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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.
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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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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.
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OLEINYKOVA, Olena, Mariia PANCHENKO, and Yurii TYMKO. "Strategic approaches to business diversification." Economics. Finances. Law, no. 12/1 (December 28, 2019): 28–30. http://dx.doi.org/10.37634/efp.2019.12(1).6.
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Introduction. Question of scientific ground of i creation of original, adapted to the home terms of menage, control system by strategies of diversification of activity taking into account the state of i tendencies of роз to the coil of market environment, and also strategic potential of enterprise remain decided not enough. Purpose. An aim of the article is an analysis and improvement of theoretical-methodic principles of forming and management of diversification of activity of enterprises strategies in the conditions of unstable market environment. Results. Reasonably modern approaches and practical recommendations aimed at determining the essence of the strategy of diversification of activity of the enterprise. The aspects of market development and possible ways of its diversification were identified in the article. Considered the definition of diversification proposed by various authors and identified the main reasons for making decisions about diversification of activity of the enterprise. Conclusion. The effective management of diversification of activity of enterprises strategies it follows to carry out on the basis of the worked out theoretic-metodic approach which provides the reasonable electing, after certain procedures, with application of elements of strategies, what adequate to the external terms and strategic potential of enterprise.
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Kipley, Daniel, Alfred O. Lewis, and Jau-Lian Jeng. "Extending Ansoff’s Strategic Diagnosis Model." SAGE Open 2, no. 1 (January 1, 2012): 215824401143513. http://dx.doi.org/10.1177/2158244011435135.
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Given the complex and disruptive open-ended dynamics in the current dynamic global environment, senior management recognizes the need for a formalized, consistent, and comprehensive framework to analyze the firm’s strategic posture. Modern assessment tools, such as H. Igor Ansoff’s seminal contributions to strategic diagnosis, primarily focused on identifying and enhancing the firm’s strategic performance potential through the analysis of the industry’s environmental turbulence level relative to the firm’s aggressiveness and responsiveness of capability. Other epistemic modeling techniques envisage Porter’s generic strategic positions, Strengths, Weaknesses, Opportunities, Threats (SWOT), and Resource-Based View as useful methodologies to aid in the planning process. All are complex and involve multiple managerial perspectives. Over the last two decades, attempts have been made to comprehensively classify the firm’s future competitive position. Most of these proposals utilized matrices to depict the position, such as the Boston Consulting Group, point positioning, and dispersed positioning. The GE/McKinsey later enhanced this typology by expanding to 3 × 3, contributing to management’s deeper understanding of the firm’s position. Both types of assessments, Ansoff’s strategic diagnosis and positional matrices, are invaluable strategic tools for firms. However, it could be argued that these positional analyses singularly reflect a blind spot in modeling the firm’s future strategic performance potential, as neither considers the interactions of the other. This article is conceptual and takes a different approach from earlier methodologies. Although conceptual, the article aims to present a robust model combining Ansoff’s strategic diagnosis with elements of the performance matrices to provide the management with an enriched capability to evaluate the firm’s current and future performance position.
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Abreu Pederzini, Gerardo David. "Strategic management cultures: historical connections with science." Journal of Management History 22, no. 2 (April 11, 2016): 214–35. http://dx.doi.org/10.1108/jmh-12-2015-0212.
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Purpose The implicit and indirect influence of classical science on strategic management has been of utmost importance in the development of the discipline. Classical science has underpinned the main and even contrasting strategic management cultures. Classical science has undoubtedly allowed strategic management to thrive. Nevertheless, important limitations, roadblocks and challenges have also been produced. This paper aims to explore the influence of classical science on the main positivist and interpretive strategic management cultures. Design/methodology/approach A conceptual review is done on the influence of classical science on positivist and interpretivist traditions in strategic management. Findings The benefits and shortcomings of classical science in strategic management are explored and presented. Furthermore, the convoluted implicit relationship between strategic management and science is shown to be changing but persisting, as to face some of the challenges of the classical science culture of strategic management, a complexity culture, also inspired partially on science, seems to be developing in strategic management. Complexity seems to be emerging as an alternative, which might allow strategic management to solve some of its current dilemmas and, thus, change its implicit relationship with science. Originality/value The paper presents a novel way to conceptualize historical cultures of strategic management via their connection with academic cultures that have historically emerged from science. Through the analysis here done, a possible candidate for a Kuhninan normal strategic management and its potential revolution will be suggested, based on the recognition of the inheritance of classical science and currently complexity theory in strategic management.
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Yakubiv, Valentyna, and Iryna Hryhoruk. "Innovative Methods in Strategic Planning of Foreign Economic Activity of Enterprises." Journal of Vasyl Stefanyk Precarpathian National University 4, no. 3-4 (December 30, 2017): 42–49. http://dx.doi.org/10.15330/jpnu.4.3-4.42-49.
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Changes in the external conditions of business in Ukraine, European integration vector of the country development, and possibilities of import/export operations facilitate foreign trade. Modern methods of strategic management and strategic diagnostics should be developed in line with international requirements and needs of managers in Ukraine and partners abroad. Therefore substantiation of innovation trends for enterprise development strategies on the international arena as a constituent of stable economy is important and necessary.
The purpose of this article is to define innovative approaches to planning, development and implementation of strategies and to develop a comprehensive diagnosis of the strategic potential of foreign economic activity.
During the research, the following methods: logical abstraction, modeling, PEST-analysis, systems analysis, graphic.
The main results of the study are: 1) disclosure of the features of the construction of strategic management in international business; 2) analysis of European and American practices of strategic management of foreign economic activity of enterprises; 3) study of algorithmic scheme of strategic management in the Ukraine; 4) justification of methods of three-level system of strategic analysis using matrix methods of assessment; 5) the classification of the main methods of matrix analysis within groups: macro, meso, macro level; 6) a comprehensive diagnosis of the strategic potential of foreign economic activity of enterprises in Ukraine.
The study proved the main areas of innovation and strategic principles of international management and comprehensive methodology for strategic planning matrix based on innovative methods
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PILIAVSKII, Volodymyr. "COMPETITIVE POTENTIAL FORMATION ON THE BACKGROUND OF STRATEGIC MANAGEMENT OF AGRICULTURAL ENTERPRISES." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 149–60. http://dx.doi.org/10.36887/2415-8453-2019-4-17.
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The article reveals the issues of system-forming elements of agro-industrial enterprises’ competitive potential and the choice of competitive strategy as a factor of strengthening and increasing its efficiency through strategic management. It is established that along with the use of exclusive qualitative and quantitative characteristics of resources, competitive advantages can also be created due to the properties of the internal and external environment, rare among competitors. Special attention is paid to such an advantage as competence. The external and internal factors of agro-industrial enterprise’s competitive potential, which cover its assortment, marketing, quality, production management and other policies, innovative development, highly qualified staff availability, access to quality raw materials, are defined. The article presents and justifies the block-scheme of the choice of the agro-industrial enterprise competitive strategy of potential development. It distinguishes two components: structural composition of production and positioning. The proposed methodological approach of such analysis and choice of competitive strategy allows the enterprise not only to form, but also to successfully implement a long-term advantage in a changing environment. The competitive strategy as a tool is linked to the successful implementation of strategic management. It is determined that strategic management should be carried out through an appropriate organizational and economic mechanism, aimed at shaping and strengthening the competitiveness of the agro-industrial enterprise. The proposed mechanism includes a strategic analysis of the operating environment. It establishes essential characteristics of the environment, each consisting of dedicated sub processes, as a basis for defining the mission and goals of the enterprise. It is stated that developing a business strategy is considered to be the core of strategic management, and functional strategies must ensure every management level. A special task of evaluation and control of strategy implementation has been developed. It is determined that adjustments to the results of strategic control should be done for both the implemented strategy and the goals of business entities. In general, the implementation of the organizational and economic mechanisms of strategic management determines certain rules and techniques for forming and strengthening the competitive potential of agricultural enterprises. Keywords: competitive potential, competitive strategy, strategic management, strategy choice, business strategy, functional strategies, strategic analysis, external environment, internal environment, agro-industrial enterprises.
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Smilga, Edmundas, and Kristina Janušonienė. "THE PROCESS OF THE STRATEGIC MANAGEMENT MODEL FORMATION AND APPLICATION IN THE LITHUANIAN HEALTH CARE SYSTEM." Ekonomika 87 (January 1, 2009): 124–40. http://dx.doi.org/10.15388/ekon.2009.0.1041.
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Today the ability to adapt to the constant and rapidly changing environment conditions is becoming the main factor of the success of the health care system Integration into the international area, globalization, and information processes in the society motivate to take strategic actions. Therefore, during the last decades the strategic management and more constructive application of its potential became the most important innovation in private and public sectors. In order to solve the strategic management problems the authors advise to create the model of the strategic management of the Lithuanian health care system. The analysis of the strategic management concept revealed that today the focus ist on the strategy implementation in the strategic management process. Successfully implemented strategy creates a competitive advantage for organizations. Therefore, the proper development of the strategic management process in health care system would have an impact on the development of health care system sector, as well as on the strategic management system of the whole Lithuanian economy. Then ultimate aim of the research is to form strategic management model of the Lithuanian health care system.. In the article the entire spectrum of methods of scientific and special research such as logical analysis and summarization of scientific material, systematic, comparative analysis was used. The structure of the article is the following: methodological assumptions are presented, and according to these assumptions Lithuanian health care system’s strategic management model is prepared and presented as well as reasons for the practical application of this model are presented.Scientific novelty, theoretical and practical significance of the research are the following – the strategic management model of the Lithuanian health care system, which is focused on the meeting of health needs of patients and potential clients, is prepared. The scientific results of the given article can also be used to develop the strategic actions for state and public institutions, which have an impact on the management of the health care system.
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Leuhova, Maria, and Irina Korchagina. "Strategic Analysis of the Development Potential of the Entrepreneurial University of Kuzbas." Strategizing: Theory and Practice 2022, no. 1 (March 30, 2022): 12–30. http://dx.doi.org/10.21603/2782-2435-2022-2-1-12-30.
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Introduction. Modern universities must fulfill the so-called “third mission” and become entrepreneurial (University 3.0). To go through this strategic transformation, universities need new theoretical approaches to strategizing. The research objective was to identify the strategic opportunities of creating an entrepreneurial university in the Kemerovo Region, i.e. interests of its stakeholders, mission, strategic priorities, competitive advantages, etc. Study objects and methods. The research featured the Kemerovo State University as the leading university in the region. It relied on the strategizing theory and methodology developed by V.L. Kvint, Foreign Member of the Russian Academy of Science. It involved an analysis of interests and values, an OTSW analysis, the method of strategic priorities and competitive advantages, etc. Results and discussion. The strategic development of the Kemerovo State University as an entrepreneurial university on its way to University 4.0 proved to be possible and expedient. The interests of the main stakeholders coincided in the field of R&D commercialization and the development of the entrepreneurial ecosystem of the university. Global, national, and regional trends determined the potential and expediency of “the third mission” of the Kemerovo State University. The strategizing strengths included a ready-made entrepreneurial training system, innovative infrastructure, competencies, and experience in start-ups, while the low level of entrepreneurial culture appeared to be the most obvious weakness. The article introduces the mission of the Kemerovo State University as an entrepreneurial university. The authors identified five strategic priorities, four of which demonstrated competitive advantages, as well as clear strategic contours and goals. Conclusion. The study can be of interest to management departments of universities that plan their strategic development as entrepreneurial universities.
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Bazhenov, O., and A. Oykher. "Strategic analysis of environmental and economic potential of Norilsk metallurgical cluster." E3S Web of Conferences 161 (2020): 01022. http://dx.doi.org/10.1051/e3sconf/202016101022.
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Strategic significance of Krasnoyarsk territory as well as Arctic Norilsk metallurgical cluster cannot be in contradiction with social sustainability of the region, what is especially important in the context of serious environmental pollution of the addressed constituent entity of the Russian Federation.Thus, the issue on the building a system of strategic analysis and management of environmental-economic potential of Arctic Norilsk metallurgical cluster (ANMC) remains relevant. In preparation of the article we used the methods of systems analysis and synthesis of available information related to the research. Building on existing economic theories, a model of the conception under consideration was introduced, the term ‘system of strategic analysis and management of environmental-economic potential of ANMC’ was defined and briefly characterized.The results obtained can be used as a methodological framework for the development of strategic documents on several levels: corporate, regional as well as used by the executive bodies for the purpose of justification of the directions chosen for improving socio-environmental-economic sustainability of Krasnoyarsk territory.
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Horal, Liliana, Bohdan Brych, and Kostiantyn Klymenko. "STRATEGIC MANAGEMENT OF INNOVATIVE PROCESSES OF ENERGY ENTERPRISES." Economic Analysis, no. 31(1) (2021): 271–78. http://dx.doi.org/10.35774/econa2021.01.271.
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Introduction. Today the development of strategic management of innovative development of enterprises, which orients the enterprise to effective functioning on the basis of introduction of the newest technologies in production and administrative activity, at realization of set of business processes, their integrity and coherence in the competitive markets, consideration of innovation of the enterprise as integrity. strategic groups. Goal. The purpose of the article is to consider the peculiarities of forming a model of strategic management of innovative processes of energy companies Method (methodology). The main methods were induction and deduction, logical generalization, comparative and system-structural analysis, grouping to identify existing problems of strategic management of energy companies. Results. The article considers the theoretical aspects of strategic management of energy companies. The main problems of the researched question are covered. The main features of strategic management at energy enterprises are revealed and the directions of activity on the part of the innovation component are outlined. The structure of the innovative potential of energy enterprises is determined, which reveals its structure, main components, principles of formation and development. The essence of the concept of strategic management of innovation processes at energy enterprises is revealed. The problem of choosing a system of indicators that allow the complex to characterize the potential on various grounds and build a model of strategic management of energy companies.
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Nikolaeva, Velislava. "COACHING AS A STRATEGIC MANAGEMENT TOOL." Knowledge International Journal 28, no. 1 (December 10, 2018): 63–68. http://dx.doi.org/10.35120/kij280163n.
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In the last few years, the use of coaching in the management of the business organization has become more and more popular. The new requirements for global environmental behavior and global competition support the established need to improve the tools for managing indoor environment factors that lead to the sustainable formation of competitive advantages and to increasing the efficiency of management. On the other hand, the evolution of the business organization also implies a continuous improvement of the management tools in order to better meet the objectives and increase the effects from the realized activities and processes. This is the argumentation of the defended thesis in the present study, namely: Coaching can be used as a management tool that helps to create sustainable competitive advantages, supports the implementation of organizational goals and positively influences the organization's working climate. In view of the sustainability of the results and benefits to the organization from the use of coaching, it is advisable that it can be done by managers who are specially trained to do so.The aim of the study is to follow the scientific discussion on the essence and specifics of coaching in the management of the business organization. On this basis, to systematize and critically analyze the relevance of coaching as a strategic management tool to increase the individual and complex results of the activities carried out in the organization.In order to achieve the research goal, analysis and synthesis of specialized literature, problematic, systemic and functional analysis are used. In the course of developing the report, focus is placed on the specifics of coaching and its relevance to business organization management, including its potential to be used to form and develop sustainable competitive advantages and achieve strategic success. The term "synergic coaching effect" is used and substantiated.The author's understanding of coaching ability to generate synergic effects is formed on the basis of established direct and indirect benefits to the organization as a result of using coaching to solve different kinds of problems that lead to a general and individual increase in the results of the activities performed, to improving the professional suitability of employees and managers.This statement does not deny the benefits to the organization from using an external coach, as well as the training of employees of the organization for implementing internal coaching. Based on the systematic and analyzed information about the coaching specifics, it is concluded that the organization should train its managers to conduct coaching. In this way, the manager's skills are increased and another problem solving tool is mastered. At the same time, the trust between him and his coaching staff is growing, which can be seen as one of the prerequisites for turning the manager into a leader. Coaching by a manager in the process of solving internal organizational problems, not by an outsider or a trained coach, also saves time, as it misses the stage in which regardless of the type of coaching chosen - whether external or internal with a coach who is not the manager, the latter must get acquainted with the results achieved to take the necessary action.This is another argument in support of the defended thesis that coaching can successfully be used as a strategic tool for managing the business organization.
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Zeqiri, Izet. "CREATING COMPETITIVE ADVANTAGE OF FIRMS THROUGH USING DIFFERENT TECHNIQUES AND TOOLS OF STRATEGIC MANAGEMENT." KNOWLEDGE INTERNATIONAL JOURNAL 31, no. 5 (June 5, 2019): 1223–28. http://dx.doi.org/10.35120/kij31051223z.
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Strategic management is a proactive process of achieving long-term compatibility of the enterprise in the envisaged environment. Strategic management helps the company to become familiar and to recognize the environment, provide a better guide for the whole enterprise, make managers more familiar with the changes, provide managers diversity in assessing investment requirements, help them in unifying the numerous strategic decisions taken by the managers, to create a proactive role of management, etc. Analyzing strategic segments creates the basis for conducting competitive analysis, where this represents an analysis of every company with which it directly competes in the market, so for this purpose managers must use various techniques and tools for strategic analysis. Although several times it is argued that the presence of the strategic management process or strategic leading is closely linked to the successful operation of enterprises, many enterprises do not practice it. As a result of this neglect, businesses can not achieve their full potential and they are threatened regarding to the survival of their business.
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Panda, Brahmadev, and N. M. Leepsa. "RIL’s Strategic Alliance with BP." Asian Journal of Management Cases 16, no. 2 (September 2019): 218–39. http://dx.doi.org/10.1177/0972820119858549.
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Reliance Industries Ltd. (RIL), the largest private sector company in India, invested in oil and gas fields by winning the bid under New Exploration and Licensing Policy in the year 1999 and aspired to exploit the growing Indian energy market. Though RIL developed the KG-D6 gas blocks in record time, soon after, it was engulfed with some issues like lack of technical expertise, geological complexities and huge capital expenditures. To tackle these issues RIL was hunting for a partner with technical expertise. Meanwhile, British Petroleum (BP) was also grappling with some serious hurdles and eyeing for a new market. India was the best bet for BP as it has recognized the potential of the subcontinent and its earlier stint with RIL inspired BP to invest in India. This case study analyses whether the much-anticipated deal was successful or not. This case study discusses the entire background, issues and difficulties encountered by RIL and BP prior to the deal. Further, we investigate the impact of the deal on RIL by analyzing its operational efficiency, financial performance and stock gains in the pre and post period of the alliance. This is an analytical case study based on the secondary databases, where it analyses the various pros and cons of the alliance between RIL and BP.
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Ebrahim, Ahmed Husain, and Subhadra Ganguli. "Strategic priorities for exploiting Bahrain’s medical tourism potential." Journal of Place Management and Development 10, no. 1 (March 6, 2017): 45–60. http://dx.doi.org/10.1108/jpmd-03-2016-0011.
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Purpose Medical tourism offers many opportunities to diversify Bahrain’s economy and foster economic development and prosperity. This study aims to holistically investigate the potential of developing Bahrain as a medical tourism destination and create a strategic roadmap to help government decision makers and other key private sector players to realize that potential. Design/methodology/approach This study is primarily based on quantitative research methods. Data were collected from medical service providers in the Kingdom of Bahrain using a questionnaire and subsequently analyzed using quantitative analysis techniques. Findings Overall findings indicate that Bahrain has the potential to attain competitiveness in the medical tourism sector. This can be achieved through a combination of industry-specific management strategies which facilitate effective public–private partnerships, reinvent healthcare legislation and encourage investment in medical tourism infrastructure. Practical implications This study will help determine best practice, prioritize improvement opportunities and enhance performance relative to stakeholders’ expectations and responsible tourism development. Originality/value Studies assessing medical tourism competitiveness of various countries are difficult to obtain. This study fills an existing gap by providing a distinct and comprehensive evaluation method of such competitiveness through a structured analysis of relevant market data in Bahrain. This study can be further extended to include a wider range of stakeholders, namely, private enterprise and the government sector.
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Doschanova, A. I., O. V. Mishulina, N. A. Baranova, G. K. Dambaulova, and N. S. Gorelova. "CONCEPTUAL APPROACHES TO DETERMINE THE ESSENCE AND STRUCTURE OF THE STRATEGIC POTENTIAL OF THE ORGANIZATION OF AGRO-INDUSTRIAL COMPLEX." Humanities & Social Sciences Reviews 7, no. 2 (March 19, 2019): 180–86. http://dx.doi.org/10.18510/hssr.2019.7219.
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Purpose of study: The aim of the study is to systematize theoretical approaches to the consideration of the nature and structure of the strategic potential of the organization of the agro-industrial complex, since its effective management has a huge impact on the achievement of the organization’s strategic goals of its development and the competitiveness of the organization as a whole.
Methodology: The theoretical and methodological basis of the study are the works of foreign and domestic economic scientists, who present approaches to the study of the strategic potential of the organization of the agro-industrial complex. General scientific methods, such as analysis and synthesis, induction and deduction, detailing and generalization, comparison, formalization, analogy, historical, logical and systematic approaches, were used as research tools in the present work.
Main Findings: The feasibility of applying an effective target approach to determine the essence of the organization’s strategic potential has been determined. The definition of the strategic potential of the organization of the agro-industrial complex is formulated and its characteristics are determined. The necessity of using the resource-functional approach to determine the structure of the organization’s strategic potential has been proved.
Applications of this study: The main provisions of the scientific article are the basis for solving practical problems of improving the management of the strategic potential of the organization of the agricultural and industrial complex and can be used directly by the head in making strategic management decisions that provide economically justified development of the organization in the future.
Novelty/Originality of this study: The scientific novelty of the study is to substantiate the theoretical provisions on the essence and structure of the strategic potential of the organization of the agro-industrial complex, aimed at solving the problems of improving strategic management in the agro-industrial complex to improve its efficiency and competitiveness.
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Rogachevskyi, O. "ENSURING STRATEGIC COMPETITIVENESS IN HEALTH CARE." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 288, no. 6 (December 30, 2020): 236–42. http://dx.doi.org/10.31891/2307-5740-2020-288-6-39.
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Achieving competitiveness is an important task for the national health care sector, as today the national health care system is inefficient and inefficient compared to the systems of other countries. In the overall world rankings, the Ukrainian healthcare industry occupies one of the last places, which indicates the low performance of its activities. The purpose of the article is to form a theoretical and methodological basis for ensuring competitiveness in the field of health care for its development. In the course of the research materials of own researches, and also separate scientific publications of national and foreign authors concerning methods and tools of competitiveness management are used. The author used such scientific methods as analysis and synthesis, empirical approach. The author has developed theoretical foundations for ensuring competitiveness in the field of health care on the analysis of existing theories and concepts of competitiveness management. The role of competition in healthcare is analyzed. Factors influencing health competitiveness have been studied. The focus of strategic transformations in the healthcare sector is formed on the basis of competitiveness methodology. The role of strategic potential in ensuring the competitiveness of the healthcare sector has been studied. According to the results of the study, it is proved that the basis for ensuring competitiveness in the field of health care is monitoring and evaluation of its strategic potential, which reflects the opportunities focused on a complex, sound, integrated and interconnected system of components that are purposefully formed – ensuring the availability and quality of medical services and the introduction of medical innovations.
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Usikova, O. M. "Analysis of the management of economic potential of the regional systems of the sectoral complex." Actual problems of innovative economy, no. 3 (May 30, 2019): 20–25. http://dx.doi.org/10.36887/2524-0455-2019-3-4.
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Introduction. The economy is undergoing dramatic changes today. New tools, frameworks and practices are needed to ensure prosperity within regional systems of sectoral economic potential. The article is the result of a study of regional investment decisions that provide a framework for building a common regional strategy and strategic decision making that allows practitioners to align regional leaders in the overall direction of development and use key elements for regional suc-cess. The purpose of the article is to analyze the economic development and the potential to ensure strategic management decisions. Research methodology. The analysis of the irregularity of regional systems development of the sectoral complex in terms of their socio-economic development and potential has been used. The model is proposed, which makes it possible to quantify the economic potential, using the method of production functions. Results. The proposed models of potential subsystems at each level are considered in terms of dialectical unity of re-sources and the results of their use, which allows to combine the contradictions of resource and result approaches to deter-mine the essence of economic potential. The analysis of the point evaluation of the subsystems constituting the economic potential is carried out. Strategic monitoring is considered as objective information of sectoral management systems and the difference between strategic monitoring and traditional. An organizational and methodological approach to the strategic monitoring of the economic potential of the sector's industrial complex has been developed. Conclusions. A system of indicators for assessing the irregularity of socio-economic development of regional units and their potential is generalized and proposed, which is intended to generate a complex characteristic of the studied object by step-by-step study of its components. Keywords: economic development, economic potential, management, sectoral complex, potential subsystems, infor-mation system, strategic monitoring.
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SHAPRAN, Evgeniy M., Olena A. SERGIENKO, Olga E. GAPONENKO, Maryna S. TATAR, and Nadia L. MOROZOVA. "Analytical management tools of industrial systems strategic development." Revista Espacios 41, no. 45 (November 12, 2020): 223–42. http://dx.doi.org/10.48082/espacios-a20v41n43p17.
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The paper studies analytical-applied and structural aspects of strategic management of industrial systems development on the bases of assessment and analysis of the potential of their development, the formation and implementation of strategic alternatives in the conditions of external and internal environmental threats. We propose to consider the analytical-applied and structural modeling tool as a set of scenario models for formation and implementation of business entities development strategies.
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Ilinova, Alina A., and Victoriya M. Solovyova. "Strategic planning and forecasting: changing role under instability of energy sector." Север и рынок: формирование экономического порядка 72, no. 2/2021 (June 30, 2021): 56–69. http://dx.doi.org/10.37614/2220-802x.2.2021.72.005.
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Development of the hydrocarbon potential is one of the main priorities for Russia. However, recent trends in the global energy sector have proven its volatility and instability (the impact of post-pandemic conditions, high price volatility, and rapid development towards green energy). The resulting uncertainty in the turbulent oil and gas sector itself places new demands on the strategic behavior of oil and gas companies, especially within strategic business units related to the implementation of high-risk projects (using the Arctic oil and gas sectoras an example). All these are invariably associated with the transformation of the strategic management system. The paper defines the role of strategic forecasting and planning in the system of strategic management. The analysis of trends in the global energy sector, identifying key challenges for the strategic development of oil and gas companies, has carried out. The necessity of reviewing the role and essence of the basic functions of strategic management has been substantiated. A conceptual vision of the transformation of the essence and objectives of strategic analysis, forecasting and planning at the level of oil and gas companies in the context of global shocks was proposed.
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Światowiec-Szczepańska, Justyna. "Social Network Analysis in Strategic Management – Potential and Limitations of Application." Problemy Zarzadzania 14, no. 4 (64) (December 12, 2016): 31–49. http://dx.doi.org/10.7172/1644-9584.64.2.
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OLEINYKOVA, Olena, and Hanna KOVALOVA. "Current instrumentary management of strategic personal property." Economics. Finances. Law, no. 5/2 (May 29, 2020): 36–39. http://dx.doi.org/10.37634/efp.2020.5(2).7.
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The paper is devoted to the study of the main aspects of managing the strategic development of the enterprise in conditions of economic instability. The chosen topic is quite relevant for the realities of the functioning of domestic enterprises because it is an effective development strategy is the main guarantee of profit maximization as a result of achieving the planned goals to meet the needs of consumers at minimal cost. The paper identifies the most effective tools for managing the strategic development of the enterprise in modern business conditions, which include: strategic planning. At strategic planning on the basis of the set purposes volumes and structure of the product - assortment program of the enterprise, and also structure and volumes of the resources (potential) necessary for manufacture and realization of production (services) in the long run (for the long run) are defined. It envisages planning the size of the enterprise, production structure, production capacity, capital structure, as well as organizational structure, legal form and management system in general. – quality management. The modern concept of quality management, based on process monitoring and statistical quality control, covers all business processes of the enterprise: management and production; basic and auxiliary. – competitiveness management. Competitiveness management is based on the analysis of the company's product in comparison with similar products. To achieve long-term success, work to ensure the competitiveness of the enterprise must be carried out in all areas and in all aspects of its activities. – benchmarking. Benchmarking provides the company with examples of the most efficient business processes of similar companies. In general, benchmarking is understood as the study of business methods of leading companies in a particular market segment. – a balanced system of indicators as the most effective tool for combining the processes of functioning, improvement and development. The role of the Balanced Scorecard (ВSС) is that it allows you to guide and control the processes and the state of the enterprise as a whole in the implementation of the adopted strategies. Environmental factors that affect the efficiency of the use of these tools are also identified.
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Oliveira, Pedro Henrique de, Marco Antonio Catussi Paschoalotto, Diego Valério de Godoy Delmônico, Fernando De Souza Coelho, Fernando César Almada Santos, and Edmundo Escrivão Filho. "Strategic Management in Public Administration: A Balanced Scorecard Applicability Framework in School Management." Future Studies Research Journal: Trends and Strategies 12, no. 3 (September 1, 2020): 458–82. http://dx.doi.org/10.24023/futurejournal/2175-5825/2020.v12i3.517.
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Purpose - This study aims at developing a framework of the Balanced Scorecard (BSC) in public educational organizations.Theoretical framework – There are 3-sections: Strategic planning in public sector, Balanced Scorecard and BSC in the public sector. Strategic management in public administration is an important issue, with the BSC as one of the most widely used tools. Although, the application of this technique in public schools is still unexplored and uncommon, it does possess the potential to improve their effectiveness.Methodology - A 3-stage qualitative approach: (i) 8 semi-structured interviews with the principals of participating schools; (ii) 4 stages of focus groups with 3 of the principals from different schools; and (iii) non-participant observation using a field diary. Also, the data were analyzed through content analysis and cross-referencing the different forms of data collected.Findings - The results do not indicate a vast knowledge concerning the BSC’s techniques and tools, or an alignment between management planning posture, principles nor objectives of BSC application. Also, school planning is realized through the expertise of the Principal, without instruments of strategic management. Finally, adapted BSC models and strategic maps were proposed in public schools to collaborate and facilitate the strategic management process.Research, Practical Social implications - The paper contributes towards developing new research agendas for strategic management in Brazil, with the possibility of improving public results and to appoint new practices in public schools.Originality/value - We have collaborated with the creation of a tool to use in the strategic planning of primary schools and pushing BSC studies into public sectors.
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Das, Roshni, and Amitabh Deo Kodwani. "Strategic human resource management: a power based critique." Benchmarking: An International Journal 25, no. 4 (May 8, 2018): 1213–31. http://dx.doi.org/10.1108/bij-09-2016-0143.
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Purpose By undertaking a detailed review of the Strategic Human Resource Management (SHRM) discourse, the purpose of this paper is to uncover and explicate the power differentials embedded in the social structure of organizations and suggests ways to reconcile them. Design/methodology/approach Methods used are thematic review, content analysis, and inductive theorizing, with Foucault’s archaeological and genealogical analysis style as the overarching framework. Findings At the methodological level, the authors demonstrate the application of Foucault’s twin methods: archaeological and genealogical analysis. At the substantive level, the authors have two contributions. First, the authors critique and analyze the various themes of power that emerge from the SHRM discourse as well as the hybridized overlaps of SHRM with other organization studies topics of interest such as organizational learning, network studies, control and postmodernism. Second, the authors propose a “Power” theory based nomothetic, typological synthesis for crafting the business-facing human resource (HR) function. The power lens manifests as the meta-theory to guide a much required streamlining of constructs and “value laden” synthesis of the literature. Research limitations/implications The potential of critical theory in crafting situated and context-sensitive research propositions is demonstrated. Practical implications Organizational strategists and HR managers can utilize the proposed typology to better understand their current ideological positions and decide future aspired images. Originality/value This is a conversation between two paradigms, SHRM and power theory, that are epistemologically at two opposite poles.
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Dressler, Marc. "Strategic profiling and the value of wine & tourism initiatives." International Journal of Wine Business Research 29, no. 4 (November 20, 2017): 484–502. http://dx.doi.org/10.1108/ijwbr-04-2017-0026.
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Purpose This paper aims to contribute to the growing body of literature on wine and tourism, as it explores the value contribution of tourism in the context of strategic grouping of wineries. Design/methodology/approach A panel of three online surveys about the strategic management of German wine estates served to analyze wine and tourism as potential strategic levers. More than 300 German wineries participated in the surveys. Findings Almost 50 per cent of the interviewed wineries planned to extend their tourism services. The implementation rate is high and reaches nearly the level of new product implementation. Tourism is therefore highly relevant. It can serve to profile in the market. Cost leaders and boutique wineries were two strategic groups indicating reluctance to pursue tourism-based strategic initiatives. The data illustrate a potential strategic trade-off between tourism and export management. Research limitations/implications The study is neither representative for the German nor for an international winery population. Data were generated in a broader context of strategic and innovation management research. Descriptive analyses dominate the explorative study. Practical implications Extending services to win tourists helps to differentiate and to attract new clients. For less differentiated strategies (price-value and quality-leadership), tourism can be a strategic lever to sustainably increase profits. Smaller wineries need to strategically assess their growth option. They may face a strategic dilemma whether to export their goods or to add tourism offer components. Fierce international competition and restrictions due to small size represent export barriers, favoring a strategy to exploit market potentials via tourism. Concerted wine tourism efforts require a more sensitive approach considering the individual strategic motivation of wineries. The strategic value depends on the strategic grouping. Social implications Wine and tourism can create regional and thereby social value. Addressing the strategic value of tourism for the individual wineries fosters tourism engagement and encourages a cluster approach. Originality/value Literature universally praises the synergetic value of wine and tourism. This research proposes a more sensitive approach reflecting strategic groupings and individual value contribution of tourism activities for the wine estates.
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Bacina, Ekaterina, Artem Popsuyko, and Galina Artamonova. "Strategic Planning in a Medical Research Organization: Case Study." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 330–38. http://dx.doi.org/10.21603/2500-3372-2020-5-3-330-338.
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The fundamental and applied value of strategic planning is in the formation of technologies for the long-term development of organizations based on the existing trends and business environment. Modern healthcare institutions are to use the best domestic and foreign practices in order to provide high-quality medical services, achieve strategic goals, and develop healthcare industry. The research objective was to share experience in strategic planning of a medical research organization. The authors used methods of analysis, synthesis, generalization, and abstraction, as well as elements of system analysis, to formalize the process of strategic management. The article describes the strategic planning conducted at the Research Institute for Complex Issues of Cardiovascular Diseases (Kemerovo, Russia). Strategic planning is a process of setting key goals and maintaining the strategic potential of changing requirements for Russian scientific and medical organizations. The described experience is unique in that the strategic planning is organizationally and functionally integrated into the model of quality management system, which includes 14 processes grouped in several blocks. The Institute develops a road map for one or two years, which agrees the actions of the main stakeholders. In a scientific medical organization, the process of strategic goal setting is determined by the need to conduct research while simultaneously providing medical care. The authors believe that the described process can be implemented only after the existing strategic planning methods have been adapted to the specifics of the organization. At the present stage, strategic planning is the only way to formally predict future problems and opportunities for the development of medical research organizations.
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Hudaib, T. S. "Innovation as an Element of Strategic Management Accounting." Accounting. Analysis. Auditing 5, no. 3 (August 10, 2018): 24–29. http://dx.doi.org/10.26794/2408-9303-2018-5-3-24-29.
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Strategic management accounts (SMA) is designed to maintain the optimal position of the economic entity in the external environment. Such position is supported through implementation of a set of measures based on the elements and characteristics of SMA which makes it possible to use fully the whole potential of the production system. This system is based on the principles of production efficiency and allows the fluctuations in socio-economic indicators measuring the performance of an economic entity in a certain period of time and in a certain economic zone. A possible way to achieve this effect is to create the company’s reproductive circuit, which has an innovative basis. The reproduction circuit is a set of conditions aimed at the continuous implementation of reproductive processes in relation to the resource potential of an economic entity, which allows and stimulates the introduction in its production process a number of innovation technologies to get additional effect in accordance with the requirements of intensification.The reproduction circuit is divided into external and internal. The former forms a set of external stimulation actions, and the latter is focused on the use of inducing action of information and technological nature, as well as an internal mechanism of the enterprise.Consolidation of the external and internal reproduction circuit determines the efficiency of each production unit of the economic entity, taking into account the speed of its adaptation to the new operating conditions by different parameters.Elements and characteristics of SMA are those functions that make SMA uniquely different from other forms of accounting (management accounting and financial accounting). This article represents the relevance of the analysis of innovations, as one of the elements of SMA.
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Pisareva, O. M. "Analysis of the State and Characteristics of the Development Potential of Strategic Planning Tools in the Digital Transformation Conditions of the Economy and Management." MIR (Modernization. Innovation. Research) 9, no. 4 (January 13, 2019): 502–29. http://dx.doi.org/10.18184/2079-4665.2018.9.4.502-529.
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Purpose:the purpose of the study is to determine the main directions and conceptual approaches to modernizing analytical and computer support for the planning of strategic development of socio-economic systems on a national scale in the framework of improving the methodology of strategic planning in a digital transformation of the economy and management.Methods:the issues of improving the tools of strategic planning of socio-economic development are studied in the framework of a system approach to analyzing the construction and functioning of the state management mechanism in the context of active formation of the information society infrastructure and to evaluating of the impact of digital technologies on the content of management tasks in the process of co-evolution of objects and subjects of management in large-scale organizational systems.Results:the article deals with current problems and key tasks of modernization of scientific and methodological, informational and analytical support of state strategic management of socio-economic development. The trends of the evolution of objects and subjects of management in the conditions of the digital transformation of the information society are investigated. The institutional bases for the construction and operation of the strategic planning system of the Russian Federation are characterized. A block diagram of a complex of heterogeneous models of strategic planning of socio-economic development is given. Design solutions are proposed for building the architecture and developing a prototype of the computer support system for the scenario modeling technology when developing multi-level strategic decisions for planning socio-economic development in the emerging infrastructure of the digital economy is presented.Conclusions and Relevance:the study showed the importance and relevance of modernization of the methodological and analytical support of the strategic planning system of the Russian Federation, which takes into account the main consequences and requirements of the creation and distribution of digital technologies in various areas of society. The most important characteristics of innovative changes in the structure and content of strategic planning tasks, the solution of which is associated with the unification of the format of quantitative and qualitative assessments in the digital development management environment, are identified. Standardization of technologies for collecting, transmitting, storing and processing large amounts of data allows you to build computer software for the multi-level system of state strategic planning based on an open service-oriented architecture. The main direction of further research and development in the creation of an analytical platform to support strategic planning of socio-economic development can be the creation of a mathematical apparatus and software products for processing and analyzing large amounts of personalized information about the functioning of economic and social agents to identify and assess their potentials and priorities. This will allow to increase the degree of justification and consistency of planned decisions and regulatory measures developed by the state in the field of planning socio-economic development and ensuring the national security of the Russian Federation.
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Verhoef, Grietjie. "The management discourse: collective or strategic performance drive?" Journal of Management History 27, no. 4 (November 4, 2021): 415–39. http://dx.doi.org/10.1108/jmh-01-2021-0001.
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Purpose The purpose of this paper is to engage with the discourse on the assumed existence of an distinct “African management” model. It critically deconstructs the concepts and submits an alternative strategy to address the need to understand what is happening in management of business in Africa. Design/methodology/approach Qualitative critical text analysis is used to understand the discourse on the nature of “African management” from the extant literature. The identity theory informs the understanding of the references to “African” as fundamental to identify a distinct management model. This analysis is supplemented by empirical case study research into successful African business. Findings Scholars failed to conceptualise what is “African”, and subsequently also what constitutes “African management”. This conceptual void undermines the critical reconstruction of a single African management model. Empirical research into actual management practices emerge as fundamental to systematic progress in this discourse. This research points to diverse management traditions converging into pragmatic practices. Research limitations/implications Only a limited number of case studies were conducted into management history in Africa. This paper argues for an extended research programme, but this is future work. Practical implications It suggests a research strategy for scholars in African business studies, business history and management history to collaborate towards making a solid contribution to the economic development of our continent. Social implications This research has the potential of forging collaboration in business among all of the people in Africa. Originality/value A critical text analysis is used to expose the conceptual lacunae that undermines progress in the discourse. This paper contributes to the literature on “African management” by systematically deconstructing the concept of “African identity” as a prerequisite to the management discourse. By signalling ethnic nostalgia, the critical reconceptualisation of Africanness offers an intellectually creative strategy out of the stalled discourse.
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Zaumane, Ieva. "STRATEGIC INTERNAL COMMUNICATION: ANALYSIS OF THE PRACTICE OF REGIONAL HIGER EDUCATIONAL INSTITUTIONS OF LATVIA." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 28, 2021): 551–63. http://dx.doi.org/10.17770/sie2021vol6.6415.
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In the organization's strategic management, internal communication is one of the main components enabling the strategic management process to be carried out. Its role is important in both the planning and implementation of the strategy. Still, in practice, the internal communication’s potential remains untapped, resulting in the pursuit of organizations' strategic objectives. In developing the doctoral thesis, the author has an interest in investigating not only businesses, but also higher education institutions (HEIs), as they are similar organizations to other sectoral institutions, and their processes must be similar. The purpose of this study is to analyse who currently manages the internal communication function of four Latvian regional universities and to what extent the internal communication can be considered strategic. The study reviews international literature on the strategic management of organizations and the strategic management of internal communication. It uses a combined research strategy involving questionnaires and semi-structured interviews with respondents indicating that their university has developed an internal communication strategy.The results show that the internal communication management practices of universities differ since some universities do not clearly define the purpose of internal communication, strategies, and plans, as well as those which merely indicate the existence of internal communication management practices. In all four universities, specialists carry out internal communication in the field of marketing, communication, or human resources management who demonstrate that private business practices are being applied – implementing internal communication in fragmented ways without acknowledging it as a management’s function. The research participants have indicated that internal communication should be managed by the administrative vice-rector. Since the analysed articles show that the employee responsible for the internal communication function should be part of the decision-making process, more in-depth research should be continued which would allow making conclusions whether the administrative vice-rector at the university should take on the strategic management function of internal communication.
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Mishra, Anjay Kumar. "Strategic Risk Management Practice in Urban Road Construction Project of Nepal." Journal of Advanced Research in Civil and Environmental Engineering 07, no. 02 (May 14, 2020): 11–19. http://dx.doi.org/10.24321/2393.8307.202003.
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Risk management effectiveness assures project success. The overall objective of this research is to analyze the risk management practice in an urban road construction project with a case of Shiddharthanagar Municipality, Rupandehi, Nepal from contractor’s and client’s perspective. This research is based on a scheduled questionnaire survey to collect the primary data using convenient sampling of the partially or fully completed project. Contractors are quite aware of risk management and the percentage of awareness is even higher among the clients. The feedback from a similar project was used as the main method to identify the potential risk of the project from both contractor’s and client’s perspective. Direct judgment method is used maximum to the analyzed risk of the project from the contractor’s perspective as well as scenario analysis from the client’s perspective. Monitor the risk and prepare a contingency plan is used mostly for risk response of the project from both contractor’s and client’s perspective. An alternative plan, subjective judgment, close supervision, increment of resources and change in construction methods were applied as a preventive and remedial strategy. Risk should be managed by the one who is capable of managing the particular risk by managing contractual obligation with proper contract administration practices for ensuring the project objectives. There should be a risk register at the site and a frequent meeting should be conducted to identify the risks. These identified risks should be documented properly to ensure expertise for future projects.
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Pishenin, Ihor. "STRATEGIC MANAGEMENT OF ECONOMIC SECTORAL DEVELOPMENT AND REPRODUCTION OF LABOUR POTENTIAL." Economic Analysis, no. 28(1) (2018): 87–91. http://dx.doi.org/10.35774/econa2018.01.087.
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The article proposes the analysis of essence and functions, results and content, as well as substantiation of the need for strategic management of the development and reproduction of the labour potential of agribusiness in the context of the development of market relations. In this connection, the necessity of the priority solution of tasks related to the strategic management of the development of labour resources in the agro-industrial sector and their timely reproduction is indicated.
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Slávik, Štefan, Ivana Mišúnová Hudáková, Katarína Procházková, and Branislav Zagoršek. "Strategic Background of the Start-Up—Qualitative Analysis." Administrative Sciences 12, no. 1 (January 21, 2022): 17. http://dx.doi.org/10.3390/admsci12010017.
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A start-up is a relatively new and attractive entrepreneurial form that is being explored in a broader national economy and industry context. However, there is little knowledge about its strategy, which is mainly represented by the business development strategy. The main goal of the research is to deepen and expand knowledge about the strategic background of start-ups, which is preparation and condition for a development strategy and later a business strategy, too. The partial goals of the research are in-depth and detailed knowledge of the content and novelty of the business idea, the quality of the internal environment of the start-up, the nature of the external environment of the start-up, and the content of the goals. The research sample contains 147 start-ups operating in Slovakia. Each start-up was researched by a member of the research team, who personally recorded the statements of the founder. The research results are based on qualitative analysis and synthesis of statements of the founders of start-ups. The main result of the research is a summary view of the strategic background of the examined start-ups, which expresses the peculiarities of the start-up business making and documents the possibilities and motives of the start-up’s strategizing. The summary of knowledge about the strategic background of the start-up is synthesized into a strategic balance sheet, which expresses the strategic perspective of the start-up, the possibilities of survival, explains the potential failure, and provides a solution to the identified imbalance. The practical use of the results consists of providing a model of the strategic balance, which is the result of field research of real and functioning start-ups. The originality and value of the research lie in the direct collection of qualitative data, immediate knowledge of business reality, and the synthesis of results into a comprehensive and at the same time detailed picture of the strategic background of the start-up.
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Brych, Vasyl, and Nataliia Halysh. "Resource approach to strategic management of tourism enterprises." INNOVATIVE ECONOMY, no. 1-2 (2020): 125–32. http://dx.doi.org/10.37332/2309-1533.2020.1-2.18.
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Purpose. The aim of the article is substantiation of theoretical bases of the resource approach to strategic management of tourism enterprises in the Ternopil region according to the need for their sustainable development in the conditions of activation of the tourist services market. Methodology of research. The theoretical and methodological bases of the research are the findings of domestic and foreign scientists on the strategic development of tourism enterprises. In the course of the research, the methods of analysis are used (to identify key parameters of the basic enterprise strategies), synthesis (to generalize the concept of resource strategies of tourism enterprises), SWOT analysis (to identify strengths and weaknesses, opportunities and threats in the strategic activity of the tourist company “Land of recreation”). Findings. The essence of the category “resource strategies” is substantiated, their key parameters are characterized. The basic directions of development of tourist potential of Ternopil region are highlighted, and therefore – strategic vectors for competitive activity of tourist enterprises. The factors of opportunities and threats in the development of the tourist enterprise “Land of recreation” are grouped on the basis of analysis, therefore created possibilities to make proposals on the directions of its activity. Originality. The theoretical foundations of the resource approach to the strategic management of tourism enterprises related to the adherence to the conceptual principles of sustainable development as a global strategy for modern development are substantiated. In particular, it is proved that the use of a resource approach can significantly affect the efficiency of the tourism enterprise in a competitive environment. Practical value. According to the results of the SWOT-analysis, the strengths and weaknesses, opportunities and threats of the tourist enterprise “Land of recreation” are identified. Matrixes of opportunities and threats for the given enterprise were constructed. As a result it was possible to differentiate the degree of influence on the activity of a tourist enterprise depending on the probability assessment of their realization in drawing up plans for strategic development. Key words: strategic management; strategic planning; sustainable development; resource-oriented approach; resource strategies; tourism enterprise; tourist product; tourist services market.
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Oliveira, Eduardo Henrique da Silva. "Place branding in strategic spatial planning." Journal of Place Management and Development 8, no. 1 (March 9, 2015): 23–50. http://dx.doi.org/10.1108/jpmd-12-2014-0031.
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Purpose – This paper aims to firstly depict the theoretical links between place branding and strategic spatial planning to provide further theoretical and conceptual foundations. Secondly, it aims to explore the roots of place branding theory and practice in Portugal, as well as how place branding has been approached (or not) in spatial development plans, strategic initiatives and policy documents by stating the territorial, spatial-economic and sectoral development trajectories for the country and its northern region. Design/methodology/approach – A content analysis of 20 spatial development plans, strategies and policy documents (of 30 identified), published by Portuguese authorities, the European Union (EU) and the Organisation for Economic Co-operation and Development, mainly for the period between 2014 and 2020, has been used. Findings – Empirical evidence shows that tourism-oriented promotion initiatives, investment-oriented marketing campaigns and communication strategies uniquely supported by visual elements and aesthetic values (e.g. logos and slogans) deserve more attention from authorities in charge of spatial planning and policy-making. Place branding is an absent term. Moreover, there is inconsistency between current research and practice on place branding and how it has been incorporated in strategic spatial planning at EU, national and regional levels. Research limitations/implications – Whilst some of the research findings are place-specific (Portugal and its northern region), this exploratory paper aims to present a better understanding of the way in which places and branding can be conceptually addressed, primarily by assigning a spatial dimension to the idea of branding places and its alignment with strategic spatial planning and spatial plan-making. Originality/value – This paper critically explores the actual or potential roles of place branding as an instrument for the attainment of strategic spatial planning goals through its integration in plan and policy-making. By guiding the attention of academics, practitioners and policymakers towards a strategic spatially oriented approach to place branding, the paper brings an alternative view to the scholarly and professional debate on place branding.
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Moosmayer, Dirk C., Muhammad Dan-Asabe Abdulrahman, Nachiappan Subramanian, and Lars Bergkvist. "Strategic and operational remanufacturing mental models." International Journal of Operations & Production Management 40, no. 2 (January 2, 2020): 173–95. http://dx.doi.org/10.1108/ijopm-12-2018-0684.
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Purpose Remanufacturing is the only end-of-life (EOL) treatment process that results in as-new functional and aesthetic quality and warranty. However, applying mental model theory, the purpose of this paper is to argue that the conception of remanufacturing as an EOL process activates an operational mental model (OMM) that connects to resource reuse, environmental concern and cost savings and is thus opposed to a strategic mental model (SMM) that associates remanufacturing with quality improvements and potential price increases. Design/methodology/approach The authors support the argument by empirically assessing consumers’ multi-attribute decision process for cars with remanufactured or new engines among 202 car buyers in China. The authors conduct a conjoint analysis and use the results as input to simulate market shares for various markets on which these cars compete. Findings The results suggest that consumers on average attribute reduced utility to remanufactured engines, thus in line with the OMM. However, the authors identify a segment accounting for about 30 per cent of the market with preference for remanufactured engines. The fact that this segment has reduced environmental concern supports the SMM idea that remanufactured products can be bought for their quality. Research limitations/implications A single-country (China) single-brand (Volkswagen) study is used to support the conceptualised mental models. While this strengthens the internal validity of the results, future research could improve the external validity by using more representative sampling in a wider array of empirical contexts. Moreover, future work could test the theory more explicitly. Practical implications By selling cars with remanufactured engines to customers with a SMM that values the at least equal performance of remanufactured products, firms can enhance their profit from remanufactured products. In addition, promoting SMM enables sustainable business models for the sharing economy. Originality/value As a community, the authors need to more effectively reflect on shaping mental models that disconnect remanufacturing from analogies that convey inferior quality and performance associations. Firms can overcome reduced utility perceptions not only by providing discounts, i.e. sharing the economic benefits of remanufacturing, but even more by increasing the warranty, thus sharing remanufacturing’s performance benefit and reducing consumers’ risk, a mechanism widely acknowledged in product diffusion but neglected in remanufacturing so far.
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Baporikar, Neeta. "CSF Approach for IT Strategic Planning." International Journal of Strategic Information Technology and Applications 4, no. 2 (April 2013): 35–47. http://dx.doi.org/10.4018/jsita.2013040103.
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Although the purpose of strategic planning is straightforward - to outline where an organization wants to go and how it’s going to get there - its nature is complex and dynamic. Two techniques, the critical success factor (CSF) method and future scenario planning, can augment strategic planning efforts by illuminating an organization’s present situation and potential future. This paper explores the value of enhancing typical strategic planning techniques with the CSF method and presents an integrated framework for helping organizations understand the broad range of interrelated elements that influence strategy development for Information Technology (IT). Critical success factors are defined as the handful of key areas where an organization must perform well on a consistent basis to achieve its mission. CSFs can be derived through a document review, analysis of the goals, objectives of key management personnel and interviews with individuals about their specific domain and the barriers they encounter in achieving their goals and objectives. The paper synthesizes documented theory and research in strategic planning and CSFs and provides insights and lessons regarding the value and limitations of the integrated strategic planning framework in the context of IT. Through a method of in-depth literature review and contextual analysis, the paper incorporates suggestions for future work which include: exploring the use of IT in unit-level planning and organizational strategic planning, creating an integrated strategic planning process and connecting CSFs directly to one another in the monitoring stages to support the integrated framework, for an holistic strategic planning process.
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Janavaras, Basil, and Emanuel Gomes. "Global Business Research and Strategic Planning Tools." Journal of International Business and Economy 8, no. 1 (July 1, 2007): 59–70. http://dx.doi.org/10.51240/jibe.2007.1.5.
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The web-based tools discussed in this paper support students and business practitioners alike in their roles as managers and decision makers in a global setting. More specifically, the software will enable users to perform a situation analysis of a company, determine best markets for a company’s products/services and develop an international business plan online. Project-Based Learning (PBL) is a teaching and learning method widely used at universities and businesses around the world. The three software - the Global Market Potential System Online (www.globalmarketpotential.com), the Global Marketing Management System Online (GMMSO, www.gmmso2.com) and the Export Import Management System Online (EIMSO), www.eimso.com) - are web-based PBL tools designed to be used for international business projects. The purpose of this paper is to briefly explain PBL, show how the software work, the benefits provided to both students and instructors using the software and discuss both pedagogical issues and student reactions based on a survey questionnaire.
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Maulani, Galih Abdul Fatah, and Teten Mohamad Sapril Mubarok. "Strategic Planning of Information Systems for Mosque in Indonesia." Business Innovation and Entrepreneurship Journal 2, no. 2 (May 31, 2020): 107–11. http://dx.doi.org/10.35899/biej.v2i2.90.
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Anticipating the era of Society 5.0, communities and organizations are required to have integrated and comprehensive information access, including the management of mosques in Indonesia. This study aims at providing a strategic planning in the form of a portfolio for future application of mosques management information system services. This study was conducted with reference to Ward and Peppard’s strategic plan for information systems, which included SWOT analysis, critical success factor method and McFarlan’s strategic grid. The results showed the mosque management must have several applications, mapped into 4 quadrants (strategic, high potential, key operation, and support). It is expected that this application portfolio can help managers of mosques in Indonesia provide faster, more accurate, and more accountable information.
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Weber, Andreas Christoph, Veerle De Bosscher, Simon Shibli, and Hippolyt Kempf. "Strategic analysis of medal markets at the Winter Olympics." Team Performance Management: An International Journal 25, no. 3/4 (June 10, 2019): 229–52. http://dx.doi.org/10.1108/tpm-10-2018-0068.
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Purpose This paper aims to propose the concept of market potential analysis, which is commonly applied in economics, as a method to enable these investment decisions to be based on sound evidence. Design/methodology/approach The markets for Olympic awards, i.e. medals (top three places) and diplomas (i.e. top eight places) are compared in alpine skiing, biathlon, cross country, speed skating, freestyle skiing, short track and snowboarding from 1992 to 2018. Findings The most notable changes are identified in cross country (2002), biathlon (2006), freestyle skiing (2014), snowboarding (2006 and 2014) and speed skating (2018). Originality/value In spite of the evidence of nations investing strategically in their elite sport systems to produce Olympic success, there is a lack of knowledge on how national-level decision makers can use a strategy to analyse the competitive environment concerning sports contested in the Olympic Winter Games.
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Barczak, Beata, Tomasz Kafel, and Pierpaolo Magliocca. "Network approaches and strategic management: Exploration opportunities and new trends." Journal of Entrepreneurship, Management and Innovation 17, no. 3 (2021): 7–35. http://dx.doi.org/10.7341/20211731.
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PURPOSE: The analysis of the literature shows that the attempts to conceptualize the strategic aspects of the network bring a significant impact on the development of research on organizational networks. This article aims to analyze the new trends in strategic management, and in particular on the possibility of exploring the network approach in strategic management, through the existing literature and the presentation of the new contributions of the following articles published in the current issue. METHODOLOGY: The article is descriptive in character; thus it is based on a literature review and its constructive critics. A narrative literature review was used to present the main assumptions and features of the network approach in strategic management, along with an indication of emerging trends and new directions. Also the identification of theoretical foundations for understanding the processes of strategic change in inter-organizational networks and the proposition of the way to understand network strategy were presented. FINDINGS: The research included in this issue shows that from a network perspective, business strategy plays an important role in guiding the development of individual relationships and networks. Exploring the network approach in strategic management allows one to adopt the category of network strategy, which can be described through the coexistence of cooperation and competition. IMPLICATIONS FOR THEORY AND PRACTICE: Considerations lead to the conclusion that the business strategy must be expressed in terms of potential changes in the network in which the company operates, taking into account its current and selected position in the network. Despite the fact that the current state of research on organizational networks in the theory of strategic management shows that this approach is already quite well established, on the basis of the analysis of research results concerning the conceptualization of strategic aspects of the network, the existing problems and limitations were identified. ORIGINALITY AND VALUE: The main problems related to the exploration of the network approach and the resulting consequences for the definition of the network strategy were indicated. Also, the combination of an organizational and economic approach with the logic of competitive advantage and relational annuity. The demonstration that the network perspective in strategic management allows for a more complete understanding of the strategic behavior of modern enterprises.
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Lisun, Yanina. "STRATEGIC DEVELOPMENT MECHANISM OF THE FRANCHISING BRAND." Economic Analysis, no. 28(1) (2018): 249–57. http://dx.doi.org/10.35774/econa2018.01.249.
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Introduction. Globalization and integration processes refer to the subjects of network business towards the organisation and development of a general perception of common corporate goals and values, the creation and implementation of common network standards and technologies through the formation of a system of knowledge about the brand. The aim of the brand creation, which is the result of the interaction cooperation, is to form a circle of potential consumers of the company that have a similar cognitive structure, a system of knowledge, similar thinking, world perception and consciousness. The presence of these similar features in the company's network of business partners and customers can combine them into groups that have the only one system of values and high loyalty to the brand. That is why there is the scientific interest to develop a mechanism for the strategic development of the franchising brand. Purpose. The research aims to develop the theoretical and methodological aspects of the formation of strategies for the development of enterprises, which operate in the franchising market and use brand management technologies. Method (methodology). The methodological basis of the research is a set of scientific methods of systematic, dialectical and comparative analyses, which has provided a comprehensive study on the development of franchising in Ukraine. Such scientific methods as method of analysis, method of synthesis, method of scientific synthesis, method of comparison, method of grouping, and method of economic and statistical analysis have been used in the research of the theoretical approach to brand management, strategic management and definition of strategic characteristics of the franchising market in Ukraine. Results. The content and components of the brand have been studied. The features of brand management, determined by franchising activity, have been defined. Strategic monitoring of the franchising market has been conducted. Opportunities and threats, strengths and weaknesses have been identified. They form the basis for franchising brand development strategy. Segmentation of the market for franchises in the field of catering and trade has been carried out. It allows exploring the strategies of major players in the franchise market. The mechanism of strategic development of franchising brand with the use of the principles of interaction theory and the concept of network marketing has been worked out.