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Journal articles on the topic 'Strategic and operational management'

Author: Grafiati

Published: 7 June 2025

Last updated: 16 July 2025

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1

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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2

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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4

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 strat

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5

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 e

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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-

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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 facto

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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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ROSEKIND, MARK R., ROY M. SMITH, DONNA L. MILLER, et al. "Alertness management: strategic naps in operational settings." Journal of Sleep Research 4 (December 1995): 62–66. http://dx.doi.org/10.1111/j.1365-2869.1995.tb00229.x.

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VORONOV, A. A., and A. G. SAIDULAEV. "THE SPECICS OF FINANCIAL CONTROL AND MANAGEMENT DECISION-MAKING IN STRATEGIC AND OPERATIONAL MANAGEMENT SYSTEMS." Economics: Theory and Practice 75, no. 3 (2024): 10–15. http://dx.doi.org/10.31429/2224042x_2024_75_10.

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Modern enterprises, in the context of the transition to digital production and management system, face completely new economic opportunities and threats of loss of solvency. Therefore, enterprises need to purposefully make operationally oriented management decisions and decisions that affect strategic performance. The article is devoted to the study of the features of financial control and management decision-making in strategic and operational management systems.

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13

Samsidar, Eri, and Ahmad Nazir. "RENCANA STRATEGIS DAN RENCANA OPERASIONAL DALAM LEMBAGA PENDIDIKAN ISLAM." Al-Khair Journal : Management, Education, And Law 1, no. 1 (2021): 11. http://dx.doi.org/10.29300/kh.v1i1.5444.

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Abstrak: Rencana strategis masih lemah dalam mengelola kondisi saat ini dan proyeksi kondisi masa depan, seperti perencanaan jangka panjang atau jangka menengah dalam menentukan tujuan dan sasaran strategis, dan rencana operasional masih lemah pada tingkat sumberdaya manusia. Menggunakan metode kualitatif deskriptif. Tujuan tulisan ini memetakan dan menganalisis rencana strategis dan rencana operasional dalam lembaga pendidikan Islam. Hasilnya menunjukkan; Pertama, rencana strategis sebagai kebijakan penting sebagai dasar dalam membuat program kelembagaan dalam merumuskan visi, misi dan tujuan

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14

Guerriero, Francesca, Giovanna Miglionico, and Filomena Olivito. "Strategic and operational decisions in restaurant revenue management." European Journal of Operational Research 237, no. 3 (2014): 1119–32. http://dx.doi.org/10.1016/j.ejor.2014.02.048.

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15

Nakova, Albena, Dinara Abakova, Zhaslanbek Kurgambekov, and Saule Nurkeeva. "Issues of Interaction Between Operational and Strategic Management of an Enterprise in a Market Environment." Bulletin of the Innovative University of Eurasia 93, no. 1 (2024): 99–108. http://dx.doi.org/10.37788/2024-1/99-108.

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Main problem: One of the priority directions for improving the management system at the enterprise is the organization of effective interaction between strategic and operational management through the formation of a mechanism for their interaction, orienting operational management to achieve strategic goals and objectives. In market conditions, issues of interaction between strategic and operational production management are particularly relevant, allowing solving complex economic problems of the enterprise related to the rational use of resources involved in production, reducing production co

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Galileo, Robert C. "Assessing the Role of Strategic Project Management in Enhancing Operational Efficiency and Competitive Performance of Fashion Industry in Italy." Journal of Entrepreneurship & Project Management 7, no. 14 (2023): 15–26. http://dx.doi.org/10.53819/81018102t4221.

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This study examines the impact of strategic project management on operational efficiency and competitive performance within Italy's fashion industry. The purpose was to ascertain how strategic project management practices influence the operational effectiveness and market competitiveness of fashion businesses in a country renowned for its sartorial excellence. Anchored by the research problem that Italian fashion companies face increasing global competition and operational challenges, this inquiry adopted a mixed-methods approach. Quantitative data were gathered from 150 fashion firms across I

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Маняева, В. А. "Management accounting as an information component of operational and strategic management." Экономика и предпринимательство, no. 2(127) (April 11, 2021): 1194–97. http://dx.doi.org/10.34925/eip.2021.127.2.238.

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В статье предложен состав информации, формируемой в управленческом учете для достижения поставленных конкретных оперативных и стратегических целей. Дана характеристика оперативного и стратегического учета. Представлена авторская классификация управленческих решений, которые принимаются на основе информации управленческого учета. Разработанные рекомендации помогут менеджменту принимать эффективные управленческие решения, входящие в сферу их профессиональной деятельности. The article suggests the composition of information generated in management accounting to achieve specific operational and st

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18

Suhardi, Agatha Rinta. "Implementation of Supply Chain Management and Strategic Processes in Total Quality Management to Improve Operational Performance." Quality Innovation Prosperity 28, no. 3 (2024): 139–62. https://doi.org/10.12776/qip.v28i3.2089.

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Purpose: This research aims to empirically determine how much influence supply chain management, strategic process, and total quality management have on the company's operational performance, both partially and simultaneously. Methodology/Approach: The study involved eight manufacturing companies in Bandung and focused on 104 operational employees. It used descriptive and verification analysis with a path analysis approach, and data were collected through questionnaires via purposive sampling and the Slovin formula. Findings: The results show that 1) Supply Chain Management (SCM) and Strategic

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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 (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 e

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20

Stasiuk, Myroslav. "Increasing the efficiency of logistical support for troops in operational-strategic control operations." Actual problems of innovative economy and law 2025, no. 1 (2025): 53–56. https://doi.org/10.36887/2524-0455-2025-1-13.

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This article explores the role of military logistics as a fundamental component of the operational-strategic management system of the Armed Forces, particularly in the context of modern hybrid threats and rapidly evolving warfare environments. It argues that logistics is not a secondary or auxiliary function but a key factor influencing combat readiness, operational flexibility, and the sustainability of military actions. The analysis draws on both Ukrainian and international scholarly sources, notably the works of Martin van Creveld, Julian Thompson, and John Lynn, who emphasize the decisive

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21

Novikov, A. V. "ON THE MANAGEMENT OF AN INDUSTRIAL ENTERPRISE BASED ON POTENTIAL INDICATORS." Strategic decisions and risk management 14, no. 1 (2023): 96–103. http://dx.doi.org/10.17747/2618-947x-2023-1-96-103.

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The article is devoted to the consideration of potential indicators as tools of operational and strategic management. Within the framework of operational management, it is necessary to maintain the achieved level of development, and strategic management should be aimed at developing the capabilities of the enterprise, its potential. The operational and strategic parameters of ensuring the competitiveness of the enterprise are identified. To build the indicators of potential, strategic structures of the enterprise have been formed, showing a quantitative representation of the economic, technolo

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22

Goswell, Ian, and Gordon E. Greenley. "The Strategic and Operational Planning of Marketing." Journal of the Operational Research Society 38, no. 4 (1987): 369. http://dx.doi.org/10.2307/2582063.

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Goswell, Ian. "The Strategic and Operational Planning of Marketing." Journal of the Operational Research Society 38, no. 4 (1987): 369. http://dx.doi.org/10.1057/jors.1987.61.

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Sinha, Gopal P., B. S. Chandrasekaran, Niloy Mitter, et al. "Strategic and Operational Management with Optimization at Tata Steel." Interfaces 25, no. 1 (1995): 6–19. http://dx.doi.org/10.1287/inte.25.1.6.

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Naranjo-Gil, David, Frank Hartmann, and Victor S. Maas. "Top Management Team Heterogeneity, Strategic Change and Operational Performance*." British Journal of Management 19, no. 3 (2008): 222–34. http://dx.doi.org/10.1111/j.1467-8551.2007.00545.x.

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26

ARIANTO, BUYUNG, DANDY ALFIAN SABILA, and INTAN ANDINI AYUNINGTYAS. "Enhancing Operational Efficiency and Cutting Operational Expenses by Implementing Effective Strategic Maintenance." Jurnal Energi dan Ketenagalistrikan 1, no. 2 (2023): 64–74. http://dx.doi.org/10.33322/juke.v1i2.43.

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As a peaking power plant, Semarang PGU runs a 1.4 GW combined cycle gas turbine (CCGT). Our power plants must start and stop on a regular basis, as well as respond to sudden spikes and drops in load caused by the peaking function. Operating this 30-year-old power plant is likewise getting tougher; the chief factors are component obsolescence and asset age. Tambak Lorok CCGT, on the other hand, was able to achieve less than 0.51% EFOR (Equivalent Forced Outage Rates) in 2022, which was a notable success given the power plant's age in terms of its ability to sustain dependability. Our company cr

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Mishchuk, Ihor, and Kateryna Trofymenko. "MANAGEMENT MODEL OF CORPORATE TRADE SYSTEM." Economics & Education 8, no. 4 (2023): 39–43. http://dx.doi.org/10.30525/2500-946x/2023-4-6.

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The purpose of the article is to develop a model for managing a corporate trading system and define the principles that ensure its use. Methodology. The research methodology is based on the dialectical and systemic approach, i.e., the activities of the components of the business system are considered in their interconnection and interdependence. The methods of multidimensional logic, formalisation, structural synthesis, modelling and scientific generalisation are used to develop the management model of the business system. Results. The evolution of the business trading system reflects changes

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Krylov, Sergey. "Strategic operational analysis based on balanced scorecard in present-day global economic environment." SHS Web of Conferences 74 (2020): 06016. http://dx.doi.org/10.1051/shsconf/20207406016.

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The balanced scorecard (BSC) is one of well-trialled management instruments that are familiar to all market participants in the world. This fact allows for efficient utilization of BSC in conditions of globalization. The paper considers theoretical aspects of the applied strategic operational analysis (ASOA) based on the operational element of BSC to be applied in the research process of the strategic organization operational activity aspects and its production management. The methodology of the research is the BSC concept as well as the concept of the applied strategic analysis concept having

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Cabase, Daniar Casta, and Raden Johnny Hadi Raharjo. "Strategic Operational Management in Regional Development: Analyzing the Efficiency and Effectiveness of Public Fiscal Policies in Banyumas, Indonesia." International Journal of Scientific Research and Management (IJSRM) 12, no. 07 (2024): 6966–77. http://dx.doi.org/10.18535/ijsrm/v12i07.em23.

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This research examines the strategic operational management of public fiscal policies and their impact on regional development in Banyumas, Indonesia. By analyzing the efficiency and effectiveness of the Regional Revenue and Expenditure Budget (RPP) and its influence on the Gross Regional Domestic Product (PDRB), this study aims to identify key strategic factors that enhance regional economic performance. Utilizing advanced statistical models and operational efficiency metrics, the study provides a comprehensive evaluation of how strategic fiscal management can drive sustainable regional growt

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Akram, Nijah, Amjad Hussain, and Khawar Naheed. "Moderation of Uncertain Circumstances among the relationships of Strategic Management and Adaptation Challenges on Operational Efficiency of Construction Firms." Journal of Law & Social Studies 5, no. 2 (2023): 223–40. https://doi.org/10.52279/jlss.05.02.223240.

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The purpose of this study is to examine the relationships between strategic management and adaptation challenges on the operational efficiency of construction firms. In addition, the study considers the moderating role of uncertain circumstances between strategic management and adaption challenges on the operation efficiency of construction firms. Using a quantitative approach, the sample of 129 survey questionnaires from South Punjab's construction firms was collected. The findings showed that strategic management and adaptation challenges have a significant positive impact on operational eff

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Abd Razak, Diyana Syafiqah, Grant Mills, and Aeli Roberts. "A Strategic Approach to Mitigating Operational Failure Across Transitions." Project Management Journal 51, no. 5 (2020): 474–88. http://dx.doi.org/10.1177/8756972820928703.

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It is recognized that projects continue to deliver operational assets that are partially defective. This article proposes this because the causes of operational failures have not been extensively analyzed. This study explores how an infrastructure client made quality a strategic and project delivery necessity by undertaking research to analyze operational failure. A mixed-method approach consisting of three phases was used: (1) to understand the operational failure elements; (2) to explore the causes of operational failure; and (3) to develop a new strategic framework to address failure mitiga

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Chen, Chi, and Peng Huang. "The Cross-Cultural Perspective on Operational Management and Strategic Decision-Making in the Context of Globalization." Frontiers in Business, Economics and Management 17, no. 1 (2024): 24–27. http://dx.doi.org/10.54097/yqt4ss85.

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As the pace of globalization accelerates, multinational companies face unprecedented cross-cultural challenges in their operational management and strategic decision-making. This paper aims to explore how enterprises can optimize their operational management and strategic decision-making through a cross-cultural perspective in the context of globalization. Initially, the article reviews the relevant theories of globalization and cross-cultural management, including Hofstede's and Trompenaars' cultural models, and their applications in practical operations. Subsequently, it analyzes the impact

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Chungyas, Jenelyn I., and Fernando L. Trinidad, Ph.D. "STRATEGIC MANAGEMENT PRACTICES AND BUSINESS PERFORMANCE OF COOPERATIVES IN IFUGAO, PHILIPPINES: BASIS FOR STRATEGIC PLANNING MODEL." International Journal of Management & Entrepreneurship Research 4, no. 2 (2022): 84–104. http://dx.doi.org/10.51594/ijmer.v4i2.293.

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Multi-purpose cooperatives need to operate and effectively focus their efforts on certain tasks to avoid getting astray or deviate from their targets. As required of all well-managed organization, the right external and internal environment with the right people in it is essential. For a cooperative organization to accomplish its objectives, a sense of direction needs to be set and some sort of rules or guidelines have to be established and observed. This research aims to examine the effect of strategic management practices on the business performance of selected multi-purpose cooperatives in

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. ALWIN, R. "“Analysis on Strategic Asset Utilization: Enhancing Operational Efficiency”." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 05 (2025): 1–9. https://doi.org/10.55041/ijsrem48908.

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ABSTRACT This project aims to evaluate how effectively Updater Service Ltd utilizes its assets to optimize operational performance and resource management. The primary focus is on analysing strategic asset utilization as a critical tool for improving efficiency, reducing costs, and ensuring optimal deployment of organizational resources. Efficient asset utilization is vital in enhancing productivity and supporting long-term operational sustainability. The study assesses the current state of asset usage across various departments, investigates its impact on organizational outcomes, and closely

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Leonard, Denis, and Rodney McAdam. "The corporate strategic‐operational divide and TQM." Measuring Business Excellence 6, no. 1 (2002): 5–14. http://dx.doi.org/10.1108/13683040210420493.

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Rodina, Olga. "ASSESSMENT OF SUSTAINABLE DEVELOPMENT AS A TOOL OF STRATEGIC MANAGEMENT IN THE IMPLEMENTATION OF MANAGEMENT DECISIONS." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 1(10) (June 16, 2025): 99–104. https://doi.org/10.31319/2709-2879.2025iss1(10).332497pp99-104.

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The article reviews and summarizes the strategic and operational goals of sustainable development. Based on the analysis of the Sustainable Development Strategy approved in Ukraine, a grouping of goals and indicators of the sustainable development strategy is proposed. The assessment of sustainable development performs the function of diagnostics and monitoring, helping to timely identify deviations from strategic goals and adapt management decisions to changes in the external environment. Taking into account sustainable development goals in the management system can become a practical tool fo

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Almohaimmeed, Bader. "The impact of analytical CRM on strategic CRM, operational CRM and customer satisfaction: Empirical study on commercial banks." Uncertain Supply Chain Management 9, no. 3 (2021): 711–18. http://dx.doi.org/10.5267/j.uscm.2021.4.007.

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The aim of this study is to identify the effect of the analytical customer relationship management (CRM) on strategic CRM, operational CRM and customer satisfaction. Data collected from a sample consisted of 150 managers of managers in commercial banks using a questionnaire. The results accepted the hypotheses that analytical CRM is positively related to both strategic CRM and operational CRM, which in turn show significant effects on customer satisfaction. Analytical CRM had no significant direct effect on customer satisfaction, but through strategic CRM and operational CRM. Such results indi

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Lelyana, Nora. "Analisis Dampak Inovasi Teknologi pada Strategi Manajemen Rumah Sakit." JISHUM : Jurnal Ilmu Sosial dan Humaniora 2, no. 4 (2024): 425–46. http://dx.doi.org/10.57248/jishum.v2i4.380.

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Abstract: Technological innovation has revolutionized hospital strategic management, impacting operational efficiency, patient care quality, and leadership strategies. This research aims to analyze the multifaceted impact of technological innovation on hospital strategic management, focusing on three key dimensions: operational efficiency and resource allocation, patient care quality, safety, and satisfaction, and strategic implications for hospital leadership, governance, and long-term sustainability. Utilizing qualitative research methods, secondary data from recent literature and studies ar

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Anisman, Hafizh Billy, Fajar Gustiawaty Dewi, and Reni Oktavia. "STRATEGIC MANAGEMENT ACCOUNTING INFORMATION, SERVICE QUALITY, AND KNOWLEDGE MANAGEMENT TO COMPANY PERFORMANCE: A LITERATURE REVIEW." MARGINAL JOURNAL OF MANAGEMENT ACCOUNTING GENERAL FINANCE AND INTERNATIONAL ECONOMIC ISSUES 3, no. 2 (2023): 339–52. http://dx.doi.org/10.55047/marginal.v3i2.952.

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The objective of this study is to investigate the influence of Strategic Management Accounting Information, service quality, and Knowledge Management on institutional performance. Through the utilization of a literature review methodology, this research examines the SINTA and Scopus databases, which are valuable sources of Indonesian scholarly publications spanning the last ten years. By systematically organizing the findings, methodologies, and concepts in a chronological manner, this literature review offers a comprehensive overview of the research progress regarding the interplay between st

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Dinçer, Mehmet Barkın, and Cenk Tufan. "THE NEXUS AMONG SUPPLY CHAIN MANAGEMENT, STRATEGIC AGILITY, AND OPERATIONAL PERFORMANCE." Yönetim ve Ekonomi Araştırmaları Dergisi 23, no. 1 (2025): 266–96. https://doi.org/10.11611/yead.1436506.

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It is becoming essential for the managers of companies operating in dynamic environments with a high degree of environmental uncertainty to be aware of the antecedents that affect supply chain activities and, therefore, their performance, and at the same time, to understand how they can cope with environmental factors. Using the dynamic capabilities theory as a basis., this study examines the sequential relationships among supply chain management, strategic agility, and operational efficiency of manufacturing firms. The data was collected from middle- and upper-level managers of the 60 manufac

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Imam Wibowo. "Operational Management in the Digital Era: Strategic Integration with Entrepreneurship." Jurnal Ilmiah Multidisiplin Indonesia (JIM-ID) 2, no. 02 (2023): 96–102. http://dx.doi.org/10.58471/esaprom.v2i02.4033.

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The digital era has changed the business paradigm significantly, especially with the adoption of information technology and the emergence of digital entrepreneurship. This research aims to investigate the impact of the digital era and entrepreneurial development on company operational management. This research uses a qualitative approach with descriptive methods. The research results highlight that operational management is not only about production efficiency, but also strategic integration to respond to market dynamics. The findings show that successful entrepreneurial companies are those th

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Janev, Valentina, and Sanja Vraneš. "The Role of Knowledge Management Solutions in Enterprise Business Processes." JUCS - Journal of Universal Computer Science 11, no. (4) (2005): 526–45. https://doi.org/10.3217/jucs-011-04-0526.

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Knowledge technologies, the software products that support all aspects of knowledge processing and exchange, are the subject of permanent interest for software engineers at research organizations, as well as, for market analysts in commercial organizations. In order to clarify the role of knowledge management solutions in an enterprise business process, in this paper we survey the market of knowledge management solutions and analyze their functionalities from operational and strategic business perspective. Although knowledge flows are identified on an operational level, discussion will show th

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Fassin, Yves, Jolien Deprez, Annelien Van den Abeele, and Aimé Heene. "Complementarities Between Stakeholder Management and Participative Management: Evidence From the Youth Care Sector." Nonprofit and Voluntary Sector Quarterly 46, no. 3 (2016): 586–606. http://dx.doi.org/10.1177/0899764016661247.

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This article analyzes how stakeholder management is applied in the case of special youth guidance homes in Belgium. It describes a specific situation in which a major stakeholder—adolescents in the homes—is part of the process. Our research illustrates the different organizational roles and the complementarities between stakeholder management and participative management. Although stakeholder management is important for strategic decision making, participation is more important on an operational management level. Our cases illustrate that important stakeholders, for example, the customers—the

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De Toni, Alberto, and Stefano Tonchia. "Definitions and linkages between operational and strategic flexibilities." Omega 33, no. 6 (2005): 525–40. http://dx.doi.org/10.1016/j.omega.2004.07.014.

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Çelikel, Fuat. "Strategic Management in Hospitality Businesses: The Trajectory of Competitiveness and Operational Efficiency." İzlek Akademik Dergi 7, no. 2 (2025): 11–28. https://doi.org/10.53804/izlek.1587479.

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The hospitality industry is undergoing significant transformation due to globalization, rapid technological advancements, and evolving customer expectations. In this context, strategic management has become a critical framework for accommodation businesses looking to enhance their competitiveness and operational efficiency. However, a gap stays in the literature about the comprehensive integration of strategic management elements—such as innovation, sustainability, cost control, and customer engagement—within the accommodation sector. This study aims to address this gap by systematically revie

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Tarigan, Zeplin Jiwa Husada, and Hotlan Siagian. "The effects of strategic planning, purchasing strategy and strategic partnership on operational performance." Uncertain Supply Chain Management 9, no. 2 (2021): 363–72. http://dx.doi.org/10.5267/j.uscm.2021.2.006.

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The global competition in the manufacturing industry has obliged the companies to adopt an efficient and effective business process and adaptability of the company's competitive strategy following the external uncertainty conditions. The competitive strategy should enhance the competitiveness of the company, which is formulated during the strategic planning process. This paper investigates the impact of strategic planning, purchasing strategy, strategic partnership, on operational performance. The research has surveyed, using a questionnaire with a five-point Likert scale, 135 manufacturing co

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Shrivastava, Vijayendra Kumar, Jayashree Balasubramanian, Ashu Katyal, Aditya Yadav, and S. Yogananthan. "Understanding the significance of risk management in enterprise management dynamics." Multidisciplinary Reviews 6 (May 16, 2024): 2023ss093. http://dx.doi.org/10.31893/multirev.2023ss093.

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In the complex landscape of modern business, risk management is a critical factor in deciding whether organizations succeed or fail. This review delves into the significance of risk management in enterprise dynamics, exploring its evolution, conceptual framework and the categories of risks organizations face. The study emphasizes the importance of risk identification, assessment, response and continuous monitoring. Additionally, it categorizes enterprise risks, including financial, operational, strategic, compliance and reputational risks. This work highlights the pivotal role of risk manageme

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Pchelincev, Artyom S., Mukhamat M. Gil`manov, and Liliya F. Musina. "IMPLEMENTATION OF ARTIFICIAL INTELLIGENCE IN MANAGEMENT." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4/9, no. 145 (2024): 101–7. http://dx.doi.org/10.36871/ek.up.p.r.2024.04.09.016.

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In the digital economy, artificial intelligence (AI) is becoming an integral part of strategic management and operational efficiency in organizations. This study aims to analyze the impact of AI on management, with a focus on improving decision-making processes, operational efficiency and innovation activity. Based on a comprehensive literature review and case studies on the application of AI in various industries, the study identifies key areas and challenges that managers face when integrating AI into management practices. The study results highlight the importance of a strategic approach to

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Chornous, Galyna O. "INTELLIGENT TECHNOLOGIES OF STRATEGIC AND OPERATIVE MANAGEMENT SUPPORT FOR ENTERPRISES." Ekonomika 93, no. 2 (2014): 159–74. http://dx.doi.org/10.15388/ekon.2014.2.3540.

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Abstract. The article is devoted to the development of a mechanism for the proactive support of strategic and operational decision-making in an enterprise. The starting point for this mechanism should be a model (pattern) of the enterprise, which embodies the principles of balanced strategic measurement systems. Development of the enterprise pattern as an ‘object–project–process–environment’ configuration allows to stitch together the strategic and operational indicators, to provide a vertical continuity, the allocation of responsibilities for the purpose of full control. An effective use of t

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Amedzro St-Hilaire, Walter. "Operational risk control & Project effectiveness in Strategic Project management." Gestion 2000 31, no. 5 (2014): 17. http://dx.doi.org/10.3917/g2000.315.0017.

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