describes the existing categories of strategic risks that design companies tend to face, the design company’s strategic risk analysis, the strategic risk protection policy, strategic risk management scenarios and the organizational breakdown structure for evaluating and managing strategic risks, and the strategic risk management program monitoring procedures. The risk systematization identifies some risk categories, such as operational strategic risks (production risks including personnel-, technology-, planning-, industry- and financerelated, and commercial risks) and strategy-inherent risks. The author suggests a method for risk assessment by expert evaluation. The strategic risk management scenarios presented herein outline the measures that, being properly implemented, decrease the probability of risk occurrence and thus enable to make the risks more controllable and promptly respond to external and internal challenges. The strategic risk management program suggested by the author helps configure the potential strategic approaches to ensure financial stability of a design company.
Dissertations / Theses on the topic "Strategic analysis, strategic potential, strategic, strategic management"
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Budayan, Cenk. "Strategic Group Analysis: Strategic Perspective, Differentiation And Performance In Construction." Phd thesis, METU, 2008. http://etd.lib.metu.edu.tr/upload/12609676/index.pdf.
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The aim of strategic group analysis is to find out if clusters of firms that have a similar strategic position exist within an industry or not. In this thesis, by using a conceptual framework that reflects the strategic context, contents and process of construction companies and utilising alternative clustering methods such as traditional cluster analysis, self-organizing maps, and fuzzy C-means technique, a strategic group analysis was conducted for the Turkish construction industry. Results demonstrate that there are three strategic groups among which significant performance differences exist. Self-organising maps provide a visual representation of group composition and help identification of hybrid structures. Fuzzy C-means technique reveals the membership degrees of a firm to each strategic group. It is recommended that real strategic group structure can only be identified by using alternative cluster analysis methods.
The positive effect of differentiation strategy on achieving competitive advantage is widely acknowledged in the literature and proved to be valid for the Turkish construction industry as a result of strategic group analysis. In this study, a framework is proposed to model the differentiation process in construction. The relationships between the modes and drivers of differentiation are analyzed by structural equation modeling. The results demonstrate that construction companies can either differentiate on quality or productivity. Project management related factors extensively influence productivity differentiation whereas they influence quality differentiation indirectly. Corporate management related factors only affect quality differentiation. Moreover, resources influence productivity differentiation directly whereas they have an indirect effect on quality differentiation.
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Shelton, William T. (William Trotter) 1966. "Web services : a strategic analysis." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/7961.
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Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2003.Includes bibliographical references (leaves 70-75).
This thesis is an investigation of the strategic impact of Web Services on the firm. A literature review was conducted to gain a broad understanding of the research previously done on various related subjects. The core of this thesis is focused on looking at Web Services using time-tested, generally-accepted strategic management frameworks in order to better understand the true potential impact of Web Services. Utilizing in-depth interviews with industry leaders, comprehensive knowledge of Web Services technology, and seminal academic research where appropriate, the author has attempted to derive the strategic implications of Web Services over a three- to five-year horizon.
by William T. Shelton, Jr.
S.M.M.O.T.
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Steingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.
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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.
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Taketomi, Tametsugu. "Comparative analysis of corporate strategic planning." Thesis, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/14271.
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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1990.Title as it appears in the M.I.T. Graduate List, Feb. 1990: Comparative analysis of corporate planning.
Includes bibliographical references (leaves 105-109).
by Tametsugu Taketomi.
M.S.
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Steenkamp, Pieter. "Fidentia : a strategic and corporate governance analysis." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/802.
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Thesis (MBA (Business Management))--University of Stellenbosch, 2007.ENGLISH ABSTRACT: Fidentia became an active player in the South African financial services industry in 2005, only a few years since its inception. This was achieved through aggressive take-overs and a favourable public image boosted by employing known sports personalities and sponsorships of various sports teams, charities and other events. The Fidentia group seemed to go from strength to strength under the leadership of Mr. Arthur Brown assisted by his senior management team of which none more prominent than Mr. Graham Maddock. The group’s main business is Fidentia Asset Management (FAM) which, during 2003 and 2004, secured two of the biggest clients in Fidentia’s history. In 2003 the Transport Education Training Authority (TETA) invested R200,3 million and R1,2 billion of the Mineworkers Provident Fund was placed under its’ management in 2004. The Fidentia group was placed under final curatorship on 27 March 2007, based on reports by the then provisional curators and the Financial Services Board which claimed that their inspectors could not trace R680 million of almost R2 billion under the management of FAM. The analysis of the unfolding Fidentia case will show that without proper strategic planning and management, as well as adherence to suggestions on good corporate governance stakeholders’ risk exposure can be increased. NOTE: The information available till end August was analysed.
AFRIKAANSE OPSOMMING: Fidentia was teen 2005 ‘n aktiewe speler in die Suid-Afrikaanse finansiële dienste industrie, slegs ‘n paar jaar nadat dit gestig is. Dit is bereik deur aggresiewe oornames en ‘n publieke beeld wat versterk is deur bekende sportpersoonlikhede aan te stel en verskeie sportspanne, liefdadigheidsorganisasies en ander gebeurlikhede te borg. Die Fidentia groep het skynbaar van krag tot krag gegaan onder die leierskap van Mnr. Arthur Brown, ondersteun deur sy senior bestuurspan waarvan niemand meer prominent as Mnr. Graham Maddock. Die groep se hoofbesigheid is Fidentia Asset Management (FAM) wat gedurende 2003 tot 2004 twee van die grootste kliënte in Fidentia se geskiedenis verseker het. Gedurende 2003 het die “Transport Education Training Authority (TETA)” R200,3 miljoen by FAM belê en R1,2 biljoen van die “Mineworkers Provident Fund” is in 2004 onder FAM se bestuur geplaas. Die Fidentia group is op 27 Maart 2007 onder finale kuratorskap geplaas gebasseer op verslae deur die destydse voorlopige kurators en die Finansiële Dienste Raad wat beweer het dat hul inspekteure nie R680 miljoen van die amper R2 biljoen onder FAM se bestuur kon opspoor nie. Die analise van die Fidentia saak soos dit ontvou, sal wys dat sonder behoorlike strategiese beplanning en bestuur, asook die voldoening aan voorstelle van goeie korporatiewe bestuur belanghebbendes se blootstelling aan risiko kan verhoog. NOTA: Die inligting beskikbaar tot einde Augustus 2007 is ontleed.
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Nallicheri, Renu Agawal. "Automotive painting--an economic and strategic analysis." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/12304.
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Sun, Yongjiang. "Market and strategic analysis of opinion aggregators." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43105.
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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2008.Includes bibliographical references (leaves 101-103).
This thesis studies an emerging web phenomenon - online opinion aggregator. The thesis first defines what an opinion aggregator is and then applies a holistic framework to analyze the opinion aggregator to understand its key characteristics. The research then zooms in on one of the most popular opinion aggregators, the product review aggregator, to understand its market opportunities, enabling technologies, and business models. The author samples nine product review aggregators based on the content type, the aggregation method, and the relationship with customers. An experiment of comparing product review ratings is also conducted to reveal issues and challenges faced by the product review aggregators.The conclusion of this research is that most review aggregators are still in their startup stage in which they are accumulating product review content and building a bigger user base. Many key enabling technologies such as natural language parsing and web text mining are still in the early stage of the technology evolution. Most of product review aggregators rely on advertising to sustain their businesses. Although aggregating product reviews is a good starting point, an aggregator needs to move towards a more comprehensive product research platform in order to grow its business.This research can be used by product review aggregators that want to gain a holistic understanding of the opinion aggregation eco-system and want to formalize their business strategies. The research also offers insights into the critical success factors of product review aggregators and can be helpful for anyone who wants to start a review aggregation-based business. The market researchers can benefit from this research with a better understanding of opinion aggregators and opportunities presented to the aggregators.
by Yongjiang (Jerry) Sun.
S.M.
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BARATA, BRUNO ALVES. "STRATEGIC MANAGEMENT OF TELECOMMUNICATION EQUIPMENT AND SERVICES VENDORS: AN ANALYSIS OF STRATEGIC CHANGE DONE BY ALCATEL-LUCENT." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2015. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=25480@1.
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Inovação e dinamismo são as palavras que definem o mercado das
telecomunicações nos últimos 15 anos. O modo como as pessoas se comunicam, a
velocidade da transmissão de dados e a diversidade de serviços oferecidos são tão
voláteis que exigem constantemente que as empresas atuantes revisitem seus
planejamentos estratégicos e suas estratégias globais para se manterem
competitivas. O presente trabalho tem como objetivo contribuir para os estudos
sobre gestão estratégica de empresas provedoras de equipamentos e serviços de
telecomunicações que atuam globalmente, analisando, através do método de
estudo de caso, a mudança estratégica adotada pela empresa franco-americana
Alcatel-Lucent no ano de 2013. O levantamento de dados foi feito através de
informações públicas disponíveis nos sites especializados na indústria das
telecomunicações, na base de dados Web of Science, em websites de notícias e no
website da empresa objeto de estudo, além da aplicação de um questionário
estruturado e entrevistas complementares, a fim de capturar as percepções de seus
líderes e colaboradores antes e após a adoção da nova estratégia – The Shift Plan.
Para a análise estratégica esta pesquisa adotou o arcabouço conceitual GI
(genérico integrativo), ferramental que permitiu realizar uma análise da adequação
estratégica da empresa numa perspectiva integrativa sistêmica nos dois momentos:
Antes e após a adoção do The Shift Plan. Com base nos resultados, a pesquisa
evidenciou que a adoção de uma nova estratégia por parte da Alcatel-Lucent era
urgente. O estudo nos permite perceber as lacunas existentes na antiga estratégia,
e como essas lacunas serão preenchidas e corrigidas na adoção da nova estratégia
The Shift.Innovation and dynamism are the words that have defined the telecommunications market in the last 15 years. The way people communicate, the speed of data transmission and the diversity of services offered are so volatile that companies those plays in this market constantly needs to revisit their planning and global strategies to remain competitive. This dissertation aims to contribute to research on strategic management of network equipment vendors that operate globally, analyzing, through the case study method, the strategic change adopted by the French-American company Alcatel-Lucent in the year 2013. All data collection was done through public information available on websites specializing in the telecommunications industry, in the database Web of Science, on news websites and the website of the study subject company, besides the application of a structured questionnaire and additional interviews in order to capture the perceptions of its leaders and employees before and after the adoption of the new strategy - The Shift Plan. For strategic analysis this study The strategic analysis was conducted with the help of Macedo-Soares s framework GI - Generic Integrative – tool, allowing to do a strategic fit company analysis in a systemic integrative perspective in two phases: before and after the adoption of the new strategy The Shift Plan. Based on the results, the research showed that the adoption of a new strategy by the Alcatel-Lucent was urgent. The study allows us to perceive the gaps in the adequacy of the old strategy and how these gaps were and shall be completed and corrected in the adoption of The Shift Plan through a change.
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Marshall, Brian M. "Caryl Crane Children's Theatre A Strategic Analysis." University of Akron / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=akron1302124613.
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Duursema, Lukas. "Analysis of the strategic planning process with specific reference to the operational implementation of strategic plans in Siemens-IC." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51587.
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Thesis (MBA)--Stellenbosch University, 2000.ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds organisations and make them successful in the long term. Siemens-Information and Communications (IC) has realised the need for strategic planning to remain competitive and successful. The implementation of the strategic planning process at Siemens-IC has created the opportunity to do that, but as many have realised, this can only be achieved when the strategic plans have been successfully implemented. The strategic planning process at Siemens-IC is not dysfunctional, in many instances it has achieved a great deal. The problem is therefore not how to fix the strategic planning process, but rather how to improve the implementation of the strategic plans. The successful implementation of strategic plans is summarised by outlining the process used to derive the strategy, the governing principles for defining the strategy, communication of the strategy and organisational accountabilities. These components are supported by a strategy review process that is embedded in the organisational process and improves the implementation of strategic plans. If all of this occurs in the absence of a culture which promotes innovation, creativity and strategic planning as part of all managers' functions, it is doomed to failure. The strategic plans in Siemens-IC could be implemented better if the formulation of strategy is seen as part of the line managers' functions. This would provide the opportunity to improve communication, understanding and implementation of the strategy throughout the organisation right down to the lowest levels. It is also proposed that the implementation of strategic plans should be improved by linking the formulation with the implementation of the strategy. This would ensure that what has been envisioned will also be implemented. The last overall consideration for Siemens-IC is to create an organisational culture of learning. Managers at all levels should realise that formulating and implementing strategy is an ongoing journey that should be managed, and where failures and successes should be seen as opportunities to learn and improve. Achieving a culture of learning would improve the organisation's overall success with the implementation of strategic plans.
AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die maatskappy meer kompeterend en suksesvol te maak. Die implementering van strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien die strategiese planne suksesvol geimplementeer word. Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die implementering van die strategiese planne te verbeter. Die suksesvolle implementering van die strategiese planne word saamgevat deur die prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie reguleer, kommunikasie van die strategie en die organisatoriese verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie, kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders se funksies bestaan nie, sal implementering gedoem word om te faal. Die implementering van strategiese planne in Siemens-IK kan verbeter word deur strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die geleentheid skep vir verbeterede kommunikasie, begrip en implementering van strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste vlakke. Daar word ook aanbeveel dat die formulering en die implementering van strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings en suksesse as geleenthede vir leer en verbetering beskou moet word. Die verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor die algemeen, meer suksesvol maak.
Books on the topic "Strategic analysis, strategic potential, strategic, strategic management"
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Rao, Vithala R. Analysis for strategic marketing. Reading, Mass: Addison-Wesley, 1998.
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Hatten, Kenneth J. Strategic management: Analysis and action. Englewood Cliffs, N.J: Prentice-Hall, 1987.
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K, Narayanan V., ed. Macroenvironmental analysis for strategic management. St. Paul [Minn.]: West, 1986.
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Day, George S. Analysis for strategic market decisions. St. Paul: West Pub. Co., 1986.
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Hatten, Kenneth J. Effective strategic management: Analysis and action. Englewood Cliffs, N.J: Prentice Hall, 1988.
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Phobail, Féile an. Strategic analysis of tourism potential of West Belfast. Belfast: Féile an Phobail, 1998.
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Young, Don. Unisys Corporation: Strategic analysis/financial forecast. [New York, NY (767 Fifth Ave., New York, 10153): S.C. Bernstein, 1988.
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Operations management: Strategic context and managerial analysis. Basingstoke: Macmillan, 2000.
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Knudsen, Olav F., ed. Strategic Analysis and the Management of Power. London: Palgrave Macmillan UK, 1996. http://dx.doi.org/10.1007/978-1-349-24608-3.
Full textBook chapters on the topic "Strategic analysis, strategic potential, strategic, strategic management"
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Berdnikova, Leyla F., Veronika A. Frolova, Svetlana V. Pavlova, Dmitrii V. Zmievskii, and Natalya A. Igoshina. "Strategic Analysis of Smart University Resource Potential for Management Objectives." In Smart Education and e-Learning 2021, 351–61. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2834-4_30.
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Zahav, Anat Even, and Orit Hazzan. "Strategic Analysis." In Risk Management of Education Systems, 7–16. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-51984-5_2.
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Swoboda, Bernhard. "The Relevance of Timing and Time in International Business — Analysis of Different Perspectives and Results." In Strategic Management, 85–113. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-84457-6_6.
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Ansoff, H. Igor, Daniel Kipley, A. O. Lewis, Roxanne Helm-Stevens, and Rick Ansoff. "Dispersed Positioning in Competitive Analysis." In Implanting Strategic Management, 183–95. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99599-1_10.
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Ansoff, H. Igor, Daniel Kipley, A. O. Lewis, Roxanne Helm-Stevens, and Rick Ansoff. "Competitive Posture Analysis in Turbulent Environments." In Implanting Strategic Management, 127–81. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99599-1_9.
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Engelhardt, Laura, Steffen Mayer, Christoph Krois, and Bettina Maisch. "Siemens Intrapreneurs Bootcamp: Purpose-Driven Innovation to Unleash People’s Potential for Impact-Based Business." In Rethinking Strategic Management, 295–312. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-06014-5_14.
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Parniangtong, Sathit. "Strategic Sourcing: Internal Analysis." In Management for Professionals, 15–48. Singapore: Springer Singapore, 2016. http://dx.doi.org/10.1007/978-981-10-1723-0_3.
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Zentes, Joachim, Dirk Morschett, and Hanna Schramm-Klein. "Store Location – Trading Area Analysis and Site Selection." In Strategic Retail Management, 229–52. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-10183-1_11.
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Zentes, Joachim, Dirk Morschett, and Hanna Schramm-Klein. "Store Location – Trading Area Analysis and Site Selection." In Strategic Retail Management, 203–25. Wiesbaden: Gabler Verlag, 2011. http://dx.doi.org/10.1007/978-3-8349-6740-4_11.
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Courtney, Roger. "Strategic Analysis: The Organization." In Strategic Management in the Third Sector, 109–39. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-30668-5_8.
Full textConference papers on the topic "Strategic analysis, strategic potential, strategic, strategic management"
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Paribelli, Luigi, and Marco Guarino. "Project Strategic Framing Approach - The Strategy Table." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207323-ms.
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Abstract Considering the different drivers and constrains of each party within a Joint Venture, the strategy table is an effective tool that provides a structured workflow to guarantee objectives alignment and to maximize value creation for all the Stakeholders during a pre-feasibility study. Eni used this opportunity framing approach to define alternative project development strategy options with the aim to create value for all the stakeholders. Thanks to this guided and structured approach each party, within a Joint Venture, can present and compare his view with others. Using the strategy table tool, as framing approach, allows to identify alternative development strategies (bookends) as a combination of strategic options applicable for a given strategy theme. Furthermore, a clear objectives (what) and rationale (why) associated to each strategy will be defined to support the evaluation. The range of strategy themes identified helps to test the potential tradeoff between various fundamental objectives. Through a structured process, characterized by the definition, framing, evaluation and decision phases, it is possible to streamline the alternative strategy themes options and rank them in terms of value creation for the stakeholders. Using the strategy table tool, as framing approach, implies a decision-making process that allows to choose the strategy that best achieves our goal while also reducing our exposure to risks. Frequently the decision structure of a problem is complex, especially when the decision being considered relates to a large of scale project involving many sub-decisions. The Strategy Table helps the project management team to achieve an informed decision since it allows to evaluate what we are planning to achieve, understanding what our options are and considering how each option performs with reference to our objectives and project risks. Once the bookends for all the strategy themes are defined (i.e. selected strategic choices for each focus decision), a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis is performed to qualitatively assess the identified strategies against strategic objectives and a short-list of strategies on which focus on more in details is defined. The final outcome represents the most promising development strategies to be tested during pre-feasibility and feasibility studies.
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Prabhu, Padmanabha J., and Damian A. Testa. "Steam Generator Asset Management Program." In 18th International Conference on Nuclear Engineering. ASMEDC, 2010. http://dx.doi.org/10.1115/icone18-29471.
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The Steam Generator Asset Management Program (SGAMP) is a long term program designed to maximize the performance and reliability of the steam generators. The SGAMP focuses on plant specific conditions and hence is applicable to the original or the replacement steam generators. It is recommended that the utility and the vendor form a joint steam generator management team (SGMT) to develop, monitor and implement a long-term plan to address steam generator operation, maintenance and life extension goals. The SGMT will consist of representatives from operations, chemistry, maintenance and engineering functions and will be responsible for making decisions related to the steam generators. The charter of the SGMT is to develop a steam generator strategic plan that will cost-effectively manage steam generator options. The strategic plan is consistent with the Steam Generator Program Guidelines (NEI 97-06 in the United States). The strategic plan is a living document and is revised periodically to incorporate inspection results, new technology developments, lessons learned and industry experience. Cost-benefit analyses of strategies may be performed to prolong steam generator operability through steam generator performance modeling (tube degradation, fouling, etc.), diagnostic tools, regulatory strategy, condition monitoring and operational assessment strategy, and maintenance strategy. The SGMT will provide input regarding potential maintenance of the steam generators with schedule and cost impacts for each outage. It will also recommend engineering evaluations to be performed in support of program goals and will develop short- and long-term recommendations. These recommendations will address action plans, performance measures and results. Secondary side inspection and cleaning strategy should be developed (techniques and frequency) to maximize performance cost-effectively. This paper is based on Westinghouse experience gained by working with several pressurized water reactor (PWR) plant operators in the United States (US).
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White, Glenn A., E. Stephen Hunt, and Nicolas S. Nordmann. "Strategic Planning for RPV Head Nozzle PWSCC." In 12th International Conference on Nuclear Engineering. ASMEDC, 2004. http://dx.doi.org/10.1115/icone12-49522.
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Life cycle management of RPV heads is a significant issue for utilities with PWR plants. Experience has shown the potential for primary water stress corrosion cracking (PWSCC) of the Alloy 600 CRDM nozzles and/or Alloy 182 J-groove welds which can lead to leaks if allowed to propagate. Non-destructive examinations to detect the PWSCC at an early stage are expensive and potentially time consuming while failure to perform timely inspections can lead to leaks, boric acid corrosion, and the possible need to perform repairs during outages when no provisions have been made for inspections or repairs. Decisions regarding the optimum long term strategic plan can be made based on economic modeling of alternative strategies in combination with probabilistic risk modeling based on plant-specific and industry generic inspection results. This paper describes the key factors in developing a strategic plan that takes into account planned costs, potential repair costs, costs of lost production, and other consequential costs, while ensuring safety. Modeling tools discussed include welding residual stress analyses, fracture mechanics calculations, crack initiation and growth modeling, and probabilistic Monte Carlo simulation.
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Yakubiv, Valentyna, Iryna Hryhoruk, Yuliia Maksymiv, and Nazariy Popadynets. "Strategic analysis of the potential of bioenergy: outlook for Ukraine." In Proceedings of the 2019 7th International Conference on Modeling, Development and Strategic Management of Economic System (MDSMES 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/mdsmes-19.2019.41.
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Harper, A., J. Harrison, and D. N. Swan. "Managing Nuclear Liabilities in the UK: Evaluating Strategic Options and Communicating Financial and Resource Implications." In ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4510.
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Decisions on the strategies to follow in dealing with these operational and decommissioning wastes require consideration of a wide range of issues including environmental impact, safety, stakeholder acceptability, cost and practicability. In this paper, we focus on an approach that we have developed to analyse the time-varying resource requirements of different waste management options in terms of cost and plant capacity. The approach addresses the need for: • a standardised approach that can be used across different organisations; • a range of standard graphical outputs that can be used to communicate the key issues; • the need to match waste management strategy with the potential availability of relevant plant and facilities; • the need to evaluate the risks that arise to any strategy as the result of changes in policy or the failure of some component of the strategy. Many of the required issues can be addressed using a simple spreadsheet approach. However, this does not provide for standardisation, auditability or transparency and does not provide a wide range of analysis and presentation tools. We therefore advocate the use of a specifically designed decision support tool. ALPS (Advanced Liabilities Planning System) has been developed over a number of years to meet these requirements. It has been developed around the database package ACCESSTM and runs on Pentium TM PCs but has the essential features of project management packages that are necessary for strategic planning. The principal outputs of the system are cost, timing and utilisation data for waste stores, processing facilities, transport and disposal operations. The outputs can be displayed at any level of aggregation to allow the effects of different scenarios to be evaluated.
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Oertelt, Stephan, and Karl-Heinrich Grote. "Strategic Project Selection in the Pre-Development of Manufacturing Industry." In ASME 2008 9th Biennial Conference on Engineering Systems Design and Analysis. ASMEDC, 2008. http://dx.doi.org/10.1115/esda2008-59351.
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This paper focuses on the evaluation of project proposals within the innovation management of manufacturing industries. The goal is to define a strategy-oriented project program within a budgetary framework. This task requires a systematic approach which structures the wide range of information and makes the complexity of decision making controllable. Within the process framework of decision preparation and decision making, a coherent combination of adequate methods, processes and tools is indispensable. For this reason, a set of standardized methods comprised of ABC-analysis, value analysis, portfolio analysis, paired comparison and expert discussion is suggested. Moreover, the central decision-making supporting element is the evaluation of alternative projects with regard to their potential and risk.
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Sun, Yuncong, and Hua Wan. "Analysis on Potential Strategic Warfare in the Arctic from the View of Game Theory." In 2016 2nd International Conference on Economy, Management, Law and Education (EMLE 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/emle-16.2017.128.
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Ab Razak, Norsyuhada, Normawani Kerya, May Sari Hendrawati, Syarah Syazana Nordin, Noor Shakila Abd Rahman, Poul Gustav Strobech, Amirul Adha Amsidom, and Yeek Huey Ho. "Strategic Value Framing for Brownfield Redevelopment." In International Petroleum Technology Conference. IPTC, 2021. http://dx.doi.org/10.2523/iptc-21863-ms.
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Abstract Objectives/Scope Field A is a brownfield that has been produced for 52 years under natural depletion via a total of 207 strings. The field comprises 7000 ft of reservoir section, multiple fault blocks and over 200 separate reservoir units has been produced to date. Despite the long period of production, the field recovery factor (RF) to date is only 29%. To improve the RF, a strategic assest value framing exercise was carried out to identify the additional subsurface opportunities i.e. infill well drilling, secondary recovery, late field life appraisal in underdeveloped fault blocks as well as adopting standardized low well concepts and the design one build many facility design concept to reduce cost and accelerate development. The main purpose of the exercise was to capture the overall opportunities for the field, outline the roadmap and phase out the project with suitable wells and facilities design to bring down the cost for project commerciality. Methods, Procedures, Process The integrated workflow of the exercise involved subsurface, drilling, facilities, operations and economist and took a total of 3 months to complete. The process started off with a RF benchmarking exercise utilizing a newly developed inhouse RF benchmarking tool to compare the current attained vs the attainable RF(EUR) and identify incremental reserves. The number of new wells required to develop the incremental reserves was estimated by analyzing EUR per well trends over time. This analysis indicated that on a campaign basis the current realistic average EUR per well is in the order of 0.7-1.0 MMstb per well. The preliminary well placements are guided by bubble maps of all reservoirs, in a top to bottom & block by block approach, to identify underdeveloped areas and combining these areas into stacks of reservoirs that can be combined and developed with simpler wells from existing or future facilities. The drilling team has designed a few simple trajectories to penetrate shallower to deeper reservoirs and proposed the drilling center within a radius of 2 km from the targets. This approach differs from the object-based approach where individual high EUR targets are chased with more complex wells drilled from a specific location during a platform campaign. Result, Observations, Conclusions Potential additional reserves and 6 new projects have been identified which would result in a field recovery factor increase of 11%, of which 2 projects are being accelerated to realize early first oil. Timelines for all the projects have been mapped out with the aim of completing all within the next 10 years. A dedicated project management team has been formed to support the project from the initial stage. Detail Full Field Review study will be conducted to mature all the opportunities up to development stage. The listed projects will follow the low cost well guideline established in the framing as well as fast track facility design concept. Novel/added value The strategic value framing exercise is a systematic approach that provide a total picture of the future opportunities to optimize field production/EUR and maximize commercial value of brownfield redevelopment.
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Zeps, Arturs, Juris Iljins, and Leonids Ribickis. "Integration of EFQM Excellence Model in RTU Development Strategy: Pilot Project Review." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.044.
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Research described in this article provides analysis of potential improvements gained to management process of higher education institutions and strategic planning by applying EFQM model and European Standarts and Guidelines (ESG). This research indicates the most crucial process elements of strategic planning in higher education institutions. Authors have analyzed pilot project where the EFQM excellence model and ESG are applied to the process of the strategic planning. Based on Riga Technical University’s pilot project this article describes the role of EQFM excellence model and its impact on reaching the strategic targets set by the higher education institution. Authors have analysed and within focus groups explored the EFQM excellence model and ESG, identifing most critical aspects and facotrs of application process to strategic planning and quality assurance. Based on lessons learned authors have suggested a set of activities Riga Technical University should introduce to improve the strategic planning, structure of internal processes and quality management.
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Kourtit, Karima, and Peter Nijkamp. "A comparative study on strategic performance management of Dutch firms." In 16th Annual High Technology Small Firms Conference, HTSF 2008. University of Twente, 2008. http://dx.doi.org/10.3990/2.268488416.
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Strategic performance management (SPM) has become an important vehicle for business management in today’s turbulent business environment. SPM has in recent years attracted much research interest from the side of both scientists and policy-makers. This interest is warranted because of the fundamental transformations (e.g. increased competition, changes in the regulatory environment, the impact of technology, growing globalization, shifts in customer behaviour and expectations) in industrial systems created a challenging business environment, which prompted firms to call for insight into their business activities and operational performance at all times. The growing importance of these changes has further intensified the need for alternative strategic control and performance measures to allow businesses to stay competitive and profitable. The performance measures should provide a complete picture of a firm’s progress towards the achievement of its mission and goals. The study addresses the need for an efficient SPM and operational Performance Measurement System (PMS) for assessing business performance to cope with continous changing business circumstances, to develop systematic strategic tools/approaches that shape and measure a firm’s capability for continuous competitiveness, to innovate and renew themselves business-oriented climate, which potentially determine the success of the firms. Both the popular and scientific literature indicate that there is evidence that SPM is now implemented (in use) in approximately 70% of medium-to-large firms in the US and Europe, as well as in many governmental departments. There is however, much unjustified belief in the assumed potential offered by the implementation of SPM in Dutch firms. Most studies are anecdotal, case studies, speculative and less based upon empirical facts or solid business management theory. Much work has been carried out on the design and deployment of SPM, but relatively little attention has been paid on the impact of SPM on firms’ results. The paper aims to investigate on an empirical basis whether SPM yield the benefits and/or disbenefits, as predicted by the literature, for Dutch firms. And to provide an insight into the reasons behind the implementation of SPM, as predicted by the literature, because each of the reasons for implementing SPM should yield particular benefits or disbenefits. The overarching analysis framework of this paper is based on SPM, because particular attention is paid to the lessons from the strategic performance management literature for measuring the successes (and failures) of Dutch firms. Much empirical studies provide mixed evidence on the strategic benefits from the implementation of SPM. Various literature sources, case studies and practical experience show that firms that have implemented SPM obtain better financial and non-financial results, and improve more their overall quality than competitors or comparable firms that are less SPM-driven over a longer period of time. But, other literature sources reported that SPM has failed through incorrect identification of non-financial indicators, poorly defines metrics to address the requirements of all the stakeholders, wrong and too little or much measurements, use the metrics ineffectively, no clear existence of the link between nonfinancial and the expected financial results and no clear interactions (correlation(s)) among the benefits, disbenefits and reasons behind the implementation of SPM. The research will deploy sophisticated statistical tools (exploratory factor analysis and multiple regression analysis) to assess systematically the business activities success and (and failures) after implementing SPM in practice.
Reports on the topic "Strategic analysis, strategic potential, strategic, strategic management"
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Hubbard, Sarah M., and Bryan Hubbard. Investigation of Strategic Deployment Opportunities for Unmanned Aerial Systems (UAS) at INDOT. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317126.
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Unmanned aerial systems (UAS) are increasingly used for a variety of applications related to INDOT’s mission including bridge inspection, traffic management, incident response, construction and roadway mapping. UAS have the potential to reduce costs and increase capabilities. Other state DOTs and transportation agencies have deployed UAS for an increasing number of applications due to technology advances that provide increased capabilities and lower costs, resulting from regulatory changes that simplified operations for small UAS under 55 pounds (aka, sUAS). This document provides an overview of UAS applications that may be appropriate for INDOT, as well as a description of the regulations that affect UAS operation as described in 14 CFR Part 107. The potential applications were prioritized using Quality Function Deployment (QFD), a methodology used in the aerospace industry that clearly communicates qualitative and ambiguous information with a transparent framework for decision making. The factors considered included technical feasibility, ease of adoption and stakeholder acceptance, activities underway at INDOT, and contribution to INDOT mission and goals. Dozens of interviews with INDOT personnel and stakeholders were held to get an accurate and varied perspective of potential for UAVs at INDOT. The initial prioritization was completed in early 2019 and identified three key areas: UAS for bridge inspection safety as a part of regular operations, UAS for construction with deliverables provided via construction contracts, and UAS for emergency management. Descriptions of current practices and opportunities for INDOT are provided for each of these applications. An estimate of the benefits and costs is identified, based on findings from other agencies as well as projections for INDOT. A benefit cost analysis for the application of UAS for bridge inspection safety suggests a benefit cost over one for the analysis period.
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Pearce, Heinz J. The Future of the Chilean Shipbuilding and Docking Company - ASMAR: A Strategic Management Model Analysis. Fort Belvoir, VA: Defense Technical Information Center, December 1997. http://dx.doi.org/10.21236/ada343612.
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Miller, James, Anthony Latino, Chandana Konidala, and Raymond Patenaude. Army R-22 refrigerant phase-out strategy. Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/40039.
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R-22 (also known as HCFC-22) is one of the most widely used refrigerants in U.S. Army air-conditioning and refrigeration (AC&R) systems since the phase-out of R-12 refrigerant in 1995. The need to phase out R-22 is attributed to its global warming potential and high ozone-depleting capability. The U.S. Army has tens of thousands of aging AC&R systems that will remain dependent on R-22, or one of the recently developed substitutes for R-22, until they reach the end of their operational life. This project conducted a survey to understand the current R-22 usage and types of R-22 AC&R equipment that are in use across U.S. Army Installation Management Command (IMCOM) installations. This study describes several methods to remove or retrofit R-22 from typical AC&R equipment and implementation strategies to meet the stated goal of eliminating R-22 from IMCOM installations. The scope of this project included the review of BUILDER SMS data for IMCOM installations, which included data on 13,000 pieces of comfort cooling equipment for 31 installations. The report also provides an analysis of several R-22 alternatives and their physical properties and compatibility. Mission critical tactical cooling that uses R-22 refrigerant was not within the scope of this project.
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Michalak, Julia, Josh Lawler, John Gross, and Caitlin Littlefield. A strategic analysis of climate vulnerability of national park resources and values. National Park Service, September 2021. http://dx.doi.org/10.36967/nrr-2287214.
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The U.S. national parks have experienced significant climate-change impacts and rapid, on-going changes are expected to continue. Despite the significant climate-change vulnerabilities facing parks, relatively few parks have conducted comprehensive climate-change vulnerability assessments, defined as assessments that synthesize vulnerability information from a wide range of sources, identify key climate-change impacts, and prioritize vulnerable park resources (Michalak et al. In review). In recognition that funding and planning capacity is limited, this project was initiated to identify geographies, parks, and issues that are high priorities for conducting climate-change vulnerability assessments (CCVA) and strategies to efficiently address the need for CCVAs across all U.S. National Park Service (NPS) park units (hereafter “parks”) and all resources. To help identify priority geographies and issues, we quantitatively assessed the relative magnitude of vulnerability factors potentially affecting park resources and values. We identified multiple vulnerability factors (e.g., temperature change, wildfire potential, number of at-risk species, etc.) and sought existing datasets that could be developed into indicators of these factors. To be included in the study, datasets had to be spatially explicit or already summarized for individual parks and provide consistent data for at least all parks within the contiguous U.S. (CONUS). The need for consistent data across such a large geographic extent limited the number of datasets that could be included, excluded some important drivers of climate-change vulnerability, and prevented adequate evaluation of some geographies. The lack of adequately-scaled data for many key vulnerability factors, such as freshwater flooding risks and increased storm activity, highlights the need for both data development and more detailed vulnerability assessments at local to regional scales where data for these factors may be available. In addition, most of the available data at this scale were related to climate-change exposures, with relatively little data available for factors associated with climate-change sensitivity or adaptive capacity. In particular, we lacked consistent data on the distribution or abundance of cultural resources or accessible data on infrastructure across all parks. We identified resource types, geographies, and critical vulnerability factors that lacked data for NPS’ consideration in addressing data gaps. Forty-seven indicators met our criteria, and these were combined into 21 climate-change vulnerability factors. Twenty-seven indicators representing 12 vulnerability factors addressed climate-change exposure (i.e., projected changes in climate conditions and impacts). A smaller number of indictors measured sensitivity (12 indicators representing 5 vulnerability factors). The sensitivity indicators often measured park or landscape characteristics which may make resources more or less responsive to climate changes (e.g., current air quality) as opposed to directly representing the sensitivity of specific resources within the park (e.g., a particular rare species or type of historical structure). Finally, 6 indicators representing 4 vulnerability factors measured external adaptive capacity for living resources (i.e., characteristics of the park and/or surrounding landscape which may facilitate or impede species adaptation to climate changes). We identified indicators relevant to three resource groups: terrestrial living, aquatic living (including living cultural resources such as culturally significant landscapes, plant, or animal species) and non-living resources (including infrastructure and non-living cultural resources such as historic buildings or archeological sites). We created separate indicator lists for each of these resource groups and analyzed them separately. To identify priority geographies within CONUS,...
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Tipton, Kelley, Brian F. Leas, Nikhil K. Mull, Shazia M. Siddique, S. Ryan Greysen, Meghan B. Lane-Fall, and Amy Y. Tsou. Interventions To Decrease Hospital Length of Stay. Agency for Healthcare Research and Quality (AHRQ), September 2021. http://dx.doi.org/10.23970/ahrqepctb40.
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Background. Timely discharge of hospitalized patients can prevent patient harm, improve patient satisfaction and quality of life, and reduce costs. Numerous strategies have been tested to improve the efficiency and safety of patient recovery and discharge, but hospitals continue to face challenges. Purpose. This Technical Brief aimed to identify and synthesize current knowledge and emerging concepts regarding systematic strategies that hospitals and health systems can implement to reduce length of stay (LOS), with emphasis on medically complex or vulnerable patients at high risk for prolonged LOS due to clinical, social, or economic barriers to timely discharge. Methods. We conducted a structured search for published and unpublished studies and conducted interviews with Key Informants representing vulnerable patients, hospitals, health systems, and clinicians. The interviews provided guidance on our research protocol, search strategy, and analysis. Due to the large and diverse evidence base, we limited our evaluation to systematic reviews of interventions to decrease hospital LOS for patients at potentially higher risk for delayed discharge; primary research studies were not included, and searches were restricted to reviews published since 2010. We cataloged the characteristics of relevant interventions and assessed evidence of their effectiveness. Findings. Our searches yielded 4,364 potential studies. After screening, we included 19 systematic reviews reported in 20 articles. The reviews described eight strategies for reducing LOS: discharge planning; geriatric assessment or consultation; medication management; clinical pathways; inter- or multidisciplinary care; case management; hospitalist services; and telehealth. All reviews included adult patients, and two reviews also included children. Interventions were frequently designed for older (often frail) patients or patients with chronic illness. One review included pregnant women at high risk for premature delivery. No reviews focused on factors linking patient vulnerability with social determinants of health. The reviews reported few details about hospital setting, context, or resources associated with the interventions studied. Evidence for effectiveness of interventions was generally not robust and often inconsistent—for example, we identified six reviews of discharge planning; three found no effect on LOS, two found LOS decreased, and one reported an increase. Many reviews also reported patient readmission rates and mortality but with similarly inconsistent results. Conclusions. A broad range of strategies have been employed to reduce LOS, but rigorous systematic reviews have not consistently demonstrated effectiveness within medically complex, high-risk, and vulnerable populations. Health system leaders, researchers, and policymakers must collaborate to address these needs.
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Elias, Emile, Caiti Steele, Kris Havstad, Kerri Steenwerth, Jeanne Chambers, Helena Deswood, Amber Kerr, et al. Assessment of Climate Change Vulnerability and Adaptation and Mitigation Strategies in the Southwest and California. USDA Southwest Climate Hub, October 2017. http://dx.doi.org/10.32747/2017.6965582.ch.
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This report describes the potential vulnerability of specialty crops, field crops, forests, and animal agriculture to climate-driven environmental changes. Here, vulnerability is defined as a function of exposure to climate change effects, sensitivity to these effects, and adaptive capacity. The exposure of specific sectors of the agricultural and forestry industries varies across the region because the Southwest is climatically and topographically diverse. There is also variability in the sensitivity of different systems to the effects of climate change. Most significantly, there is potential within agricultural and forestry systems to adjust to climate-related effects either through inherent resilience or through conservative management practices. The purpose of this analysis is to describe regional vulnerabilities to climate change and adaptive actions that can be employed to maintain productivity of working lands in the coming decades.
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Cohen, Roni, Kevin Crosby, Menahem Edelstein, John Jifon, Beny Aloni, Nurit Katzir, Haim Nerson, and Daniel Leskovar. Grafting as a strategy for disease and stress management in muskmelon production. United States Department of Agriculture, January 2004. http://dx.doi.org/10.32747/2004.7613874.bard.
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The overall objective of this research was to elucidate the horticultural, pathological, physiological and molecular factors impacting melon varieties (scion) grafted onto M. cannonballus resistant melon and squash rootstocks. Specific objectives were- to compare the performance of resistant melon germplasm (grafted and non-grafted) when exposed to M. cannoballus in the Lower Rio Grande valley and the Wintergarden, Texas, and in the Arava valley, Israel; to address inter-species relationships between a Monosporascus resistant melon rootstock and susceptible melon scions in terms of fruit-set, fruit quality and yield; to study the factors which determine the compatibility between the rootstock and the scion in melon; to compare the responses of graft unions of differing compatibilities under disease stress, high temperatures, deficit irrigation, and salinity stress; and to investigate the effect of rootstock on stress related gene expression in the scion. Some revisions were- to include watermelon in the Texas investigations since it is much more economically important to the state, and also to evaluate additional vine decline pathogens Didymella bryoniae and Macrophomina phaseolina. Current strategies for managing vine decline rely heavily on soil fumigation with methyl bromide, but restrictions on its use have increased the need for alternative management strategies. Grafting of commercial melon varieties onto resistant rootstocks with vigorous root systems is an alternative to methyl bromide for Monosporascus root rot/vine decline (MRR/VD) management in melon production. Extensive selection and breeding has already produced potential melon rootstock lines with vigorous root systems and disease resistance. Melons can also be grafted onto Cucurbita spp., providing nonspecific but efficient protection from a wide range of soil-borne diseases and against some abiotic stresses, but compatibility between the scion and the rootstock can be problematic. During the first year experiments to evaluate resistance to the vine decline pathogens Monosporascus cannonballus, Didymella bryoniae, and Macrophomina phaseolina in melon and squash rootstocks proved the efficacy of these grafted plants in improving yield and quality. Sugars and fruit size were better in grafted versus non-grafted plants in both Texas and Israel. Two melons (1207 and 124104) and one pumpkin, Tetsukabuto, were identified as the best candidate rootstocks in Texas field trials, while in Israel, the pumpkin rootstock RS59 performed best. Additionally, three hybrid melon rootstocks demonstrated excellent resistance to both M. cannonballus and D. bryoniae in inoculated tests, suggesting that further screening for fruit quality and yield should be conducted. Experiments with ABA in Uvalde demonstrated a significant increase in drought stress tolerance and concurrent reduction in transplant shock due to reduced transpiration for ‘Caravelle’ plants. In Israel, auxin was implicated in reducing root development and contributing to increased hydrogen peroxide, which may explain incompatibility reactions with some squash rootstocks. However, trellised plants responded favorably to auxin (NAA) application at the time of fruit development. Gene expression analyses in Israel identified several cDNAs which may code for phloem related proteins, cyclins or other factors which impact the graft compatibility. Manipulation of these genes by transformation or traditional breeding may lead to improved rootstock cultivars. Commercial applications of the new melon rootstocks as well as the ABA and TIBA growth regulators have potential to improve the success of grafted melons in both Israel and Texas. The disease resistance, fruit quality and yield data generated by the field trials will help producers in both locations to decide what rootstock/scion combinations will be best.
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Patterson, Jr, Tonder Lester o., and Bradford C. External Strategic Analysis of the Aviation Maintenance, Repair and Overhaul (MRO) Industry and Potential Market Opportunities for Fleet Readiness Center Southwest. Fort Belvoir, VA: Defense Technical Information Center, June 2009. http://dx.doi.org/10.21236/ada501364.
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Mahaffey, J. A., P. G. Doctor, R. L. Buschbom, C. S. Glantz, P. M. Daling, L. E. Sever, G. J. Jr Vargo, et al. A strategic analysis study-based approach to integrated risk assessment: Occupational health risks from environmental restoration and waste management activities at Hanford. Office of Scientific and Technical Information (OSTI), June 1993. http://dx.doi.org/10.2172/6760022.
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Mahaffey, J. A., P. G. Doctor, R. L. Buschbom, C. S. Glantz, P. M. Daling, L. E. Sever, G. J. Jr Vargo, et al. A strategic analysis study-based approach to integrated risk assessment: Occupational health risks from environmental restoration and waste management activities at Hanford. Office of Scientific and Technical Information (OSTI), June 1993. http://dx.doi.org/10.2172/10161643.
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