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Journal articles on the topic 'Strategic aspects of Namibia'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

Baporikar, Neeta, and Rosalia Fotolela. "Strategic Brand Management in SMEs for Competitive Advantage." International Journal of Applied Management Theory and Research 2, no. 1 (January 2020): 16–34. http://dx.doi.org/10.4018/ijamtr.2020010102.

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This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. Findings reflect that SME brand strategies both in modern and traditional aspects enhance company growth. The study also proposes a framework that is of practical significance for future entrepreneurs, SMEs and brand consultants to enable SMEs to create and develop their brands for better and competitive positioning in the markets. The unique contribution of this study is how SME-focused brand strategies can act as a driver and provide impetus to profits, growth, and sustainability.

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Baporikar, Neeta. "Strategic Approach to Tourism Development in Namibia." International Journal of Sustainable Economies Management 5, no. 3 (July 2016): 1–12. http://dx.doi.org/10.4018/ijsem.2016070101.

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Tourism is a powerful vehicle for economic growth and job creation is now a recognized phenomenon worldwide. International tourist arrivals to SSA have been on increase. This makes SSA the second fastest growing region in the world after the Asia Pacific (UNWTO 2010). The importance of the tourism system for economic development in Namibia has also been clearly acknowledged in the development policies and plans. Despite this, there are few comprehensive studies and research whatever has been sprinkled with narrow focus. This creates difficulty in holistic understanding apart from the need for strategic approach for tourism development in Namibia. In the context of such precincts and lack of comprehensive research, strategic management of tourism and thereby its development to the fullest potential is challenging. This paper through in depth literature review and grounded theory with contextual analysis aims to fill that gap.

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3

Konstantinus, Abisai. "Marine pilotage in Namibia." Journal of Ocean Governance in Africa (iilwandle zethu) 2021 (2021): 147–73. http://dx.doi.org/10.47348/joga/2021/a5.

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As Namibia implements the strategy of expanding its ports to achieve the strategic goal of becoming the regional logistics hub of choice, a clear and urgent need exists to upskill pilots. To that end, this article examines the Namibian law on pilotage in three areas: (i) the master– pilot relationship; (ii) the vicarious liability for pilot error; and (iii) the standards of training and certification of pilots. It does so having regard to case law, best practices of leading maritime nations and international standards. The article ends by recommending the urgent revision of the primary legislation and the regulations that govern the Namibian Ports Authority.

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4

Rogerson, C. M. "Aspects of urban management in Windhoek, Namibia." Urban Forum 1, no. 1 (March 1990): 29–47. http://dx.doi.org/10.1007/bf03036525.

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5

Hipondoka, M. H. T., D. B. Dalal-Clayton, and H. van Gils. "Lessons learnt from voluntary strategic environmental assessments (SEAs) in Namibia." Impact Assessment and Project Appraisal 34, no. 3 (June 29, 2016): 199–213. http://dx.doi.org/10.1080/14615517.2016.1192829.

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6

Ashford, John H. "Strategic aspects of networking." Aslib Proceedings 45, no. 11/12 (November 1993): 287–95. http://dx.doi.org/10.1108/eb051335.

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7

Shopati, Abner Kukeyinge, Kabwebwe Honore Mitonga, and Lydia Penomuntu Aipinge. "Implementing success factors for effective strategic plans implementation in public health facilities, in Namibia." International Journal Of Community Medicine And Public Health 5, no. 2 (January 24, 2018): 430. http://dx.doi.org/10.18203/2394-6040.ijcmph20180215.

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Background: Public healthcare organizations are implementing strategic plans modelling with the supposition that the outcome will be enhancing organizational effectiveness, efficiency and delivered superior healthcare services to its clientele. However, in Practices, a good strategy shall be a call for both actions and blueprint for success in responsive to the need it was formulated to address. The aim of this research is to develop implementation success factors model (ISF) for effective strategic plan implementation in public healthcare organization in developing countries.Methods: The research utilized quantitative approach, a survey design and questionnaire was employed to collect data. The study used Gaskin’s CFA/SEM procedure and applies the SPSS 23 AMOS plugins, pattern matrix model builder (PMMB), master validity (MV), model fit measures (MFM) to validate and determine the interrelationships between variables.Results: Reviewing the literature, 20 variables were identified and implementing success factor (ISF) model with two major factors was developed, CSFs for strategic plan formulation and CSFs for strategic plan implementation. This model, in the order of effect, identified CSFs for strategic plan formulation: structural dimension (0.95), content dimension (0.75), operational dimension (0.34) and context dimension (0.23), CSFs for strategic plan implementation: operational dimension (0.70), structural dimension (0.47), contextual dimension (0.46), content (0.37).Conclusions: The research shows that developing implementation success factors model for effective strategic plan implementation in public healthcare organization in developing countries, it will be plausible to consider CSFs for strategic plan formulation and CSFs for strategic plan implementation. Structural equation modelling/CFA has been run to prove the validity of basic CSFs in this research.

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8

Maartens, L., and AJ Booth. "Aspects of the reproductive biology of monkfishLophius vomerinusoff Namibia." African Journal of Marine Science 27, no. 1 (January 2005): 325–29. http://dx.doi.org/10.2989/18142320509504090.

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9

Nyambe, J., and A. Belete. "Analyzing the Agricultural Livelihood Strategic Components in the Zambezi Region, Namibia." Asian Journal of Agricultural Extension, Economics & Sociology 24, no. 2 (April 12, 2018): 1–11. http://dx.doi.org/10.9734/ajaees/2018/28619.

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10

Chlivickas, Eugenijus, Palmira Papšienė, and Arnas Papšys. "HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS." Business, Management and Education 8, no. 1 (December 20, 2010): 51–65. http://dx.doi.org/10.3846/bme.2010.04.

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The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

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11

Lembrych-Furtak, Robert. "Strategic aspects of brand management." Annales Universitatis Mariae Curie-Skłodowska, sectio H, Oeconomia 49, no. 1 (March 15, 2015): 63. http://dx.doi.org/10.17951/h.2015.49.1.63.

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12

Forrest, Janet E. "Management Aspects of Strategic Partnering." Journal of General Management 17, no. 4 (June 1992): 25–40. http://dx.doi.org/10.1177/030630709201700403.

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13

Mahoney, John F., Daniel P. Connaughton, and Wonseok (Eric) Jang. "Geometric Aspects of Strategic Putting." International Journal of Golf Science 5, no. 1 (June 2016): 38–48. http://dx.doi.org/10.1123/ijgs.2016-0004.

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14

Akberdina, Victoria Victorovna, Grigory Borisovich Korovin, and Nikolay Yuvenalyevich Bukhvalov. "STRATEGIC ASPECTS OF TECHNOLOGICAL DEVELOPMENT." Sovremennye issledovaniya sotsialnykh problem, no. 10 (December 24, 2015): 493. http://dx.doi.org/10.12731/2218-7405-2015-10-45.

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15

Caillaud, Bernard, and Patrick Rey. "Strategic aspects of vertical delegation." European Economic Review 39, no. 3-4 (April 1995): 421–31. http://dx.doi.org/10.1016/0014-2921(94)00048-5.

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16

Shopati, Abner Kukeyinge, Kabwebwe Honore Mitonga, and Lydia Penomuntu Aipinge. "Factors affecting strategic plan execution process in public healthcare." International Journal Of Community Medicine And Public Health 5, no. 2 (January 24, 2018): 474. http://dx.doi.org/10.18203/2394-6040.ijcmph20180222.

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Background: The managers of healthcare Organization must confront numerous impediments and curbs issues that significantly contribute to the trial of quantifying, testing, and meritoriously use execution strategies that work in healthcare setting. The aim of the research is to explore and confirm the active factors of failure for the strategic plan execution in state healthcare in Namibia. Methods: The research utilized quantitative approach, a survey design and questionnaire was employed to collect data. The study used Gaskin’s CFA/SEM procedure and applies the SPSS 23 AMOS plugins, Pattern Matrix Model Builder” (PMMB), “Master Validity” (MV), “Model fit measures” (MFM) to validate and determine the interrelationships between variables. Results: Studying literature, 17 variables were recognized and Implementation failure factors (IFF) model with two key factors was established, IFF for strategic plan formulation and IFF for strategic plan implementation. The factors were then reduced using exploratory factor analysis which is evaluated using Principal Axis Factoring with Direct Oblimin rotation. Structural modelling equation (SEM) approach was used, variables were assembled into 4 factors dimension measurement. This model, recognized four factors, contextual dimensions (0.34), content dimensions (0.31), operational dimensions (0.23) and Structural dimensions (0.04) are the main reasons for failure of strategic plan implementation in public health care in Namibia. Conclusions: The research shows that exploring and confirming implementation failure factors in public healthcare organization in developing countries, it will be plausible to consider IFFs for strategic plan formulation and IFFs for strategic plan implementation. Structural equation modelling/CFA has been run to prove the validity of basic IFFs in this research.

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17

Tereshchenko, І., and V. Kibalnik. "MARKETING ASPECTS OF STRATEGIC ENTERPRISE MANAGEMENT." Investytsiyi: praktyka ta dosvid, no. 20 (October 31, 2019): 56. http://dx.doi.org/10.32702/2306-6814.2019.20.56.

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18

Macbeth, Douglas K., and Neil Ferguson. "Strategic Aspects of Supply Chain Management." Integrated Manufacturing Systems 2, no. 1 (January 1991): 8–12. http://dx.doi.org/10.1108/09576069110002699.

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19

Sandler, Todd. "Strategic Aspects of Difficult Global Challenges." Global Policy 7 (October 2, 2015): 33–44. http://dx.doi.org/10.1111/1758-5899.12266.

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20

Luttwak, Edward N. "Strategic aspects of U.S.‐Israeli relations." Israel Affairs 2, no. 3-4 (March 1996): 198–211. http://dx.doi.org/10.1080/13537129608719401.

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21

Parnas, David Lorge. "Software aspects of strategic defense systems." Communications of the ACM 28, no. 12 (December 1985): 1326–35. http://dx.doi.org/10.1145/214956.214961.

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22

Higuchi, Masahisa. "Strategic Aspects of Codes & Standards." Proceedings of the 1992 Annual Meeting of JSME/MMD 2000 (2000): 595–96. http://dx.doi.org/10.1299/jsmezairiki.2000.0_595.

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23

Smith, Alan D. "Strategic aspects of electronic document encryption." International Journal of Services and Standards 3, no. 2 (2007): 203. http://dx.doi.org/10.1504/ijss.2007.012929.

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24

Parnas, David Lorge. "Software aspects of strategic defense systems." ACM SIGSOFT Software Engineering Notes 10, no. 5 (October 1985): 15–23. http://dx.doi.org/10.1145/382288.382289.

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25

Luwel, Koen, Lieven Verschaffel, Patrick Onghena, and Erik De Corte. "Strategic aspects of children’s numerosity judgement." European Journal of Psychology of Education 16, no. 2 (June 2001): 233–55. http://dx.doi.org/10.1007/bf03173028.

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26

BUKHORIEV, S. M., and V. F. NESVETAYLOV. "INSTITUTIONAL ASPECTS OF STRATEGIC MANAGEMENT ACCOUNTING." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4, no. 4 (2021): 145–49. http://dx.doi.org/10.36871/ek.up.p.r.2021.04.04.026.

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The article deals with the meanings of «strategic management accounting», «institution» and «institu-tional environment». According to the author, strategic management accounting should be understand as an independent institution.

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27

Baporikar, Neeta, and Sigried Shikokola. "Enhancing Innovation Adoption to Boost SMEs Performance." International Journal of Innovation in the Digital Economy 11, no. 1 (January 2020): 1–20. http://dx.doi.org/10.4018/ijide.2020010101.

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SMEs contribute to economic growth, employment and thereby reduce poverty. Hence, they are considered as an engine of growth, especially in the developing countries like Namibia. The other reason is they aid promotion of entrepreneurship, innovative activities enhance competition, productivity and economic growth. Adopting a qualitative approach, this study investigated the influence of innovation on SME performance and how enhancing innovation adoption will boost SMEs performance in the Khomas Region, Namibia. Primary data was collected through open and closed-ended questionnaire, distributed to 20 SME owners by means of purposive sampling method and content analysis done. Findings reflect that innovation is an important element of every organization as it had major influence on performance. Besides, innovative enterprises showed better growth. The recommendations include that the Government of Namibia consider strong financial and mentor-ship support through strategic measures, like business incubators so as to augment and sustain SMEs positive performance.

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28

Kostetska, Nataliia. "Strategic planning of enterprises activities: theoretical aspects." INNOVATIVE ECONOMY, no. 7-8 (2020): 65–71. http://dx.doi.org/10.37332/2309-1533.2020.7-8.9.

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Purpose. The aim of the article is to study theoretical and methodological bases of strategic planning and features of its implementation in the practical activity of enterprises in modern conditions. Methodology of research. Scientific works of scholars on the strategic planning of an enterprise activity are the theoretical and methodological bases of the research. The article uses general scientific methods of research such as comparison and theoretical generalization methods to study the essence of strategic planning and the enterprise strategy, abstract and logical methods to identify the prerequisites of strategic planning and requirements for its implementation, analysis and synthesis methods to determine the principles of strategic planning. Findings. The article investigates the essence, significance, and purpose of strategic planning of enterprises activities in modern conditions. It identifies prerequisites for implementing strategic planning into activities of domestic enterprises. The study presents the main advantages and disadvantages of strategic planning. It identifies the obstacles for the practical implementation of strategic planning at enterprises. The article highlights the main requirements for strategic planning that will prevent problems in the future and the most important principles that will help increase the effectiveness of strategic planning at enterprises. Originality. The study substantiates the necessity of establishing certain requirements for strategic planning which will allow achieving the desired goal. It identifies the most important principles that affect the effectiveness of the strategic planning process. Practical value. The obtained results of the research aim to improve strategic planning by complying with certain requirements and principles during the implementation of strategic planning in practical enterprises activities in modern conditions. Key words: planning, strategic planning, strategy, strategic plan, advantages of strategic planning, disadvantages of strategic planning, principles.

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29

Simon, David. "Strategic territory and territorial strategy: the geopolitics of Walvis Bay's reintegration into Namibia." Political Geography 15, no. 2 (February 1996): 193–219. http://dx.doi.org/10.1016/0962-6298(95)00089-5.

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30

Menge, Götz F. W. "The antiformal structure and general aspects of the Kunene Complex, Namibia." Zeitschrift der Deutschen Geologischen Gesellschaft 149, no. 3 (December 17, 1998): 431–48. http://dx.doi.org/10.1127/zdgg/149/1998/431.

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31

Pilgrim, C. M. "Some Legal Aspects of Trade in the Natural Resources of Namibia." British Yearbook of International Law 61, no. 1 (January 1, 1991): 249–78. http://dx.doi.org/10.1093/bybil/61.1.249.

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32

Saunders, Chris. "South Africa and Namibia: Aspects of a relationship, historical and contemporary." South African Journal of International Affairs 23, no. 3 (July 2, 2016): 347–64. http://dx.doi.org/10.1080/10220461.2016.1243073.

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33

Hamatwi, Ndapanda Joanna, and Krishna Kistan Govender. "Exploring Air Namibia’s Operational Efficiency: The Interface Between Strategy and the Six Pillars of the Organisation." December 2020, no. 9(5) (December 30, 2020): 1238–51. http://dx.doi.org/10.46222/ajhtl.19770720-80.

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This study aimed to determine the interface between strategy and the six pillars, namely, structure, people, systems, processes, technology and innovation, in order to establish key factors contributing to the operational challenges being faced by Air Namibia. A qualitative study was conducted among a purposive sample of executives at Air Namibia using an exploratory design. The data was analysed using the thematic method. Exacerbated by the grounding of aircrafts due to the Covid-19 pandemic, Air Namibia’s strategy, resources, processes and systems contributed its operational inefficiency. The leadership of airlines in general and Air Namibia in particular, need to be fully cognizant of the importance of strategic planning and developing structures, systems and processes which will mitigate any micro and macro-economic disruptions on business operations. Since there is no ‘one-size-fits-all’ approach to crisis management, airline boards, executives and managers should consider their unique position and needs in strategizing how to survive and grow following a macro-economic.

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34

Chromy –Zhigalova, Temenuzhka. "STRATEGIC SUSTAINABILITY OF THE ORGANIZATION. STRATEGIC CUBE OR STRATEGIC STATUS MODEL OF THE ORGANIZATION." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 35–42. http://dx.doi.org/10.37708/ep.swu.v8i2.4.

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The strategic sustainability of the organization is determined by the three main components of the strategy that characterize its activities. Three main points of the activity of the organization - economic, political and organizational are integral parts, they form the basis on which the management of the company is built in modern economic conditions. This article analyzes the first component of the organization's strategy. What balance of political, economic and organizational aspects ensure the best conditions of the company? Revealing the meaning of each of them, it should be borne in mind that the good situation of one or two positions is not sufficient for the stability of the company: a balanced development of all aspects is needed.

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35

Nowak, Jacek. "Strategic Change in a Firm: Multifarious aspects." Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 92 (2018): 373–79. http://dx.doi.org/10.18276/frfu.2018.92-32.

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36

Bulochnikov, Р. A. "Conceptual Aspects of Strategic Regional Development Management." Economics and Management, no. 10 (December 18, 2019): 50–56. http://dx.doi.org/10.35854/1998-1627-2019-10-50-56.

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The presented study examines the conceptual aspects of strategic regional management.Aim. Based on the analysis of the theory and practice of regional management, the study aims to propose a generic concept for formulating a strategy for the development of a constituent entity of the Russian Federation.Tasks. The author analyzes theoretical approaches to strategic regional management; determines the conditions and factors that affect strategic regional management; formulates the rational principles of strategic regional management; identifies the causes of disproportions in the development of the constituent entities of the Russian Federation.Methods. This study uses systems analysis, synthesis, induction and deduction, specification and generalization, analogy and modeling.Results. A generic concept of strategic regional management is proposed, which classifies the basic system components of the external and internal environment of a constituent entity of the Russian Federation. Practical recommendations for improving the regional development strategy of are formulated. Analysis of the current state of strategic regional management practices in Russia shows that efficient work of regional authorities in the field of strategic management can compensate for a lack of resources and partially outweigh an unfavorable investment climate.Conclusions. It is advisable for administrative and territorial units to develop and implement systematic medium-term development strategies adequate to the national regional policy and based on the current and projected availability of all kinds of resources and analysis of the factors of the external (in relation to the region) and internal environment, to continuously control and verify the implementation of the said strategies according to the pre-emptively developed efficiency criteria (monitoring) with the aim to improve the living standards of the population and maintain the highly competitive status of the managed unit within the regional economy.

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37

Barzylovych, A. "HEALTH SYSTEM REFORM IN UKRAINE: STRATEGIC ASPECTS." Investytsiyi: praktyka ta dosvid, no. 2 (February 5, 2020): 134. http://dx.doi.org/10.32702/2306-6814.2020.2.134.

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38

Dobrosotskij, V. I., and A. N. Zankovskii. "Psychological aspects of effective strategic partnership management." Upravlenie 8, no. 1 (April 12, 2020): 114–23. http://dx.doi.org/10.26425/2309-3633-2020-1-114-123.

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39

Waniek, Marcin, Khaled Elbassioni, Flávio L. Pinheiro, César A. Hidalgo, and Aamena Alshamsi. "Computational aspects of optimal strategic network diffusion." Theoretical Computer Science 814 (April 2020): 153–68. http://dx.doi.org/10.1016/j.tcs.2020.01.027.

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40

Pricop, Oliver Constantin. "Critical Aspects in the Strategic Management Theory." Procedia - Social and Behavioral Sciences 58 (October 2012): 98–107. http://dx.doi.org/10.1016/j.sbspro.2012.09.983.

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41

MOSTOVA, Anastasiia Dmytrivna. "STRATEGIC ASPECTS OF THE STATE ECONOMIC DEVELOPMENT." Ukrainian Journal of Applied Economics, no. 2 (2019): 87–96. http://dx.doi.org/10.36887/2415-8453-2019-2-10.

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Abstract Introduction. The current conditions of the development of socio-economic relations, the formation of a single economic space and globalization processes require Ukraine to formulate economic development strategies aimed at achieving strategic priorities, goals and objectives. The availability of effective economic strategies allows the management of socio-economic processes at the state level, taking into account external and internal environmental factors. Purpose. The purpose of the article is to formulate theoretical and methodological foundations of the strategy of economic development of the state. Methods. The methods of system analysis and synthesis, abstract-logical, monographic, generalization, were used in the study. Results. The study of strategy as a scientific category is conducted. Theoretical, methodological and practical approaches to the study of strategy as a social phenomenon are analyzed. The development of fundamental scientific approaches to the interpretation of the concept of strategy is shown. The key tasks of the strategy are considered in determining the limits of adaptation to external factors, and the creation of a concept that is sufficiently stable and flexible to achieve the set goals, regardless of the influence of external forces. The approaches to the strategy are described as a state document that defines the targets for the future, and outlines the main directions of ensuring the vital interests of the country. The boundary is drawn between the importance of strategy for establishing laws and mechanisms of public administration, processes of development and decision making, and substantiation of methodology for setting strategic goals and objectives, choosing the tools for their implementation in accordance with the existing system of industrial relations and economic processes of the state. The necessity of setting the target criterion as a result of the objective regularities of development of the subject of the strategy, as well as the integration of the strategy and economic processes of the state to create an effective economic strategy is proved. The object and the subject of the economic strategy are defined and its purpose and goals are formulated. The mechanisms and tasks of strategy and tactics are analyzed and the essence of the state economic policy is revealed. It is shown that the directions of economic policy are closely connected with the general directions of the state policy, providing adjustment of economic strategies of the subjects of lower levels while adjusting the goals, priorities and tasks of the economic strategy of the state. Keywords: economic development, economic strategy, state economic policy.

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42

Gulič, Andrej, and Sergeja Praper. "Regional spatial development of Ljubljana: Strategic aspects." Urbani izziv 18, no. 1-2 (2007): 22–29. http://dx.doi.org/10.5379/urbani-izziv-en-2007-18-01-02-003.

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43

Edwards, Benjamin, Alexander Furnas, Stephanie Forrest, and Robert Axelrod. "Strategic aspects of cyberattack, attribution, and blame." Proceedings of the National Academy of Sciences 114, no. 11 (February 27, 2017): 2825–30. http://dx.doi.org/10.1073/pnas.1700442114.

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Cyber conflict is now a common and potentially dangerous occurrence. The target typically faces a strategic choice based on its ability to attribute the attack to a specific perpetrator and whether it has a viable punishment at its disposal. We present a game-theoretic model, in which the best strategic choice for the victim depends on the vulnerability of the attacker, the knowledge level of the victim, payoffs for different outcomes, and the beliefs of each player about their opponent. The resulting blame game allows analysis of four policy-relevant questions: the conditions under which peace (i.e., no attacks) is stable, when attacks should be tolerated, the consequences of asymmetric technical attribution capabilities, and when a mischievous third party or an accident can undermine peace. Numerous historical examples illustrate how the theory applies to cases of cyber or kinetic conflict involving the United States, Russia, China, Japan, North Korea, Estonia, Israel, Iran, and Syria.

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44

Barton∗, Allan. "Financial Aspects of Strategic Planning For Universities." Journal of Tertiary Education Administration 10, no. 1 (May 1988): 51–62. http://dx.doi.org/10.1080/0157603880100105.

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45

Laube, Stefan, and Rainer Böhme. "Strategic Aspects of Cyber Risk Information Sharing." ACM Computing Surveys 50, no. 5 (November 13, 2017): 1–36. http://dx.doi.org/10.1145/3124398.

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46

Walker, William H., and Walter Kintsch. "Automatic and Strategic Aspects of Knowledge Retrieval*." Cognitive Science 9, no. 2 (April 1985): 261–83. http://dx.doi.org/10.1207/s15516709cog0902_3.

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47

Kaminski, Marek M., Monika Nalepa, and Barry O’neill. "Normative and Strategic Aspects of Transitional Justice." Journal of Conflict Resolution 50, no. 3 (June 2006): 295–302. http://dx.doi.org/10.1177/0022002706286949.

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Kathawala, Yunus, Sudhir Chawla, and Dean Elmuti. "Some Strategic Aspects of Computer Integrated Manufacturing." Integrated Manufacturing Systems 3, no. 1 (January 1992): 27–34. http://dx.doi.org/10.1108/eum0000000002087.

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Smith, Alan D. "Aspects of Strategic Forces Affecting Online Banking." Services Marketing Quarterly 28, no. 2 (October 3, 2006): 79–97. http://dx.doi.org/10.1300/j396v28n02_05.

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NARASIMHAN, RAM, and DAVID MÉNDEZ. "STRATEGIC ASPECTS OF QUALITY: A THEORETICAL ANALYSIS." Production and Operations Management 10, no. 4 (January 5, 2009): 514–26. http://dx.doi.org/10.1111/j.1937-5956.2001.tb00090.x.

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