Relevant bibliographies by topics / Strategic management; Corporate strategy

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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 management; Corporate strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Strategic management; Corporate strategy"

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Gond, Jean-Pascal, Laure Cabantous, and Frédéric Krikorian. "How do things become strategic? ‘Strategifying’ corporate social responsibility." Strategic Organization 16, no. 3 (May 14, 2017): 241–72. http://dx.doi.org/10.1177/1476127017702819.

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How do things become ‘strategic’? Despite the development of strategy-as-practice studies and the recognized institutional importance of strategy as a social practice, little is known about how strategy boundaries change within organizations. This article focuses on this gap by conceptualizing ‘strategi fying’ – or making something strategic – as a type of institutional work that builds on the institution of strategy to change the boundaries of what is regarded as strategy within organizations. We empirically investigate how corporate social responsibility has been turned into strategy at a UK electricity company, EnergyCorp. Our findings reveal the practices that constitute three types of strategifying work – cognitive coupling, relational coupling and material coupling – and show how, together and over time, these types of work changed the boundaries of strategy so that corporate social responsibility became included in EnergyCorp’s official strategy, became explicitly attended to by strategists and corporate executives and became inscribed within strategy devices. By disambiguating the notions of strategifying and strategizing, our study introduces new perspectives for analysing the institutional implications of the practice of strategy.
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Quélin, Bertrand, and François Duhamel. "Bringing Together Strategic Outsourcing and Corporate Strategy:." European Management Journal 21, no. 5 (October 2003): 647–61. http://dx.doi.org/10.1016/s0263-2373(03)00113-0.

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Souza, José Ademir de, Orandi Mina Falsarella, Celeste Aida Sirotheau Corrêa Jannuzzi, and Samuel Carvalho De Benedicto. "Corporate Strategic Management." International Journal for Innovation Education and Research 7, no. 1 (January 31, 2019): 241–58. http://dx.doi.org/10.31686/ijier.vol7.iss1.1311.

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A sustentação do tema é uma das principais organizações, uma vez que a saúde é sustentável e alinhada com os indicadores sociais e ambientais para melhorar a imagem corporativa e a melhor vantagem competitiva. Por meio de componentes de Planejamento Estratégico de Negócios, contamos com as ferramentas de gerenciamento do Balanced Scorecard, é possível realizar as práticas do ambiente de produção com a implementação de metas e objetivos estratégicos, porém essa integração ainda não é traduzida como real meio ambiente e contraído pela atividade central da empresa dentro da perspectiva da sustentabilidade.Portanto, este estudo é baseado em uma estratégia de gestão baseada no Balanced Scorecard, que também considera os indicadores de desempenho de sustentabilidade, dentro da economia, dimensões sociais e ambientais, a fim de permitir que os gestores se desenvolvam e sigam a organização Planejamento Estratégico de Negócios e Gestão estática está funcionando no nível operacional de sustentabilidade desejável. Como metodologia, o estudo baseou-se em uma pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório.o estudo baseou-se em pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório. o estudo baseou-se em pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório.
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Romano, Luca. "Corporate Strategy from the Bottom." International Journal of Information Communication Technologies and Human Development 8, no. 3 (July 2016): 34–50. http://dx.doi.org/10.4018/ijicthd.2016070103.

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This article explores the connection between strategy and actions as a critical factor for organization to gain a conscious strategic advantage from what done in day to day activities. This connection is not always clear and often the officially stated strategy is far from the strategic direction showed from an analysis of the portfolio of initiatives undertaken by an organization. Project Portfolio Management (PPM) methodology can help in assessing and improve this connection as to start a PPM this connection must be clarified. This article aims to verify 2 hypotheses. The first is that “it is possible to implement a Project Portfolio Management system in an Organization without a Strategic planning process in place.” The second is that “the implementation of a Project Portfolio Management system helps organizations to growth their Strategic thinking and could be a first step in strategic planning.”
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Avanesova, Nina, Sulaiman Tahajuddin, Olha Hetman, Yuliia Serhiienko, and Vyacheslav Makedon. "STRATEGIC MANAGEMENT IN THE SYSTEM MODEL OF THE CORPORATE ENTERPRISE ORGANIZATIONAL DEVELOPMENT." Economics and Finance 9, no. 1 (2021): 18–30. http://dx.doi.org/10.51586/2311-3413.2021.9.1.18.30.

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The article describes organizational and methodological components of using strategic management within a framework of corporate governance and development. The authors have formed a range of methodological provisions, regarding the choice of a marketing strategy by the corporate enterprise. They identified the main recourse flows within the framework of the used strategies. They also determined the strategic management components, required for providing efficiency of the corporations’ physical resources formation and use. They developed a graphical model for the determination of the corporation’s strategic position on the market. It was proved that a functional strategy involves a close correlation between the management and incorporated ownership relations, manifesting itself in a strategy in the field of finance of the corporation, ensuring corporation industrial stability, effective use of physical resources, the formation of the cash resources funds in the established amount, real property management and caretaking control, etc. The authors offered a methodology for conducting a strategic evaluation of the corporation in the basic market conditions.
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Kamyshnykova, Evelina. "INTEGRATION OF CORPORATE SOCIAL RESPONSIBILITY INTO THE CORPORATE STRATEGY." Economic Analysis, no. 27(1) (2017): 199–205. http://dx.doi.org/10.35774/econa2017.01.199.

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Introduction. The issue of strategizing corporate management approach during the implementation of the concept of corporate social responsibility (CSR) is considered in the article. The implementation of CSR concept in the enterprise’s overall strategy is one of the important areas of building mutually beneficial relationships with key stakeholder groups. Purpose. The research aims to justify a comprehensive strategic approach to CSR on the basis of the construction of integrated corporate and business strategies with a focus on the CSR principles. Method (methodology). A complex of scientific methods such as method of theoretical generalization, comparison and systematic approach to the formation of interconnected strategies for different hierarchical levels of enterprise management with a focus on CSR principles have become the methodological basis of the study. Results. The necessity to overcome the isolation of socially responsible programs and initiatives and provide their close relationship with key business processes on a strategic basis through the introduction of CSR elements in strategic management has been proved. Stages of forming integrated corporate (business) strategy with a focus on CSR principles, which allow implementing a comprehensive strategic approach to CSR at all hierarchical levels of enterprise management, have been proposed. It has been emphasized that corporate and business strategy integrated with socially responsible objectives and principles form prerequisites for improving operational efficiency of the enterprise management systems.
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Davies, Alan, Elwyn John, and Andrew Thomas. "Corporate strategy development via numerical situation analysis." Benchmarking: An International Journal 21, no. 4 (July 1, 2014): 619–33. http://dx.doi.org/10.1108/bij-05-2012-0033.

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Purpose – Using the numerical situation analysis (NSA) technique in the development of corporate strategy provides senior managers with a suitable methodology for the creation of alternative strategic options. Subsequently, it may be used to evaluate those options for possible selection and implementation by the company concerned. In addition, the technique provides a graphic temporal point description of an organisation's strategic situation. Consequently, the aim of this paper is to outline the technique of NSA via a hypothetical example and thereby illustrate its use in practice. Design/methodology/approach – By using a paradigm approach, the paper indicates the correct application of the NSA technique as a means of defining and evaluating alternative strategic options within a manufacturing company. As proposed, the methodology also permits several graphic illustrations of the strategic situation to be drawn, along with a scheme for monitoring the effectiveness of an adopted strategy. Findings – The evolution of the suggested NSA technique and its application to the formulation of strategic options for a manufacturing company are outlined in the paper. In practice, its application in four differing industries has resulted in some caveats regarding its use, and to some provisional conclusions being drawn in respect of its usefulness to senior management. These are recorded in the concluding section of the paper. Research limitations/implications – The design, development and application of NSA proposed in this paper together with the experience of its implementation and use, in practice, highlight a potentially useful extension to existing methods of strategy formulation. The methodology offers senior management a technique, whereby alternative strategic options may be defined and evaluated for possible adoption along with diagrammatic illustrations of an organisation's strategic situation. In addition, the approach allows a selected strategy to be monitored over time for effectiveness, thus providing an early warning mechanism in respect of strategic inutility. Originality/value – The paper contributes to the existing knowledge based on strategy development, evaluation and selection. It also provides a mechanism for monitoring a selected strategy for effectiveness over time and a structured framework for senior management to undertake the strategic planning process. It may when used in practice achieve an improved level of strategic understanding on the part of senior management and thereby stimulate improved corporate performance.
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Lahtinen, Sonja, Hannu Kuusela, and Mika Yrjölä. "The company in society: when corporate responsibility transforms strategy." Journal of Business Strategy 39, no. 4 (July 16, 2018): 11–18. http://dx.doi.org/10.1108/jbs-05-2017-0069.

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Purpose This study aims to identify and analyze the different roles corporate social responsibility (CSR) can play in corporate strategy. By acknowledging that one of the biggest challenges for companies in committing to sustainability is the strategy work, the authors outline specific strategic initiatives to achieve these roles and the strategic outcomes that will follow such initiatives. Design/methodology/approach Four illustrative case examples show how companies are recasting the role of CSR. The new CSR roles are characterized through two strategic dimensions: an inside-out (firm-oriented) vs outside-in (market-oriented) orientation and an emphasis on leveraging vs an emphasis on prospecting activities. Findings The findings show that to realize the opportunities of CSR for business, the environment and society at large, the role of CSR in the boardroom must be reconfigured. By recasting its role, CSR can become a driver for the strategy process and a transformative force generating strategic changes. Practical implications This paper aims to encourage top executives to take a proactive stance toward responsibility, recognize the new roles and potential impact that CSR can have in corporate strategy and assist strategic decision-making regarding CSR. Originality/value The paper aims to move beyond integrating sustainability into existing strategies and business models by demonstrating how sustainability can also inspire strategic changes a priori when the role of CSR is recast in companies. By viewing CSR as a driver of corporate strategy and strategic initiatives, the authors suggest that besides helping the environment, the community and society, CSR can take care of corporate strategy.
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Fauzi, Hasan, and Kamil M. Idris. "The Performance Implications of Fit among Environment, Strategy, Structure, Control System and Social Performance." Issues In Social And Environmental Accounting 3, no. 2 (December 31, 2009): 117. http://dx.doi.org/10.22164/isea.v3i2.40.

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The paper examined concept of corporate performance. The paper seeks to examine the impact of corporate social performance on the relationship among business environment, strategy, organization, and control system<br />and corporate performance. The paper is based on a synthesis of the existing literatures in strategic management and accounting filed. The paper finds that corporate social performance defined as stakeholder relationship become one important dimension of the strategic behaviors that an organization can set to improve corporate performance. The <br />contextual variables as discussed in strategic management and accounting<br />domain will be contingent upon strategic behaviors, which are behaviors of members in an organization. The paper integrates the contextual variables including business environment, strategy, organization structure, and control system with corporate performance by using corporate social performance as moderating variable by means of a recent literatures study from strategic management and accounting field.<br /><br />
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Bivainis, Juozas, and Andrius Tamošiūnas. "STRATEGIC SOLUTIONS FOR CORPORATE RESTRUCTURING." International Journal of Strategic Property Management 8, no. 1 (March 31, 2004): 45–55. http://dx.doi.org/10.3846/1648715x.2004.9637506.

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The paper analyses solutions of corporate restructuring, specifying the techniques of their application in the context of improvement of strategic management, rationalization of corporate management functions as well as measures to control the restructuring process. The benefit of application of the proposed corporate restructuring solutions is revealed. Greater possibilities to rationalize the restructuring process, use of human potential, material and financial assets, other relevant strategic corporate property, to develop resources of an enterprise and thus to reach greater competitiveness of enterprises are created.
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Dissertations / Theses on the topic "Strategic management; Corporate strategy"

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Hořáková, Lucie. "Návrh strategie rozvoje konkurenceschopnosti obchodní firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222052.

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Diplomová práce se zabývá problematikou rozvoje konkurenceschopnosti obchodní firmy v Brně. V teoretické rovině je zaměřena na odborné poznatky a nejnovější trendy v oblasti strategie a konkurenceschopnosti. Na základě literárního průzkumu analyzuje a zhodnocuje stávající přístup k strategickému plánování v dané společnosti. V rámci analytické části je provedena strategická analýza firmy. Na základě literární rešerše a strategické analýzy je zpracován návrh strategie, který si klade za cíl přispět k efektivnějšímu řízení interních procesů, systematičtějšímu přístupu ke strategickému plánování a v konečném důsledku k zvýšení konkurenceschopnosti firmy.
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Nandialath, Anup Menon. "ESSAYS ON THE ROLE OF UNOBSERVABLES IN CORPORATE STRATEGY." The Ohio State University, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=osu1250270664.

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Ibrahim, Avan Abdul Razzak. "An empirical analysis of the strategic group concept within the UK construction industry." Thesis, Heriot-Watt University, 1995. http://hdl.handle.net/10399/1340.

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Strategic group theory has become a popular tool for analysing the competitive structures of industries. A 'strategic group ' is a group of firms in an industry following the same or a similar strategy along strategic dimensions. Since its initial development in the early 1970s by Hunt, the concept of strategic groups has initiated a plethora of empirical research in both the industrial organisation economics and strategic management dliscipliiies, emphasising the importance of strategic groups in understanding the differences across firms within an industry. Despite the rich theoretical tradition from which the strategic group concept is derived and the numerous empirical efforts to test its implications, there is no consensus concerning the appropriate method to identify strategic groups. In addition, a number of important questions concerning this concept remain unanswered and many previously researched issues require further refinement. This study was concerned with the development of a general framework for formulating strategic groups within the UK construction industry and examining both the dynamic characteristics and the performance implications of strategic groups membership. The focus of this thesis was at the corporate level of 35 UK construction firms for the period starting from 1986 to 1991 inclusive. To operationalise the strategy concept the study utilised two components of strategic decisions, namely scope and resource allocations. The findings of the longitudinal analysis demonstrated that the construction industry has witnessed significant structural transformations over the study period. The number, location, and composition of strategic groups has changed over time in accordance with changes in key strategic dimensions. The results also demonstrated that there is partial support for the existence of performance differences among strategic groups. The m2jor contributions of this study are the development of a general framework for formulating, interpreting, and validating the identified strategic groups; the detailed measurement of the strategy concept; and the longitudinal analysis of the dynamic and performance implications of strategic groups. The application of the strategic group concept to a diversified and complex industry such as the UK construction industry provided more insight into the strategic group phenomenon and its usefulness to strategic management analysis. The developed methodology has a potential for providing a comparative basis for future longitudinal research on strategic groups in other industries.
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Axén, Wrigfors Caroline, and Karin Eliasson. "Strategic Management : A combination of the internal and external perspective." Thesis, Jönköping University, JIBS, Business Administration, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1495.

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Strategic management has long been viewed as the concept and process that link an organization

and its environment together (Leibold, Probst & Gibbert, 2002). It consists of the

analysis, decisions and actions an organization undertakes in order to create and sustain

competitive advantages (Dess, Lumpkin & Taylor, 2005).

Within the history of strategic management research there has been an unbalance between

the internal and the external perspective. During the 1980s Michael Porter, one of the most

prominent strategic management researchers, and his Five Forces model focused strictly on

the external competitive environment (Mintzberg, Ahlstrand & Lampel, 1998). Further, in

the 1990s the focus shifted from external to internal along with Jay Barney’s development

of the resource based theory in 1991 (Barney, 1991). The issue of excluding one or the

other perspective has now started to be acknowledged and researchers today are striving

for developing models integrating both perspectives. However, theoretical models existing

today that combine the two perspectives are complex and hard to apply in practice for

managers within the business world.

In order to address the complexity of the strategic management concept we have chosen to

develop a model with the purpose to connect and relate the external and internal perspectives

by conducting an in-depth analysis of a chosen company. The model also strives to be

easily communicated, applicable and understandable for managers and employees on different

levels within the organization. This leads us to the purpose of this thesis: “to develop

a simplified model that combines the external and internal perspective of strategic management

and apply this to a chosen company”.

The research was conducted through a case study based on the authors’ participation in a

PBM (Project Based Module) - project. The model was tested on the company in question

by analyzing the company’s internal and external environment with the means of analysis

tools such as PEST-analysis, strategic group analysis, threshold analysis and the SWOTanalysis.

To conclude it is important to balance an organization’s internal efforts with the external

market conditions and avoid excluding one or the other from the strategic management

process. Combining the two perspectives results in identifying the current capabilities and

competences and the direction of how to use these in order to meet market demands and

gain competitive advantage.

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Botha, An-Marie. "Development of a corporate strategy for the Quicksand Group." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8576.

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Ahmed, Hameed, and Ali Najam. "How Corporate Governance Affects Strategy of Corporations : - Lessons from Enron Corporation -." Thesis, Linköping University, Department of Management and Economics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-5891.

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Corporate governance is a subject of academic and professional debate. It has and it will continue to be a topic under scrutiny for subsequent deliberations since there are many different research dimensions and contexts associated with it. However, it has been observed that the linkage between corporate governance and strategy of a corporation remains as an untapped area with considerable avenues of research. This paper tends to explore this linkage, using Enron scandal as backdrop.

In the aftermath of the debacle of US energy giant Enron in 2001, the significance of corporate governance has come under heavy scrutiny of different researchers. Whereas different explanations have been attributed to its downfall, it has been widely accepted that this was a case of failed corporate governance.

This paper tends to explore Enron downfall from the perspective of failed corporate governance. By defining and exploring corporate governance and its underlying issues, the authors have used Agency theory as a theoretical framework in unison with internationally renowned auditing company - Ernst & Young Model - to understand the role of different actors and forces responsible for Enron collapse.

By using qualitative research method, the authors have used secondary literature as well as combination of questionnaires and telephonic interviews to obtain viewpoint of renowned international academic / professional researchers. They have been identified through convenience sampling methodology. A few internationally renowned auditing companies have also been used as part of this survey to explore diversity of perspectives in this context. Efforts have been made; to explore the main causes rather then to write just another case on Enron.

After drawing lessons from Enron, the paper concludes with the understanding that there is direct link between corporate governance and strategy of corporations. However there is diversity of perspectives in this context and hence it requires further exploration and debate.

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Cilliers, Andre. "Leisurenet : a strategic analysis with reference to corporate governance as part of company strategy." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52917.

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Mini-study project (MBA)--University of Stellenbosch, 2002.
ENGLISH ABSTRACT: The rise of the health and fitness club, Health and Racquet Club, in the late eighties was spectacular and it came as no surprise that the company was listed on the Johannesburg Stock Exchange in 1994. The two founder members, Peter Gardener and Robert Mitchell listed a company within a short period of time and were not afraid to change their strategy and expand their operations into other sectors of the leisure industry in 1995. In the late nineties, after restructuring the subsidiaries of the group, management started to look at foreign markets for expansion of the core business, namely the Health and Racquet Clubs. The group's foreign expansion accumulated a vast amount of debt on its balance sheet and in retrospect was seen as one of the main reasons for its collapse. The company was placed under liquidation in the end of the 2000 financial year. This study will evaluate the different strategies management followed, and will identify some key strategic mistakes that was made and that led to the downfall of a seemingly financially strong organization that offered above average returns to it's stakeholders. It also aims to show that a business strategy has to rely on strong corporate governance and that the last say always lies with the stakeholders within that company.
AFRIKAANSE OPSOMMING: Die gesondheids- en fiksheidsklub, die Health and Racquet Club, het in die laat tagtigerjare ongelooflike opgang gemaak, wat uiteindelik gelei het tot notering op die Johannesburgse Effektebeurs in 1994. Die twee stigterslede, Peter Gardener en Robert Mitchell, het die maatskappy binne 'n kort tyd genoteer, en het nie gehuiwer om hulle strategie te verander en in 1995 hulle bedrywighede uit te brei na ander sektore in die ontspanningsindustrie nie. In die laat negentigerjare, nadat die filiale van die groep geherstruktureer is, het die bestuur oorsese markte begin ondersoek met die oog op uitbreiding van die kernbesigheid, naamlik die Health and Racquet Clubs. Die groep se uitbreidingsaksie het groot skuld tot gevolg gehad - een van die hoofredes vir die ineenstorting. Die maatskappy is aan die einde van die 2000 finansiële jaar gelikwideer. Hierdie studie evalueer die verskillende strategieë wat die bestuur gevolg het, en identifiseer die belangrikste strategiese foute wat gemaak is en wat gelei het tot die ineenstorting van 'n maatskappy wat oënskynlik finansieel sterk was en bogemiddelde opbrengste aan die aandeelhouers besorg het. Die studie poog ook om aan te toon dat 'n besigheidstrategie gebaseer moet wees op stewige korporatiewe beheer en dat die laaste sê altyd by die aandeelhouers van die maatskappy lê.
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Steyn, Benita. "Strategic management roles of the corporate communication function." Diss., University of Pretoria, 2000. http://hdl.handle.net/2263/32454.

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Chief executives (CEOs) and other senior managers do not seem to be satisfied with the performance of their corporate communication managers/practitioners. Perceptions are that practitioners fail to assume broad decision making roles in organisations. They seem to be unable to see the big picture or understand the key issues in their industry -- their thinking is tactical, rather than strategic. Practitioners are focused on their own activities and media, on the achievement of communication goals and objectives -- without necessarily linking them to business goals. There appears to be a lack of understanding between top management and the corporate communication function on the latter's role in the strategic management process. This situation might be the result of a lack of strategic management and strategic communication knowledge and skills amongst corporate communication managers, possibly caused by insufficient training in these areas (Groenewald 1998a). The research objectives addressed by this study are the following: Firstly, to conceptualise a strategic role for the corporate communication practitioner at the top management level of the organisation (the role of the PR strategist). This is done by investigating the strategic management literature to determine whether a need exists at the top management level to play a strategic role. The behavioural activities of such a role were identified both from the public relations and the strategic management literature. Secondly, to conceptualise corporate communication strategy as an activity of a corporate communication practitioner in the role of the PR manager, a strategic role at the functional or meso level of the organisation. Furthermore, to differentiate a corporate communication strategy from a communication plan. Thirdly, to hypothesise a model for developing corporate communication strategyand thereafter to implement, evaluate and improve the model by assessing and comparing the corporate communication strategy projects of third year corporate communication students at the University of Pretoria, as partners in the action research process. The research approach selected is qualitative research -- an exploratory design is employed in achieving the first three objectives by means of a literature investigation. A confirmatory design is used for the implementation, evaluation and improvement of the model through the methodology of action research. In implementing, evaluating and revising the hypothesised model, this study moves away from the traditional teacher-centred approach in the classroom to a situation where students are involved in a research inquiry to build theory. At the same time, the participant community (non-profit organisations in this case) is exposed to strategic communication knowledge. They are involved in a process whereby they become active participants (together with the students and the lecturer/researcher) in developing corporate communication strategy for their organisations. The results are twofold: firstly, staff members of the non-profit organisation (as well as the students) acquire strategic communication skills; and secondly, the researcher investigates a new area of interest, builds theory, and facilitates a learning process for students whereby they obtain experience and knowledge that is applicable to practice. In conceptualising both a new role for the corporate communication practitioner at the top management level (the role of the PR strategist), and proposing corporate communication strategy as the link between the communication plan and the corporate strategy, an attempt is made to provide possible solutions to important problems in practice.
Dissertation (MCom)--University of Pretoria, 2000.
gm2013
Communication Management
Unrestricted
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Taketomi, Tametsugu. "Comparative analysis of corporate strategic planning." Thesis, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/14271.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1990.
Title as it appears in the M.I.T. Graduate List, Feb. 1990: Comparative analysis of corporate planning.
Includes bibliographical references (leaves 105-109).
by Tametsugu Taketomi.
M.S.
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Samaniego, Ponce Ernest. "Analytics for strategic corporate social responsibility." Thesis, Massachusetts Institute of Technology, 2020. https://hdl.handle.net/1721.1/127073.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, May, 2020
Cataloged from the official PDF of thesis.
Includes bibliographical references (pages 27-28).
Often organized as disconnected philanthropic activities independent from core corporate strategy, the potential that Corporate Social Responsibility (CSR) can play in gaining competitive advantage for firms have largely been untapped. One of the challenges in unlocking the strategic advantages of CSR lies in measuring results and connecting outcomes to key business priorities. The application of data analytics can support CSR practitioners in overcoming this challenge. By adopting CSR analytics, practitioners can more transparently measure the impact of their activities, identify underlying relationships with business goals, and utilize data to make strategic choices that contribute to corporate strategy. This research focuses on the case of Wayfair, one of the largest e-commerce companies in the world. In support of the firm's corporate goal of improving human resource outcomes, analytics strategies have been developed to describe, predict, and prescribe CSR interventions. These strategies impact the five dimensions of employee engagement: employee satisfaction, employee identification, employee commitment, and employee loyalty. This research study aims to encourage firms to increase focus and investments on the adoption of analytics in CSR. By doing so, firms can achieve business goals and contribute to sustainable development.
by Ponce Ernest Samaniego.
S.M. in Management Studies
S.M.inManagementStudies Massachusetts Institute of Technology, Sloan School of Management
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Books on the topic "Strategic management; Corporate strategy"

1

Ansoff, H. Igor. Corporate strategy. London: Sidgwick & Jackson, 1986.

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A, Pearce John. Strategic management: Strategy formulation andimplementation. 2nd ed. Homewood, Ill: R.D. Irwin, 1985.

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A, Pearce John. Strategic management: Strategy formulation and implementation. 3rd ed. Homewood, Ill: Irwin, 1988.

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1947-, Robinson Richard B., ed. Strategic management: Strategy formulation and implementation. 2nd ed. Homewood, Ill: R.D. Irwin, 1985.

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Strategic management: An introduction to business and corporate strategy. Harlow: Financial Times Prentice Hall, 2000.

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Strategic corporate facilities management. New York: McGraw-Hill, 1992.

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Corporate strategy: Portfolio models. London: International Thomson Pub., 1995.

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Jenkins, Tessa. Management and strategy. London: Certified Accountants Educational Projects, 1994.

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Hickman, Craig R. The strategy game. New York: McGraw-Hill, 1993.

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The strategy game. New York: McGraw-Hill, 1994.

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Book chapters on the topic "Strategic management; Corporate strategy"

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Howe, W. Stewart. "Strategic Management." In Corporate Strategy, 3–15. London: Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_1.

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Bratton, John, and Jeff Gold. "Corporate Strategy and Strategic HRM." In Human Resource Management, 37–68. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_2.

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Bratton, John, and Jeff Gold. "Corporate Strategy and Strategic HRM." In Human Resource Management, 37–70. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-58668-1_2.

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Wiersema, Margarethe F., and Joshua Hernsberger. "Corporate Strategy." In The Palgrave Encyclopedia of Strategic Management, 1–4. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_688-1.

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Wiersema, Margarethe F., and Joshua Hernsberger. "Corporate Strategy." In The Palgrave Encyclopedia of Strategic Management, 353–56. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_688.

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Amason, Allen C., and Andrew Ward. "Corporate and Multi-Business Unit Strategy." In Strategic Management, 175–201. Second Edition. | New York : Routledge, 2020. | Revised edition of Strategic management, 2011.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000594-7.

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Pettinger, Richard. "Strategic Management in Practice." In Introduction to Corporate Strategy, 28–57. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24671-7_2.

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Scarrett, Douglas, and Jan Wilcox. "Corporate strategy." In Property Asset Management, 263–78. Fourth edition. | Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.1201/9781315628943-9.

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Russell-Walling, Edward. "Corporate Strategy." In 50 Schlüsselideen Management, 48–51. Heidelberg: Spektrum Akademischer Verlag, 2011. http://dx.doi.org/10.1007/978-3-8274-2637-6_13.

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Seriki, Oluwasegun. "Corporate Strategy." In Encyclopedia of Sustainable Management, 1–4. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_468-1.

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Conference papers on the topic "Strategic management; Corporate strategy"

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Marić, Slobodan, Ozren Uzelac, and Maja Strugar Jelača. "Ownership Structure as a Measure of Corporate Performance." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_27.

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Grunda, Rokas. "Strategic Corporate Sustainability Management Model." In The 1st World Sustainability Forum. Basel, Switzerland: MDPI, 2011. http://dx.doi.org/10.3390/wsf-00550.

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Wang, Xiangfeng, and Xine Zhao. "Corporate Strategy and Earnings Management." In 2018 International Conference on Advances in Social Sciences and Sustainable Development (ASSSD 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/asssd-18.2018.51.

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Paurova, Veronika. "Corporate identity in the context of strategic pricing of a company." In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.30.

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Gašić, Dimitrije. "The Influence of Flexible Work Arrangements on the Corporate Efficiency During the Covid-19 Pandemic in the Republic Of Serbia." 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_119.

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Hollmann, Stephan F. "FTIMS/2000™ A Strategic Flight Test Management Solution." In General, Corporate & Regional Aviation Meeting & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1999. http://dx.doi.org/10.4271/1999-01-1600.

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Irina, Adova, and Milekhina Olga. "Cluster network paradigm: Developing the corporate system of the knowledge management." In 2016 11th International Forum on Strategic Technology (IFOST). IEEE, 2016. http://dx.doi.org/10.1109/ifost.2016.7884308.

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Coppinger, Stephen J. "Developing a corporate-wide strategic energy management program." In 2010 IEEE-IAS/PCA 52nd Cement Industry Technical Conference. IEEE, 2010. http://dx.doi.org/10.1109/citcon.2010.5470069.

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Wellner, Kristin, and Danielle Hikisch. "Disinvestment-strategy in corporate real estate management." In 25th Annual European Real Estate Society Conference. European Real Estate Society, 2016. http://dx.doi.org/10.15396/eres2016_222.

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Chen, Lei. "Corporate Strategy Difference and Earnings Management Motivation." In 2017 International Conference on Economics, Finance and Statistics (ICEFS 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icefs-17.2017.18.

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Reports on the topic "Strategic management; Corporate strategy"

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Leary, W. H., Tufte III, Yaphe W., and M. Corporate Information Management for the 21st Century and Enterprise Integration; A DoD Strategic Plan and Implementation Strategy. Fort Belvoir, VA: Defense Technical Information Center, June 1994. http://dx.doi.org/10.21236/ada282772.

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Chambers, J. C., J. L. Beck, J. B. Bradford, J. Bybee, S. Campbell, J. Carlson, T. J. Christiansen, et al. Science framework for conservation and restoration of the sagebrush biome: Linking the Department of the Interior’s Integrated Rangeland Fire Management Strategy to long-term strategic conservation actions. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2017. http://dx.doi.org/10.2737/rmrs-gtr-360.

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Chambers, J. C., J. L. Beck, J. B. Bradford, J. Bybee, S. Campbell, J. Carlson, T. J. Christiansen, et al. Science framework for conservation and restoration of the sagebrush biome: Linking the Department of the Interior’s Integrated Rangeland Fire Management Strategy to long-term strategic conservation actions. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2017. http://dx.doi.org/10.2737/rmrs-gtr-360.

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United States Department of Energy Information Management Strategic Plan - partners for progress in corporate management. Office of Scientific and Technical Information (OSTI), September 1997. http://dx.doi.org/10.2172/538075.

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Guidance Note on State-Owned Enterprise Reform in Sovereign Projects and Programs. Asian Development Bank, March 2021. http://dx.doi.org/10.22617/tim210070.

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Abstract:
Strategy 2030 underscores the commitment of the Asian Development Bank (ADB) to support state-owned enterprise (SOE) reform in its developing member countries (DMCs). This guidance note provides an overview of SOEs in Asia and the Pacific, explains the significance of reforms in implementing ADB’s corporate strategy, and discusses related requirements for ADB’s sovereign projects. It provides guidance on challenges that need to be addressed and areas to focus on in engagements with SOEs. Designed to help ADB staff in their work with SOEs, this guidance note is also a useful resource for officials from DMCs, and SOE board and management members.
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