Relevant bibliographies by topics / Strategic and operational management

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

Academic literature on the topic 'Strategic and operational management'

Author: Grafiati
Published: 7 June 2025
Last updated: 16 July 2025

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Journal articles on the topic "Strategic and operational management"

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Thomason, D. "Strategic, tactical, operational [demand management]." Manufacturing Engineer 83, no. 3 (2004): 34–37. http://dx.doi.org/10.1049/me:20040309.

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Bell, P. C. "Strategic Operational Research." Journal of the Operational Research Society 49, no. 4 (1998): 381. http://dx.doi.org/10.2307/3010549.

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Bell, P. C. "Strategic operational research." Journal of the Operational Research Society 49, no. 4 (1998): 381–91. http://dx.doi.org/10.1057/palgrave.jors.2600467.

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Hartarini, Yovita Mumpuni, Wahyudi Wahyudi, and Sopi Sopi. "Mentoring in strategic management and operational strategies for developing the dairy cooperative business of KUD Banyumanik, Semarang City." Community Empowerment 9, no. 10 (2024): 1398–405. https://doi.org/10.31603/ce.10979.

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The sustainability of cooperatives will inevitably face challenges in the future. If these challenges are not anticipated and addressed properly, it will have fatal consequences for their continuity. Therefore, strategic management and operational strategy in cooperative activities are very important to consider, including for the dairy cooperative of KUD Banyumanik in Semarang City. The objective of this community service (PkM) activity is to provide assistance in strategic management and operational strategy. This PkM activity uses the Participatory Action Research (PAR) method through strategic management and operational strategy assistance activities. The evaluation results concluded that knowledge of strategic management and operational strategy increased by 80%, the ability to manage strategically and operationally increased by 75%, the ability to formulate strategic management and operational strategy increased by 84%, the skills to achieve competitive advantage through strategic management and operational strategy increased by 90%, and skills in developing and implementing strategic management and operational strategy increased by 90%.
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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit
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Kuznetsov, S. Y., and I. V. Rudenko. "BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT." Strategic decisions and risk management, no. 2 (June 25, 2015): 92–98. http://dx.doi.org/10.17747/2078-8886-2015-2-92-98.

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Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-term business-culture from the tactical level to the level of strategic management. We show the stages of the development of BPM system in the enterprise. In order to achieve operational efficiency benchmarking and operational intelligence are implemented. Within operational intelligence we offer metrics of the four main functional goals.
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Cortes, Hector, Joanna Daaboul, Julien Le Duigou, and Benoît Eynard. "Strategic Lean Management: Integration of operational Performance Indicators for strategic Lean management." IFAC-PapersOnLine 49, no. 12 (2016): 65–70. http://dx.doi.org/10.1016/j.ifacol.2016.07.551.

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Tarofder, Arun Kumar, S. M. Ferdous Azam, and Abdullah Nabeel Jalal. "Operational or strategic benefits." Management Research Review 40, no. 1 (2017): 28–52. http://dx.doi.org/10.1108/mrr-10-2015-0225.

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Purpose The purpose of this study is twofold: identifying important determinants for effective adoption of internet technologies in an organizational supply chain context and examining and classifying benefits yielded from internet adoption in supply chain. Design/methodology/approach A structured Web-based questionnaire was designed and administered to respondents to collect the primary data. With two reminders, this study managed to obtain 236 respondents from different industries in Malaysia. Structural equation modelling was applied to test the seven hypotheses. Findings Four of five factors were significant for successful implementation of internet technologies in organizations. In addition, results suggested that internet technologies contribute more to operational activities rather than strategic initiatives, which would be one of the main contributions of this study. Research limitations/implications This study is limited by its being based on organizational perception rather than absolute value for measuring the benefits of internet adoption. Moreover, this study applied the cross-sectional technique which may limit generalizability of the findings. Practical implications This study provides in-depth knowledge about internet adoption and benefits for the organization by combining both theoretical and empirical knowledge. It helps managers to understand the importance and process of internet adoption. Originality/value Organizations who are interested in adopting the internet in their supply chain may feel that these results will guide them in making their final decision.
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Whipp, Richard. "The Management of Strategic and Operational Change." Management Research News 11, no. 1/2 (1988): 27–28. http://dx.doi.org/10.1108/eb027944.

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Iriana, Reiny, and Francis Buttle. "Strategic, Operational, and Analytical Customer Relationship Management." Journal of Relationship Marketing 5, no. 4 (2007): 23–42. http://dx.doi.org/10.1300/j366v05n04_03.

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Dissertations / Theses on the topic "Strategic and operational management"

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M'zungu, Simon David Munyaradzi. "SME Brand Management: Strategic and Operational Perspectives." Thesis, Griffith University, 2013. http://hdl.handle.net/10072/367331.

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Corporate brands are widely accepted as valuable intangible assets of organisations, which require competent management to create and safeguard their equity. There is a large body of corporate branding literature, which is fragmented along several disciplinary domains and biased towards large organisations. While the economic contribution of the small-to-medium enterprise (SME) sector in both emerging and developed economies is recognised, corporate branding research has neglected this sector. SME corporate brand management research could enhance the economic efficiency of the sector. However, SME branding research is still in an emergent phase and in need of further research. The main objective of this research study is to develop a holistic understanding of SME corporate brand management, incorporating both strategic and operational perspectives. A holistic model of corporate brand management, which considers both strategic and operational perspectives of SME brand management, could not be found in the current corporate branding literature. Consequently, prior to this study a theoretical framework on which to base the study of corporate brand management in the SME sector is still missing. Therefore, another objective of the research study is to develop a coherent holistic process-based conceptual model of corporate brand management that incorporates strategic and operational perspectives, based on the available corporate branding literature. The preliminary conceptual model that was developed as the conceptual framework for the study of SME brand management consists of five stages namely, (1) strategic front end, (2) corporate strategy-operations/internal brand management interface, (3) operations/internal brand management, consisting of internal brand communication, brand enabling and ensuring consistent brand delivery, (4) brand performance and (5) environmental feedback. The conceptual model is the investigative lens employed to study SME corporate brand management practices. It serves several purposes including guiding data collection and data analysis, as well as providing a preliminary framework for answering the primary and subsidiary research questions.<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>Griffith Business School<br>Griffith Business School<br>Full Text
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Alodhaibi, Sultan Sulaiman. "Strategic and operational issues in the integrated management of an airport: An operations management approach." Thesis, Queensland University of Technology, 2019. https://eprints.qut.edu.au/132262/1/Sultan%20Sulaiman_Alodhaibi_Thesis.pdf.

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This thesis contributes to the area of integrated management of outbound and inbound passenger flows at an international airport terminal for optimal utilisation of resources with maximum comfort to the passengers. The main goal of this research is to develop a holistic model based on the combination of simulation, airport resource management algorithms and analytical optimisation approaches. This model provides an important step forward in the development of a fully-fledged holistic decision support tool. The model can be used for strategic and operational requirements for multi-terminal International/Domestic.
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Cooke, G. "A methodology to link strategic quality requirements to operational activities in manufacturing." Thesis, Coventry University, 2010. http://curve.coventry.ac.uk/open/items/9f9c20f4-1d4c-f1af-1b81-e212459645f1/1.

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Organisations can deploy Total Quality Management (TQM) through company quality programmes in order to achieve improved business performance. A review and analysis of TQM literature found that the areas of strategic quality management, quality practices and quality activities (tools and techniques) have evolved largely independently without relationships being established. Employee involvement (EI) is a key element of TQM yet the involvement of individuals in specific quality activities is an under-researched topic. The aim of this research is to propose a framework which links these areas and provides a methodology for manufacturing organisations to use to link quality activities to strategic quality requirements and therefore facilitate the management of their quality programme. Exploratory case study research has underpinned the research methods adopted. Information about the deployment of TQM through quality programmes via quality practices and quality activities was gathered through interviews, documentation and surveys. Specific details regarding the actual quality activities engaged in by individuals were obtained by participant observation. The data was evaluated both within case and cross case using a selection of methods. Findings have resulted in the creation of two unique frameworks. The first, the Quality Programme, Quality Activities and Performance (QPQAP) framework, provides a structure to link strategic quality requirements to quality activities via performance measures and includes a feedback process to facilitate continuous improvement and sustain the quality programme. Quality Function Deployment (QFD) has been adapted to deploy the QPQAP Framework and an analysis process developed. The second framework describes an Activity Classification System (ACS) that can be used to categorise and analyse an individual’s day-to-day quality activities and judge the application and effectiveness of these activities. Combined, these frameworks provide a Quality Programme Management Framework which enables organisations to make decisions about the application of quality activities and adjustments necessary to improve performance and fulfil strategic quality requirements.
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Collins, Bradley. "Crafting and executing an operational strategic plan for a retail product line." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/918.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.<br>ENGLISH ABSTRACT: The following research report is titled “Crafting and executing an operational strategic plan for a retail product line”. The report presents operational analysis which results in creating operational strategy which is relevant to current trading conditions and which is clearly aligned with both the organisation’s group and corporate strategic goals. The primary focus is therefore not on the development of organisational strategy, but on strategic implications, interpretation and operational execution. The central research question is described as follows: How can the current operational strategic planning process be improved in order to deliver strategic plans which are aligned and clearly support the key strategic thrusts at group and corporate level? A literature study was conducted by consulting a vast number of books, articles and websites in order to gain a comprehensive understanding of the latest management thinking pertaining to the creation and implementation of strategy. Primary research, which took the form of informal interviews with key personnel, was also conducted in order to ascertain the opinions and insights of individuals who are directly affected by the operational strategic process. The research resulted in a one year operational strategic framework which can be used as a tool by all central buying teams when creating operational strategic plans. The framework allows teams to follow a standardised process which results in concise summary populated with key strategic points. Teams are thus guided by these points and are also prompted to corrective action by ensuring that each strategic action has a measurable outcome. The framework is also populated with group and corporate goals, which act as guiding principles to team members. The final recommendation is that teams allow for a degree of flexibility in the operational strategic actions which were identified in their initial analysis. While key strategic points at group and corporate level will most likely remain unchanged during the course of a financial year, certain operational activities may have to be reconsidered should the micro and macro trading environment change. AFRIKAANSE OPSOMMING: Die titel van die volgende navorsingverslag is: “Crafting and executing an operational plan for a retail product line”. Die verslag is ‘n weergawe van ‘n bedryfsontleding wat lei tot die ontwerp van ‘n bedryfs-strategie wat van toepassing is op die huidige handelsmilieu. Die strategie is verder in lyn met beide die organisasie se groep en korparatiewe doelwitte. Die verslag fokus hoofsaaklik op strategiese implikasies, interpretasie en operasionele uitvoering en nie op strategiese ontwikkeling nie. Die sentrale navorsingskwessie word soos volg beskryf: Watter verbeterings kan aangebring word aan die huidige bedryfs-strategiese beplannings proses om sodoende strategiese planne op te lewer wat in lyn sal wees en ondersteuning sal gee aan die sleutel strategiese dryfkrag op groep en korporatiewe vlak. ‘n Aantal sekondêre bronne – boeke,artikels and webwerwe - is nageslaan en ‘n letterkundige studie is gedoen om ‘n omvattende begrip te kry van die nuutste bestuursdenke met betrekking tot die ontwerp en implementering van strategie. Onderhoude is gevoer met sleutel personeel wat gedien het as primere bronne. Sodoende is die opinies en insigte verkry van individue wat direk betrokke is by die bedryfs-strategiese proses. Die ondersoek het as gevolg ‘n bedryfs-strategiese raamwerk. Dit kan as instrument gebruik word deur alle sentrale aanskaffingspanne wanneer hulle bedryfs-strategiese planne ontwerp. Die raamwerk maak voorsiening vir ‘n gestandaardiseerde proses wat kulmineer in ‘n een-bladsy opsomming wat strategiese punte bevat. Die opsomming gee dus rigting aan spanne en hulle word aangespoor tot korrektiewe aksies elk met meetbare uitkomstes. Die raamwerk bevat ook groeps- en korporatiewe doelwitte wat deur spanne as riglyne gebruik kan word. ‘n Finale voorstel is dat spanne voorsiening maak vir ‘n mate van plooibaarheid in die bedryfsstrategiese aksies wat aanvanklik in hul ontledings geidentifiseer was. Sekere strategiese punte sal waarskynlik op groep en korporatiewe vlak onveranderd bly na afloop van die finansiele jaar terwyl sekere bedryfsaktiwiteite heroorweeg sal moet word na gelang van veranderinge in die mikro en makro handelsmileu.
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Duursema, Lukas. "Analysis of the strategic planning process with specific reference to the operational implementation of strategic plans in Siemens-IC." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51587.

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Thesis (MBA)--Stellenbosch University, 2000.<br>ENGLISH ABSTRACT: Strategic planning and the successful implementation of strategic plans moulds organisations and make them successful in the long term. Siemens-Information and Communications (IC) has realised the need for strategic planning to remain competitive and successful. The implementation of the strategic planning process at Siemens-IC has created the opportunity to do that, but as many have realised, this can only be achieved when the strategic plans have been successfully implemented. The strategic planning process at Siemens-IC is not dysfunctional, in many instances it has achieved a great deal. The problem is therefore not how to fix the strategic planning process, but rather how to improve the implementation of the strategic plans. The successful implementation of strategic plans is summarised by outlining the process used to derive the strategy, the governing principles for defining the strategy, communication of the strategy and organisational accountabilities. These components are supported by a strategy review process that is embedded in the organisational process and improves the implementation of strategic plans. If all of this occurs in the absence of a culture which promotes innovation, creativity and strategic planning as part of all managers' functions, it is doomed to failure. The strategic plans in Siemens-IC could be implemented better if the formulation of strategy is seen as part of the line managers' functions. This would provide the opportunity to improve communication, understanding and implementation of the strategy throughout the organisation right down to the lowest levels. It is also proposed that the implementation of strategic plans should be improved by linking the formulation with the implementation of the strategy. This would ensure that what has been envisioned will also be implemented. The last overall consideration for Siemens-IC is to create an organisational culture of learning. Managers at all levels should realise that formulating and implementing strategy is an ongoing journey that should be managed, and where failures and successes should be seen as opportunities to learn and improve. Achieving a culture of learning would improve the organisation's overall success with the implementation of strategic plans.<br>AFRIKAANSE OPSOMMING: Strategiese beplanning en die suksesvolle implementering van strategiese planne vorm organisasies en maak hulle suksesvol oor die lang termyn. Die behoefte vir strategiese beplanning in Siemens-Informasie en Kommunikasie (IK) is erken om die maatskappy meer kompeterend en suksesvol te maak. Die implementering van strategiese beplanning by Siemens-IK het die geleentheid geskep om dié doelwit te bereik. Maar dit het ook die besef laat ontstaan dat dit slegs bereik kan word indien die strategiese planne suksesvol geimplementeer word. Die strategiese beplanningsprosesse by Siemens-IK is nie foutief nie, daar is inteendeel vele gevalle waar dit suksesvol was. Die probleem is dus nie die regstelling van die strategiese beplanningsproses nie, maar eerder hoe om die implementering van die strategiese planne te verbeter. Die suksesvolle implementering van die strategiese planne word saamgevat deur die prosesse wat die strategie bepaal, die beginsels wat die bepaling van die strategie reguleer, kommunikasie van die strategie en die organisatoriese verantwoordelikhede te omskryf. Hierdie elemente word gerugsteun deur 'n strategie hersieningsproses wat deel is van die organisatoriese prosesse, en verbeter die implementering van die strategiese planne. Indien daar nie 'n kultuur wat innovasie, kreatiwiteit en waar strategiese beplanning gesien word as deel van alle bestuurders se funksies bestaan nie, sal implementering gedoem word om te faal. Die implementering van strategiese planne in Siemens-IK kan verbeter word deur strategie formulering deel van die lynbestuurders se funksies te maak. Dit sal die geleentheid skep vir verbeterede kommunikasie, begrip en implementering van strategie en dit na alle vlakke van die organisasie deur te voer tot op die laagste vlakke. Daar word ook aanbeveel dat die formulering en die implementering van strategie gekoppel moet word. Dit sal verseker dat dit wat beoog word, ook geimplementeer sal word. Die laaste oorkoepelende oorweging is om 'n leerkultuur in die organisasie te skep. Bestuurders op alle vlakke moet besef dat strategie formulering 'n voorgesette proses is wat bestuur moet word, en waarin mislukkings en suksesse as geleenthede vir leer en verbetering beskou moet word. Die verwesenliking van 'n leerkultuur sal die implementering van strategiese planne, oor die algemeen, meer suksesvol maak.
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Bortey, Emmanuel Borlabi. "Organisational restructuring and change management : a case study of the restructuring of the Christian Council of Ghana." Thesis, Oxford Brookes University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324094.

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Papadakis, Vassilis M. "Operational foundation of strategic investment decision making : contextual influence on process characteristics." Thesis, London Business School (University of London), 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.283459.

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Holland, Jane Caroline. "The development of a model to assist in the strategic management of operational research groups." Thesis, University of Hertfordshire, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.329051.

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This thesis describes a research programme which investigates further the models developed by Conway [1] - the dynamic model of the process of operational research and the life cycle of in-house operational research groups. It studies the relationships between the two, and also extends the range of applicability of the models. From this the research develops a useful tool to assist the strategic management of in-house operational research groups. In the prev ious study, the two mode I s had been re I ated in theory only. This study investigates the actual relationships and develops a method of defining an operational research group's position on its life cycle using data about the mix of proj ects of the dynamic mode I project types. This method was developed using data from the Conway study, and tested on data collected in two surveys conducted during the current period of research. In certain circumstances, it was found to be essential that other aspects of the data on operational research projects were used to help define more exactly the current state of health of the operational research group. The level or importance of the project was shown to be significant, as was the approach employed when tackling the project. The validity of the model with respect to other forms of operational research group was also investigated, and external consultancy was chosen for this research. A classification was developed which categorised consultants according to their managerial structure, and consultants from each of the types in the classification were interviewed using Systems Based Interviewing. The interviews showed that the dynamic model of the process of operational research was a valid way to describe external operational research consultancy. Some preliminary concepts involving the life cycle of consultancies were also developed, but could not be tested within the time scale of this study. 1. CONWAY, D.A., (1984), "The Development and Application of a Dynamic Model of the Process of Operational Research". PhD thesis, Hatfield Polytechnic.
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Wiberg, Linnea, Linda Nyberg, and Sjödin Viktoria. "Strategic Renewal and Management Control Systems : The Implementation Process of Strategic Renewal Through MCS." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26684.

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Background: Strategic renewal is a phenomenon where companies decide to do strategic alterations with the aim to improve their stasis in the current market (Kiesler &amp; Sproull, 1982). This can be accomplished in several ways; in this report the focus is on management control systems and how they are incorporated in the strategic implementation process in order to drive and generate renewal. Management control systems are considered to be an important aspect of the strategy process (Simons, 1994). Purpose: The purpose of this thesis is to analyze to what extent and in what form interactive and diagnostic management control systems are employed in large organizations in order to drive strategic renewal. Methodology: This is a qualitative research with an abductive approach that is based on a single case study. Through interviews we answer how management control systems are used in the implementation process of strategic renewal on different levels of an organization; we have made ten interviews with top-, middle- and operational management.  Conclusion: Our main finding is that the process of implementing a successful strategic renewal through the adoption of MCS is not a linear one. The process is continuous and conducted in a circular manner; this also implies the interrelation of the variables.
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Smit, Charmaine. "Measuring operational risk in the ALCO process / by Charmaine Smit." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2318.

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Books on the topic "Strategic and operational management"

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1962-, Schuiling Isabelle, ed. Market-driven management: Strategic and operational marketing. Palgrave Macmillan, 2012.

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Lambin, Jean-Jacques. Market-driven management: Strategic and operational marketing. St. Martin's Press, 2000.

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Colin, Rickwood, and Stacey Ray, eds. Management accounting for strategic and operational control. Butterworth-Heinemann, 1996.

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Walters, David, and Mark Rainbird. Strategic Operations Management. Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20677-9.

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Brown, Steve. Strategic Operations Management. Elsevier, 2005.

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Barnes, David. Strategic operations management. Thames Valley University, 1996.

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1957-, Brown Steve, ed. Strategic operations management. Butterworth-Heinemann, 2000.

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Rossouw, D., and Andreas De Beer. Focus on operational management: A generic approach. Juta Academic, 2005.

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Andrew, Dainty, and Lingard Helen, eds. Human resource management in construction projects: Strategic and operational approaches. Spon Press, 2002.

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Loosemore, Martin. Human resource management in construction projects: Strategic and operational approaches. Spon, 2003.

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Book chapters on the topic "Strategic and operational management"

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Bowman, Cliff, and David Asch. "Making the strategy operational." In Strategic Management. Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7_9.

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Zentes, Joachim, Dirk Morschett, and Hanna Schramm-Klein. "Monitoring Operational and Financial Performance." In Strategic Retail Management. Gabler Verlag, 2011. http://dx.doi.org/10.1007/978-3-8349-6740-4_19.

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Zentes, Joachim, Dirk Morschett, and Hanna Schramm-Klein. "Monitoring Operational and Financial Performance." In Strategic Retail Management. Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-10183-1_20.

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McCabe, James E., Paul E. O'Connell, Demosthenes Long, and Carol Rasor-Cordero. "Strategic Management and Planning." In Understanding Police Operational Performance. Routledge, 2024. http://dx.doi.org/10.4324/9781003396437-12.

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Kreutzer, Ralf T. "Strategic and Operational Marketing Plan." In Management for Professionals. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-13823-3_10.

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Lambin, Jean-Jacques, and Isabelle Schuiling. "The Strategic and Operational Marketing Plan." In Market-Driven Management. Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36312-0_21.

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Elsborg, Jacob. "Operational Platform and Growth: A Strategic Challenge." In Global Asset Management. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137328878_23.

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Sushil and Sanjay Dhir. "Functional/Operations Strategies." In Strategic Management. Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-97-4788-7_21.

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Soosaimuthu, Joseph Alexander. "Reporting and Analytics: Operational and Strategic." In SAP Enterprise Portfolio and Project Management. Apress, 2022. http://dx.doi.org/10.1007/978-1-4842-7863-5_5.

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Salminen, A., H. Lanning, J. E. Tarpila, M. Roiha, and M. Lahti. "Benchmarking Organisational and Operational Development." In Strategic Management of the Manufacturing Value Chain. Springer US, 1998. http://dx.doi.org/10.1007/978-0-387-35321-0_22.

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Conference papers on the topic "Strategic and operational management"

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Ramu, Murugan, Maria Priya P, Rajani Priya Nippatla, Choi Sang Long, Jayashree Hareesh, and Sudhir Soman. "Strategic Management of IT Investments in Electrical and Electronics: Aligning Operational Goals with Technological Advancements." In 2025 First International Conference on Advances in Computer Science, Electrical, Electronics, and Communication Technologies (CE2CT). IEEE, 2025. https://doi.org/10.1109/ce2ct64011.2025.10940033.

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Cilluffo, Graig, and Mehul Gandhi. "Nuclear Power Balance of Plant Corrosion Management Strategic Perspectives." In CORROSION 2018. NACE International, 2018. https://doi.org/10.5006/c2018-11003.

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Abstract Nuclear power plant operators are chartered to provide safe, reliable, and cost-effective electricity to millions of homes. The reliability and long-term viability of nuclear plants as infrastructure investments is supported by numerous corrosion management programs, tools, and systems to meet this challenge after 20, 30, and even 40 years or more of sustained operation. This paper highlights plant processes and systems where these programs are leveraged, driving corrosion and integrity concerns, inspection and monitoring plans, trending and forecasting tools, and long-term asset integrity investment considerations. This paper also presents continuous improvement opportunities for operators, service providers, consultants, and organizations seeking to meet long-term asset integrity management challenges for this vital component of our electric infrastructure. Perspectives from multiple operating plants will be reviewed in this paper. This information will be relevant to other power plants or facilities with complex balance of plant infrastructures supporting heating, cooling, fueling, and related industrial operations and infrastructure.
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Fernandez, Monica, Chris Jeske, Robert Terry, and Ruben Carrera. "Corrosion Management Improvements in Liquids-Rich Shale Play – Pipeline Internal Corrosion Mitigation Case Studies." In CONFERENCE 2024. AMPP, 2024. https://doi.org/10.5006/c2024-20990.

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Abstract This paper details the process followed to enhance the pipeline internal corrosion management during operational stage in a liquids-rich shale play, focusing on pipeline internal corrosion mitigation. The process involves several key steps, encompassing a thorough review of historical data (operational conditions, fluid chemistry, corrosion coupons, chemical treatments, pigging activities, inspection results, among others), meticulous data analysis, strategic scheduling, implementation of short-term, mid-term, and long-term actions, followed by periodic monitoring to evaluate barrier performance in conjunction with an inspection plan to confirm asset integrity and optimize resource utilization. The improvements have considered industry best practices, know-how, lessons learned, valuable insights gained from past failures, challenges encountered within upstream operations for corrosion and integrity activities execution, and the actions taken to overcome them.
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Ramesh, Raj. "Achieving strategic objectives through operational modeling." In 2006 IEEE/UT Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/utemc.2006.5236198.

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Malvius, Diana, Dag Bergsjo¨, and Sara Molneryd. "Balancing Operational and Strategic Impacts on Information Management." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35438.

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Strategies for successful information management that supports multidisciplinary systems engineering are reported on. Inter-disciplinary and inter-lifecycle integration are considered as prerequisites to establish efficient information management. Top and middle management, and designer perspectives on integrated information management have been studied in an interview study within electrical and electronics, and software R&amp;D departments in the automotive industry. Identified misalignments in needs, expected benefits and goals for information management between different perspectives are described. Ways to achieve synergies and conflicts with operational and strategic impacts on information management are discussed in the paper.
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Vlčko, Ján, and Jitka Meluchová. "Operational risk of accounting digitalization." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24040v.

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Automation of accounting is a trend which requires deep research to mitigate possible risks and to make legal background for standardization. On the real sample of 10 SMEs from Slovakia, we have investigated possibilities of implementation of automatic processing of received invoices including automatic AI solutions capable to withdraw relevant data from an invoice and import withdrawn data into accounting software for further processing. There are several available solutions capable to perform the task. By evaluation of possibilities for small SMEs we came to the conclusion that such solutions are possible and may be viable even for SMEs. As automation of processing received invoices may be viable for SMEs, it can become an industry standard. This research also shows that in Slovakia current accounting act prevents implementation of accounting automation based on AI due to not considering possible error rate caused by such automation.
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Steffen, A., H. Spitzer, C. Wemhoff, and S. Hubner. "Integration of strategic and operational asset management." In 22nd International Conference and Exhibition on Electricity Distribution (CIRED 2013). Institution of Engineering and Technology, 2013. http://dx.doi.org/10.1049/cp.2013.0766.

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Back, Michael J., and Cesar Guercio. "Portfolio Management for Strategic Planning and Operational Optimization." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2010. http://dx.doi.org/10.2118/134339-ms.

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Tošović, Radule. "Strategic and Operational Possibilities of Application of Expert Geological-Economic Evaluation of Mineral Reserves in the Conditions of the New Reality of Mineral Production." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_157.

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Singh, Mahendra Pratap, and Viktors Gopejenko. "Impact of Artificial Intelligence on Strategic and Operational Decision Making." In INFORMATION TECHNOLOGIES AND MANAGEMENT. Baltija Publishing, 2024. http://dx.doi.org/10.30525/978-9934-26-459-7-7.

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Reports on the topic "Strategic and operational management"

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Follmer, Rochelle Lynn, and James Paul Johnson. Tactical and Strategic Treasury Internal Controls Management & Budget Operations Meeting. Office of Scientific and Technical Information (OSTI), 2017. http://dx.doi.org/10.2172/1343683.

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Trauth, Sharon Lee. Operational concepts and implementation strategies for the design configuration management process. Office of Scientific and Technical Information (OSTI), 2007. http://dx.doi.org/10.2172/910197.

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West, George, Marco Velarde, and Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010526.

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In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.
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Shen, Shiyu, Yuhui Zhai, and Yanfeng Ouyang. Planning and Dynamic Management of Autonomous Modular Mobility Services. Illinois Center for Transportation, 2024. https://doi.org/10.36501/0197-9191/24-029.

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As we enter the next era of autonomous driving, robo-vehicles (which serve as low-cost and fully compliant drivers) are replacing conventional chauffeured services in the mobility market. During just the last few years, companies like Waymo Inc. and Cruise Inc. have already offered fully driverless robo-taxi services to the general public in cities like Phoenix and San Francisco. The rapid evolution of autonomous vehicles is anticipated to reshape the shared mobility market very soon. This project aims to address the following open questions. At the operational level, how should modular units be allocated across multiple categories of customers (e.g., passenger and freight cabins), and how should they be matched in real time? How do we enhance system efficiency by dynamic relocation and swap of modular chassis? At the strategic or tactical level, how should the rolling stock resources (modular chassis, passenger and freight cabins) be planned, and where shall chassis swapping sites be located? How could any potential transaction cost for a chassis swap, such as the time required for a modular chassis to be assembled with a customized cabin, affect the optimal strategy and system performance? How can customer priorities (e.g., passenger vs. freight) affect system performance, and how can service providers manage demand by specific pricing scheme or discriminative customer service strategies? We conducted the following research tasks: (i) analytically derived systems of implicit nonlinear equations in the closed form, including a set of differential equations, to analyze the modular autonomous mobility system and to estimate the expected system performance in the steady state; (ii) conducted a series of agent-based simulation experiments to verify the accuracy of the proposed analytical formulas and to demonstrate the effectiveness of the proposed modular chassis services; and (iii) designed policy instruments to enhance transportation system performance.
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Gardner, Mark. Wartime Distribution Operations: Roles of Focused Logistics, Velocity Management, Strategic Distribution Policy and Air Clearance Policy. Defense Technical Information Center, 2004. http://dx.doi.org/10.21236/ada424145.

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Hubbard, Sarah M., and Bryan Hubbard. Investigation of Strategic Deployment Opportunities for Unmanned Aerial Systems (UAS) at INDOT. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317126.

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Unmanned aerial systems (UAS) are increasingly used for a variety of applications related to INDOT’s mission including bridge inspection, traffic management, incident response, construction and roadway mapping. UAS have the potential to reduce costs and increase capabilities. Other state DOTs and transportation agencies have deployed UAS for an increasing number of applications due to technology advances that provide increased capabilities and lower costs, resulting from regulatory changes that simplified operations for small UAS under 55 pounds (aka, sUAS). This document provides an overview of UAS applications that may be appropriate for INDOT, as well as a description of the regulations that affect UAS operation as described in 14 CFR Part 107. The potential applications were prioritized using Quality Function Deployment (QFD), a methodology used in the aerospace industry that clearly communicates qualitative and ambiguous information with a transparent framework for decision making. The factors considered included technical feasibility, ease of adoption and stakeholder acceptance, activities underway at INDOT, and contribution to INDOT mission and goals. Dozens of interviews with INDOT personnel and stakeholders were held to get an accurate and varied perspective of potential for UAVs at INDOT. The initial prioritization was completed in early 2019 and identified three key areas: UAS for bridge inspection safety as a part of regular operations, UAS for construction with deliverables provided via construction contracts, and UAS for emergency management. Descriptions of current practices and opportunities for INDOT are provided for each of these applications. An estimate of the benefits and costs is identified, based on findings from other agencies as well as projections for INDOT. A benefit cost analysis for the application of UAS for bridge inspection safety suggests a benefit cost over one for the analysis period.
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Menuhin, Jonathan. Innovation Ecosystem Management Methodology. Edited by Marcello Basani, Alejandro Minatta, and Cecilia Maroñas. Inter-American Development Bank, 2024. http://dx.doi.org/10.18235/0012851.

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The main challenges innovation faces in the water, sanitation, and solid waste sector in Latin America and the Caribbean can be split into three categories: governance efforts; sector innovation ecosystem (research, development, and innovation), and water, sanitation, and solid waste utilities. In this line, it is key to acquire knowledge of international experiences to enrich the analysis and thematic discussion on the issue. The III (III) is an NGO that was established in 2011 to promote the development and implementation of innovation addressing global challenges such as transportation, climate change, health, agriculture, aquaculture, and desertification. To this end, The III established innovation ecosystems that connect relevant players with the fields they wish to promote, and created innovation opportunities, always acting objectively and impartially. Over the years, as the III gained experience, it formed a methodology that can be adjusted to and implemented in other sectors and fields to enhance their potential and address existing obstructions. Such methodology can be adopted by NGOs, countries, and regions according to the barriers their ecosystem experiences. Hence, a strategy that one ecosystem chooses may be different from the strategy that suits another. Yet, while the innovation clusters and ecosystems may vary, a common, organizing operational outline can be found in all. The methodology includes tools that were designed to match the development of innovation ecosystems facing new challenges and opportunities. This document opens with a presentation of the positive potential of forming and operating innovation ecosystems and the global trends that make them even more important (section I). The five fields of operation that promote innovation ecosystems are thus presented, each followed by practical examples of relevant tools: (1) market education; (2) social capital creation; (3) access to knowledge; (4) open innovation facilitation; and (5) internationalization in section, alongside practical tools to develop each layer, and the motivation for choosing each, which can assist in selecting from the extensive toolbox (Section II). Finally, some practical tips to start with the right foot are described (Section III).
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Bajon, Theò. Weapons and Ammunition Management Country Insight: Republic of Côte d’Ivoire. UNIDIR, 2025. https://doi.org/10.37559/caap/25/wam/06.

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UNIDIR defines weapons and ammunition management (WAM) in a comprehensive manner covering the oversight, accountability and governance of conventional arms and ammunition throughout their management cycle. This includes the establishment of relevant national frameworks, processes and practices for the safe and secure production and acquisition of materiel, stockpiling, transfers, end use control, tracing and disposal. This holistic approach is essential in ensuring that efforts to better regulate arms and ammunition are undertaken in alignment with relevant humanitarian, peacebuilding, security sector governance, rule of law, counter-terrorism, and armed violence reduction processes and not in isolation. This country insight presents the main findings of the WAM follow-up assessment conducted in March 2023 by the Government of the Republic of Côte d'Ivoire, through the National Commission for the Fight against the Proliferation and Illicit Trafficking of Small Arms and Light Weapons, in cooperation with the Economic Community of West African States (ECOWAS) and UNIDIR. The publication draws from the comprehensive follow-up assessment report shared by UNIDIR in cooperation with ECOWAS to the Government of Côte d'Ivoire and sheds light on the progress made since the initial 2016 baseline assessment (last country insight report). It includes information on existing institutional and operational capacities, policies and procedures, as well as challenges faced by Ivorian authorities at strategic and operational levels and options for further strengthening the national framework governing through-life management of weapons and ammunition in the Ivory coast. UNIDIR encourages States, regional and sub-regional organisations, and relevant international partners to consult this Côte d'Ivoire WAM country insight, as well as its country insight series and annual updates. These resources can serve as a basis for strengthening WAM policies and practices at different levels and for planning, implementing and evaluating future projects related to WAM and areas in Côte d'Ivoire as well as other African States respectively.
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Cosio-Pascal, Enrique. The Debt Office and the Effective Debt Management Functions: An Institutional and Operational Framework. Inter-American Development Bank, 2006. http://dx.doi.org/10.18235/0009210.

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The paper aims to be a useful analytical and managerial support tool for the debt practitioners and for the academia. It provides an appropriate approach for developing countries, and offers a detailed and systematic blueprint in how to establishing an efficient Debt Management Office. This paper differentiates from other papers published on the subject at least in two aspects. The first one is the political relevance that is given to the decision making process as far as responsibility for fixing a global macroeconomic public debt management strategy is concerned. The second is that the approach is a functional analysis, that is, there is no need to have a specific structure for the debt office in order to analyse who and where the functions are carried out. The paper gives a clear and well-defined list of tasks for each one of the functions, and this leads to clear and structured functional responsibilities for the implementation of the back, middle and front office working organization structure. This paper is composed of five sections. The first one is an introduction to the concept of Effective Debt Management Functions. The second and the third are the description of the functions: the second for the Executive Functions, which are not necessarily a Debt Management Office (DMO) responsibility, and the third to the Operational Functions, which are the direct DMO responsibilities. The fourth section is devoted to the responsibilities that a DMO can be accountable for, that may vary from country to country. The last section addresses major issues on debt management, stressing the pragmatic analysis that the functional approach provides. There are two Annexes with open-ended lists of tasks for each one of the Effective Debt Management Functions.
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Rivera Picado, Carlo Magno, Lucia Latorre, Eduardo Rego, Lorenzo De Leo, and Mariana Gutierrez. Tech Report: RPA. Inter-American Development Bank, 2024. http://dx.doi.org/10.18235/0013018.

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The scalability of RPA allows companies to adjust their robotic workforce according to fluctuating demands, improving not only operational efficiency but also employee satisfaction and strategic focus. With applications ranging from data processing and verification to supply chain management, RPA has become a transformative tool in sectors such as banking, retail, customer support, and human resources management, demonstrating its potential to optimize processes and improve decision-making across a wide range of industries. The adoption of RPA in Latin America, partly driven by the COVID-19 pandemic, highlights its role in accelerated digital transformation, focusing on business continuity, risk reduction, and knowledge generation. Financial institutions and retail companies, in particular, have adopted RPA to enhance operational efficiency and customer service, with successful use cases showing significant time and cost savings, as well as improvements in customer experience.
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