To see the other types of publications on this topic, follow the link: Strategic management; Corporate strategy.
Journal articles on the topic 'Strategic management; Corporate strategy'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Strategic management; Corporate strategy.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full text
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.”
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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 />
10
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.
Full textAbstract:
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.
11
Yoshikuni, Adilson Carlos, and Alberto Luiz Albertin. "Effects of strategic information systems on competitive strategy and performance." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 2018–45. http://dx.doi.org/10.1108/ijppm-07-2017-0166.
Full textAbstract:
Purpose This study argues that strategic information systems (SISs) are necessary for organizations’ survival and corporate performance in turbulent economic environments. Applying Miles and Snow’s strategy typology, the purpose of this paper is to explore how SIS supports business strategy and corporate performance. Design/methodology/approach This study uses quantitative survey data from 389 Brazilian companies during economic crises and analyzes them using structural equation modeling. Findings There is strong evidence that SIS promotes capacity and flexibility to create competitive strategies in response to environmental changes. SIS significantly and positively predicts firms’ use of prospector strategies, reducing the need to sacrifice efficiency for innovation. SIS can predict corporate performance more strongly than firms’ strategic orientations can. Practical implications The results provide organizations insights on how SIS enables strategic planning processes to create competitive strategy and improve performance during economic turbulence. Originality/value This research demonstrates SIS’s positive effects during economic turbulence on competitive strategy and performance, revealing that corporate performance is influenced more by SIS (strategic process) than strategic orientation (content). Hence, this study fills a research gap in the information systems strategy literature by contributing new insights about SIS.
12
Cindrić, Lana. "Supervisory Board’s Contribution to Corporate Strategy: Evidence from Croatian Companies." Studies in Business and Economics 16, no. 1 (April 1, 2021): 42–50. http://dx.doi.org/10.2478/sbe-2021-0004.
Full textAbstract:
Abstract The main objective of this paper is to expand understanding of how supervisory boards contribute to corporate strategy. Using a sample of supervisory boards of Croatian listed companies, in this paper we investigate: (1) the overall level of supervisory boards involvement in corporate strategy, and (2) how are supervisory board’s structural attributes related to the intensity of strategic involvement. Our results indicate that supervisory boards indeed have an active role in shaping and supporting the corporate strategy. Strategic activities that supervisory boards most often execute are authorizing strategic decisions proposed by the management board and crisis management activities.
13
Kryvych, Yana, and Tetiana Goncharenko. "Banking strategic management and business model: bibliometric analysis." Financial Markets, Institutions and Risks 4, no. 1 (2020): 76–85. http://dx.doi.org/10.21272/fmir.4(1).76-85.2020.
Full textAbstract:
The article is devoted to the analysis of tendencies and research of approaches to the definition of strategic management of the bank in the scientific literature, to the identification of future perspective directions of research of this problem. VOSviewer software was used for bibliometric analysis, the object of the study was 5901 articles in scientific journals indexed by Scopus and Web of Science scientific databases, the study period was the time interval from 1991 to 2019. The article substantiates that in 2007-2009 the focus of the study has shifted from general strategic management issues to risk management issues of the bank’s business strategy. In 2019, the number of papers devoted to strategic bank management increased rapidly – by 343% compared to 2007. The use of the VOSviewer tool revealed 5 clusters of the relationship between strategic bank management theory and other theories based on scientific concepts. The largest research cluster combines the expertise of researchers who study strategic bank management in close connection with concepts that study the bank’s business models, business strategy, competition, banking performance, banking services, and more. The second-largest cluster brought together scholars who study the theory of strategic bank management at the intersection with the theories of strategic planning, finance, commerce, e-commerce, management, information management, planning, investing, technological development, and more. The third-largest cluster brings together scholars who consider strategic bank management through the lens of corporate governance, corporate strategy, financial market trends, retail banking, bank profitability, and more. The conducted research leads to the conclusion that business strategy, profitability, and strategic risk management are the priority components of banking strategic management. Keywords: bank, banking, strategy, strategic management, business strategy, business model.
14
Li, Boya, and Shou Chen. "Corporate-level strategy and firm performance: evidence from China." Chinese Management Studies 14, no. 1 (March 18, 2019): 1–14. http://dx.doi.org/10.1108/cms-10-2018-0715.
Full textAbstract:
Purpose The research interest in this paper is primarily in the question of how important changes in corporate-level strategy affect firm performance. This paper aims to explore the relationship between strategic change and performance, illustrate the frequency patterns of major strategic changes and assess the multi-period performance implications of major strategic changes. Design/methodology/approach This paper defines strategic change by combining contingency theory and resource-based view. The panel data from 1973 listed firms of China’s A-share market that reported data between the years 2004 and 2015 are selected as the sample to test various relationships and effects between performance and strategic change. Findings This paper empirically shows that change in strategies benefits subsequent firm performance, specifically resources re-allocation among existing businesses will result better performance, and successful firms exhibit less strategic change than those performing poorly. It also demonstrates that, in China, the effects of a major strategic change on subsequent performance peaks after one year, but starts to decline thereafter. Originality/value This paper explores whether changes, especially important changes, in corporate-level strategy influence subsequent firm performance, and illustrates how frequently a listed firm in China makes decisions about corporate-level strategy. It contributes empirically to the literature by providing one of the first empirical evidence on assessing the effects of important changes in corporate-level strategy on performance.
15
Grove, Hugh, and Maclyn Clouse. "Strategic risk management for enhanced corporate governance." Corporate Ownership and Control 13, no. 4 (2016): 173–82. http://dx.doi.org/10.22495/cocv13i4c1p3.
Full textAbstract:
The purpose of this research is to develop and apply risk management procedures to enhance corporate governance, using examples of Chinese company investments. Strategy and risk should be considered together by management and boards of directors as they need to know what risks are embedded in potential or approved strategies. Strategy and risk are linked and may be viewed as two sides of the same coin. One of the fastest ways to massive value destruction is to undertake a strategy without a thorough consideration of the related risks. Well-known financial fraud prediction models and ratios are applied to an ongoing, possible fraudulent Chinese company. They generated numerous red flags for possible fraudulent financial reporting, using one and two standard deviation measurements for risk assessment. This paper finds potential international equity and debt investment destruction of $12.9 billion for this one company and $34.5 billion when this company’s investment losses are combined with three other ongoing possible Chinese fraud companies. In summary, a risk management approach for enhanced corporate governance is developed and applied to the strategy of international investing. A case study is used to demonstrate both a macro-economic risk assessment of an investment target country and a micro-economic risk assessment of an investment target company, using fraud models and ratios
16
Galan, Jose I. "Corporate Social Responsibility and Strategic Management." Journal of Management Studies 43, no. 7 (November 2006): 1629–41. http://dx.doi.org/10.1111/j.1467-6486.2006.00655.x.
Full text
17
Korwar, Ashok. "On Corporate Strategy and Financial Strategy." Vikalpa: The Journal for Decision Makers 21, no. 1 (January 1996): 3–13. http://dx.doi.org/10.1177/0256090919960101.
Full textAbstract:
This article by Ashok Korwar makes an attempt to systematically develop the link between corporate strategy and financial strategy. Drawing on concepts from both strategic management and financial theory, the paper develops propositions which may act as guidelines for top managers in formulating financial strategies, given the corporate strategies their companies are pursuing. A select number of corporate strategy types is considered, and the implications for capital structure, dividend policy, and capital budgeting policy of each corporate strategy type are disscussed.
18
Xie, Bingyuan. "Regional Dialect Diversity and Corporate Strategic Aggressiveness." Journal of Finance Research 4, no. 1 (May 29, 2020): 88. http://dx.doi.org/10.26549/jfr.v4i1.3728.
Full textAbstract:
As an important role of the regional culture, dialects have a significant influence on the corporate strategy. Diversity of dialects appears to move firms towards strategic radicalization by weakening the "hometown effect", enhancing innovation awareness, and increasing the diversification of business. Using A-share listed companies from 2006 to 2018 as sample, based on information from the annual financial statements, this paper argues that higher dialect diversity in the city where enterprise is located leads the corporate strategy to be more aggressive; and the mismatch between strategy and dialectal environment will have a negative effect on corporate performance. After a series of robustness tests and using instrumental variables to solve endogenous problems, the conclusions remain consistent. Further study indicates that the influence of dialect diversity on strategy is enhanced as managers' awareness of the dialectal environment increases, but is weaken if the enterprise is a state-owned enterprise or has larger scale. This research reveals the connection between dialect culture and corporate behavior form a strategic level, provides empirical evidence and enriches the literature for the traditional view of "culture influences strategy", and has significance on promoting the corporate strategic management practices.
19
Dunphy, Dexter, and Doug Stace. "The Strategic Management of Corporate Change." Human Relations 46, no. 8 (August 1993): 905–20. http://dx.doi.org/10.1177/001872679304600801.
Full text
20
Maryska, Milos, Petr Doucek, and Lea Nedomova. "Corporate Informatics and Strategic Management." Procedia Economics and Finance 26 (2015): 651–56. http://dx.doi.org/10.1016/s2212-5671(15)00806-0.
Full text
21
Pavićević, Snežana, Vida Živković, and Tijana Stanković. "RISK MANAGEMENT AND STRATEGIC PLANNING." International Journal "Advanced Quality" 44, no. 4 (March 11, 2017): 37. http://dx.doi.org/10.25137/ijaq.n4.v44.y2016.p37-41.
Full textAbstract:
Companies are exposed to a variety of risks related to the development and implementation of the business strategy. It is possible to observe an opportunity to analyze how different kinds of risk information can be objectively considered by senior management in order to enhance corporate governance and have sound decision making processes. Strategy formulation is the main part of the strategic planning process. Most common strategic planning tools do not even take risk into account, which worsens the situation. Subsequently, it is time to identify and measure strategic risks. Risk management may also support the development of institutional actions so as to increase the likelihood of reaching the expected results. Therefore, this paper aims to introduce a new comprehensive model which integrates risk management into strategic planning. A number of risk tools, improvements to be made by risk managers and a practical application of the model are presented in order to make possible the establishment and deployment of an effective strategy by the organization. The paper also describes the importance of strategic planning and management for the existence and development of enterprises and business organizations.
22
McManus, John. "Revisiting ethics in strategic management." Corporate Governance: The international journal of business in society 11, no. 2 (April 12, 2011): 214–23. http://dx.doi.org/10.1108/14720701111121074.
Full textAbstract:
PurposeThe purpose of this paper is to explore the challenges faced by corporations in incorporating ethics into their strategic management processes.Design/methodological approachThe research is based on a survey of the issues and the literature published in Europe, North America and Asia.FindingsFindings indicate a definite gap between the implementation of strategy and the moral and ethical obligations of corporations. Given the decline in business ethics and recent corporate scandals it is proposed that ethics be brought back to the forefront of strategic management and integrated into the strategic management process.Research limitations/implicationsThe paper serves as a instrument for debate and future research in that the ethical issues faced by corporations will continue to gather momentum as will the issues faced by traditional strategists.Originality/valueThis paper allows researchers and practitioners to gain an understanding of the issues and shortcomings in strategy and ethical integration, which allows for future research.
23
Scholz, Christian. "Corporate culture and strategy— The problem of strategic fit." Long Range Planning 20, no. 4 (August 1987): 78–87. http://dx.doi.org/10.1016/0024-6301(87)90158-0.
Full text
24
Goodman, Michael B. "Introduction to the special issue: corporate communication – transformation of strategy." Journal of Business Strategy 40, no. 6 (November 18, 2019): 3–8. http://dx.doi.org/10.1108/jbs-07-2019-0149.
Full textAbstract:
Purpose The contemporary business environment for public companies is much more multinational and multicultural than at any previous time. It is now driven by complex economic, political, technological and demographic forces such as these six: multipolarity eclipses globalization; the internet of things; corporate business model; uncertainty; privacy, big data and alternative data; and shifting demographics. The communication function has been central to this transformation. Design/methodology/approach The corporate communication international (CCI) studies have revealed three periods of transformation, namely, the focus, practices, perceptions, and the strategic aim of corporate communication to establish coherence by managing the messages reflects a top-down mind-set of communicating from the corporation to its stakeholders. The CCI study data indicated that the approaches to communication started changing; the fragmented media landscape of businesses reveals an awakening of a new kind of corporate communication whose aim is not to control and order, but to endure and to accept the “truth” being constantly challenged. Findings Findings from the CCI practices and trends studies validate the field’s strategic role in engagement and amplification of corporate messaging. Forces that have an impact on the practice of corporate communication include continuation of rapid changes, unintended consequences of changing reporting structures, core functions remain unchanged Budget and staff increases reflect economic confidence, Search for talent, Integrity, Core competencies focus on “business acumen” to drive corporate value, Employee engagement to build corporate culture, “Counsel to the CEO” suffers as the role of the communication officer changes. Originality/value Corporate Communication Practices and Trends studies underscore corporate communication as a strategic management function and, increasingly, as a strategic business partner for the enterprise. The integration of marketing and communication in many corporations, changes the corporate communication function. This special issue of the Journal of Business Strategy is focused on the transformation of corporate communication strategy. Six experts share their perspectives.
25
LaGree, Danielle, Douglas Wilbur, and Glen T. Cameron. "A strategic approach to sports crisis management." International Journal of Sports Marketing and Sponsorship 20, no. 3 (August 5, 2019): 407–29. http://dx.doi.org/10.1108/ijsms-05-2018-0045.
Full textAbstract:
Purpose Using the National Football League (NFL) concussion crisis context, the purpose of this paper is to provide sports marketers with a strategic approach to sports crisis management through consideration of crisis media coverage and organizational reputation. Design/methodology/approach An online experiment assessed the impact of two crisis response strategies, fan involvement and exposure to crisis media coverage on emotional response, corporate message credibility, crisis perception and perceived corporate reputation. Findings The accident response strategy was associated with more favorable perceptions of the NFL and corporate message credibility. Sports fan involvement facilitated more favorable perceptions of the NFL’s reputation, while exposure to media coverage of the NFL’s crisis created negative perceptions of the NFL’s reputation. Exposure to media coverage of the NFL concussion crisis increased feelings of anger, which in turn decreased perceptions of corporate message credibility. Research limitations/implications A limitation for this study is the specific crisis scenario that was used. The NFL concussion crisis is different from other crisis types in that it does not directly impact the audience’s well-being, but instead affects their perceptions of an iconic institution. Practical implications In light of study findings, it is suggested that sports marketers consider the following when dealing with crises: carefully determine proper framing methods when crafting a crisis response as different response types affect consumers in different ways; leverage public relations (PR) practices by engaging in media monitoring to inform an appropriate crisis response to control the narrative; and examine forces exernal of the organization that influence consumer emotions, paying special attention to feelings of anger as anger negatively impacts consumer perceptions of corporate credibility. Originality/value This paper addresses sports crisis strategy from both marketing and public relations perspectives. It describes how strategic efforts protect a sports organization’s reputation, thus increasing marketing effectiveness.
26
Kiambati, Kellen, and Julius Itunga. "Managerial Skills and Corporate Strategic Planning." International Journal of Management Science and Business Administration 2, no. 8 (2015): 16–23. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.28.1002.
Full textAbstract:
The aim of this study was to establish the relationship between managerial skills and corporate strategic planning. The study was premised on increased call to meticulous strategic planning in all organizations across all sectors in Kenya. A close examination of existing literature showed that very little has been done in the area of evidence-based strategic planning. Public and private institutions participated in this study. The findings showed a positive and significant relationship between managerial skills and corporate strategic planning. The implication of the findings for management was to give more attention to managerial skills.
27
Hassard, John, and Sudi Sharifi. "Corporate Culture and Strategic Change." Journal of General Management 15, no. 2 (December 1989): 4–19. http://dx.doi.org/10.1177/030630708901500201.
Full text
28
Trifocals, Wearing. "Multiple Roles in Responding to Strategic Communications." Business Communication Quarterly 67, no. 3 (September 2004): 281–93. http://dx.doi.org/10.1177/1080569904268124.
Full textAbstract:
Teaching communication to MBAs often involves focusing on corporate strategic discourse when student projects are intended to help companies move to a more advanced stage of development. This focus on corporate strategy—the language and concepts that concern the mission and direction that an organization should adopt—requires, in turn, that faculty enact several roles to assist students in developing their final assignments, strategic presentations, and reports. Faculty play the role of specialists in corporate strategy, communication specialists, and stand-ins for the primary audience(s) for these assignments. Working with students on these assignments underscores two important values in MBA education: providing students with the means to engage in discussion at the CEO level where decisions about the company’s strategic direction are made, and demonstrating to students that the strategic assignments they produce belong to a larger communication campaign for getting buy-in for corporate strategy. These teaching practices foster research projects as well.
29
Armstrong, J. Scott, Noel Capon, John U. Farley, and James M. Hulbert. "Corporate Strategic Planning." Journal of Marketing 54, no. 2 (April 1990): 114. http://dx.doi.org/10.2307/1251876.
Full text
30
Suriyankietkaew, Suparak, and Phallapa Petison. "A Retrospective and Foresight: Bibliometric Review of International Research on Strategic Management for Sustainability, 1991–2019." Sustainability 12, no. 1 (December 21, 2019): 91. http://dx.doi.org/10.3390/su12010091.
Full textAbstract:
Over the past 30 years, scholars have been calling for modern management theory and research to consider how strategic management tools could be applied to enhance corporate sustainability. While strategic management for sustainability has emerged as a multidisciplinary field, the existing knowledge base has yet to be systematic reviewed. This paper responded to the literature gap by conducting a bibliometric review of strategic management for sustainability. The paper aimed to document the landscape and composition of this literature through the analysis of 988 relevant Scopus-indexed documents. Data analyses found that the strategic management for sustainability knowledge base remained an emergent field with increasing interests from diverse groups of international scholars in various fields, particularly in environmental science, engineering, and strategic business management. Over the past three decades, the literatures have been continuously grown from a few publications in the early 1990s to almost 1000 documents to date. The review found that the most influential journals and authors of this knowledge base were international in scope but predominately from Western developed countries. Five Schools of Thought from author co-citation analysis revealed the intellectual clustering composition of the knowledge base on strategic management for sustainability: corporate sustainability strategy, sustainable waste management, strategic sustainability systems, strategic sustainability management and entrepreneurship, and sustainability assessment strategy. Key topics addressed in this research include the distribution of documents across the most highly cited journals, reflecting the breadth, quality and influential scholars in the strategic management for sustainability knowledge domain, naming of the influential scholars in the field and identification of contemporary foci and research front in the existing literature through the keyword co-occurrence analysis and co-word map. The strategic management for sustainability field has evolved from the key topics related to the green movement at the policy-driven macro level (i.e., ecological or environmental protection/impact, water/waste management and natural resource conservation) to the practicality in organizations with the topics related to social strategic responsibility and business management issues (i.e., corporate strategy, project management, supply chain management, information management, adaptive management, corporate sustainability). In addition to a retrospective, insightful prospective interpretation, practical implication, limitations and future research direction are discussed.
31
Meres, Meseret. "The Effect of Strategic Management Practices on the institutional Performance; the case of Dedebit credit and saving institution in Eastern Tigray." SocioEconomic Challenges 3, no. 3 (2019): 80–97. http://dx.doi.org/10.21272/sec.3(3).80-97.2019.
Full textAbstract:
Strategic management was first originated in the Military and adopted to the business sector as important management tool in response to the unpredictable, turbulent, and chaotic world. It is the process of determining what an organization intends to be in the future and how it will get there. It is a tool which helps to define the best future for the organization and the best path to reach that destination. The overall objective of the study is to examine the Effect of Strategic Management Practices on the institutional Performance; the case of Dedebit credit and saving institution in Eastern Tigray. This study the Effect of Strategic Management Practices among 128 sampled Dedebit credit and saving institution out of 346-targeted population at eastern Tigray. Stratified sampling was employed to select the respondents in this study. The study utilized both quantitative and qualitative approaches. Data was collected through questionnaires and documents of the organization also SPSS was used to analyze data. Data analysis was carried out using descriptive statistics and multi regression model. The descriptive part presents the stages of effect of strategic management Dedebit credit and saving institution using graphs and table based on the position held and experience. The empirical study shows strategic management implementation was found to be of more challenging than the designing process. Most respondents confirmed their capability of translating the strategic into action plans also self-initiated to prepare a comprehensive strategic plan rather than considering as an imposition of their donors. Findings showed that most DECSI try to manage strategically by aligning Initiatives with Strategy, engaging staff fully in strategy implementation, keeping staff fully informed about corporate strategic direction, monitoring strategy and implementation in order to adapt it where necessary to meet the challenges and realities of the times and structuring the organization to be effective in its strategy implementation. The study also showed that all the strategic management practices had significant positive effects on organization performance. Furthermore, the study showed that the most ensnaring pitfall of strategic management is the inability of organizations to translate strategy into a corporate purpose. This was followed by short term planning, failure to create accountability for results, inability to foster belief in the strategy, ignoring external trends, overconfidence based on existing success and failure to respond to structural changes in the market. Finally, the study showed that strategic management practices have direct positive relationship with corporate performance. Based on the findings, the study recommended that managements of savings and loans companies factor into their strategic management decisions, the marketing environment and the prevailing macro conditions in order to come out with an effective strategic plan that would have positive impact on institutional performance. Keywords: strategic management practices, performance, DECSI, Eastern Zone.
32
Balmer, John M. T. "The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum." European Journal of Marketing 51, no. 9/10 (September 12, 2017): 1472–502. http://dx.doi.org/10.1108/ejm-07-2017-0448.
Full textAbstract:
Purpose This paper aims to introduce a new integrated strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum” and elucidates the central and strategic importance of corporate identity apropos corporate communications, corporate image, attributed stakeholder identifications and resultant behaviours. The strategic importance of corporate identity is noted. The continuum incorporates a variety of disciplinary/theoretical perspectives. Design/methodology/approach The paper/framework is informed by corporate marketing and strategic perspectives; legal theory of the firm; social identity branch theories; and stakeholder theory. The effects and management of corporate identity are seen as a continuum. The framework accommodates Tagiuri’s (1982) scholarship on corporate identity. Findings This paper formally introduces and explicates “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum”. Corporate identity management is an on-going strategic senior management/strategic requisite. Notably, the legal theory of company law – routinely overlooked – and its impact on corporate identity management is accepted, acknowledged and accommodated. The importance of stakeholders and stakeholder identification (a derivative of social identity theory) is underscored. Practical implications Via the explication of the continuum, managers can comprehend the nature and importance of corporate identity; appreciate that corporate identity adaptation/change is on-going; comprehend its interface/s with corporate communications, stakeholder attributed identities, identifications and the business environment; understand the need for on-going fidelity to an institution’s legally based core purposes and corporate identity traits (juridical identity); cognise the efficacy of constant stakeholder and environmental analysis. Corporate identity sustainability requires corporate identity to be advantageous, beneficial, critical, differentiating and effectual. Stakeholder prioritisation is not solely dependent on power, legitimacy and urgency but on legality, efficacy, ethicality and temporality. Originality/value The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and, moreover, seeks to be of utility to scholars and practitioners of corporate marketing, strategy and company law. Arguably, therefore, the framework is more ambitious than extant framework on the domain. The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and seeks to be of utility to scholars and practitioners of corporate identity, communications, images, identification, stakeholder theory, company law and, importantly, corporate strategy.
33
Adamides, Emmanuel D. "Linking operations strategy to the corporate strategy process: a practice perspective." Business Process Management Journal 21, no. 2 (April 7, 2015): 267–87. http://dx.doi.org/10.1108/bpmj-07-2013-0107.
Full textAbstract:
Purpose – The purpose of this paper is to provide a micro-level, human-activity-centred interpretative framework for the way operations strategy is formed, linked and aligned with corporate-level strategies, and to apply it to gain insights on these processes. Design/methodology/approach – Relying on the theoretical foundations of social practice theory and actor-network theory, as well as on the analysis of the organisational realities of the operations strategy formation process embedded in pluralistic organisational contexts, a conceptual framework for analysing the production and alignment of operations strategy is developed. The framework is then used to guide field research for the analysis of an operations-led strategic initiative in a medium-sized agro-food company. Findings – Operations strategy formation can be interpreted as an ongoing practical, distributed social activity of network (re)formation. Specific initiatives, or events, act as catalysts for the association of operations strategy formation practices with corporate-level ones, facilitating thus the current and future alignment of strategic content. Artefacts play an active role in the linking process. Research limitations/implications – The research presented in this paper is pioneering as it is the first explicit consideration of operations strategy formation (process) as practical social activity (practices are the focus of analysis, not individuals’ choices), in which non-human agency (informational artefacts, etc.) is explicitly taken into account. For this purpose, a novel analytic framework was developed, which, however, need to be further tested to determine the exact conditions under which it is valid. Practical implications – The framework improves the understanding of the organisational dynamics of operations strategy formation, its linking with, and institutionalisation in, other organisational processes and strategic discourses. Thus, it can assist in the analysis of operations-led strategic initiatives. Social implications – Application of the results obtained can provide better workplaces. Originality/value – For the first time: operations strategy formation is considered as a social activity by focusing on the strategists and managers’ practices; the role of documents, decision-support tools and other artefacts is surfaced; and the importance of introducing operations strategy formation practices carrying strategy content into corporate and business-level strategy processes and their role in the alignment of the two strategies is emphasised.
34
Tarigan, M. Rosidi, Dwi Nowo Martono, and Umanto. "Optimalisasi Sistem Manajemen Lingkungan yang Terintegrasi Melalui Penerapan Balanced Scorecard." IJEEM - Indonesian Journal of Environmental Education and Management 6, no. 2 (August 3, 2021): 172–94. http://dx.doi.org/10.21009/ijeem.062.05.
Full textAbstract:
The ISO 14001 environmental management system has been implemented by many types of organizations, but there are still many differences of opinion related to the effectiveness of the implementation of this standard on improving environmental performance in an organization. The effectiveness of the implementation of environmental management system standards is highly dependent on strategic planing gaps with other management systems integrated in an organization. The balanced scorecard concept has provided a comprehensive framework for translating the company's strategic planning into more comprehensive performance measurement. To analyze the condition of strategic planing in an integrated management system that has adopted the concept of a balanced scorecard at PT. Xyz, researchers used a descriptive analysis method, the results obtained that strategic planning in 2014, 2015 and 2018 have coherence, but in 2016-2017 it is not coherent, which means that strategic planning starts not in accordance with the attributes of the balanced scorecard concept. Correlation test method is used to analyze the effect of strategic planning with environmental performance and economic performance at PT. Xyz, the results obtained that strategic planning in an integrated management system that adopts a balanced scorecard has a positive effect on environmental performance but does not have a positive effect on economic performance. Strategic planning interventions through the formulation of corporate strategy using the DEMATEL method obtained corporate strategy impact relations map which formulates the six criteria of the most priority corporate strategy recommendations for improving environmental performance and economic performance at PT. Xyz in the future
35
Förster, Bernadette, Jonas Keller, Heiko A. von der Gracht, and Inga-Lena Darkow. "Delphi-based strategic issue management: crafting consumer goods supply chain strategy." International Journal of Physical Distribution & Logistics Management 44, no. 5 (May 27, 2014): 373–91. http://dx.doi.org/10.1108/ijpdlm-09-2012-0289.
Full textAbstract:
Purpose – Consumer goods supply chains (SCs) are characterized by continuously changing customer trends. Early detection of these trends is crucial for deriving successful long-term SC strategies. The purpose of this paper is to present a systematic process to support decision makers in assessing future-relevant issues and developing strategies. Design/methodology/approach – In order to contribute to the quality of long-term decision making for SC strategy, we combine strategic issue management (SIM) and corporate foresight methodology. The authors develop a procedure that integrates the Delphi technique and SIM to empirically demonstrate how “Delphi-based SIM” can support SC strategy development. Findings – The paper demonstrates how to craft a strategy for consumer goods SCs supported by Delphi-based SIM. The authors are able to include and evaluate uncertain and ambivalent future developments. Pertinent strategic issues for the consumer goods SC include: consumer demographics, automated ordering, city supply, and concept stores. For the reference company, five different strategic paths were created and evaluated. Practical implications – It is challenging for companies to be well prepared for dynamic business environments and to successfully establish a robust SC strategy. The authors develop a systematic Delphi-based SIM for detecting and evaluating signals and integrating them into SC strategy development. Originality/value – To date, a structured approach to integrate uncertain and ambivalent issues into SC strategy development is missing. With SIM and corporate foresight, the authors provide novel methods for strategy development in the consumer goods SC.
36
Gauthier, Jeffrey, and Zuopeng (Justin) Zhang. "Green knowledge management and strategic renewal: a discursive perspective on corporate sustainability." International Journal of Productivity and Performance Management 69, no. 8 (June 29, 2020): 1797–811. http://dx.doi.org/10.1108/ijppm-10-2019-0489.
Full textAbstract:
PurposeThe purpose of this paper is to build theory concerning the role of discourse in strategic renewal and green knowledge management.Design/methodology/approachThe approach entails an application of discourse theory to the strategy process literature, a review of the knowledge management (KM) literature and examination of examples in the context of organizations' sustainability initiatives.FindingsA discourse-based model of green knowledge management, with associated research propositions that address each element of strategy renewal, is developed.Research limitations/implicationsThe model and propositions in this paper may help to spur future management research that draws on a variety of discourse analytic tools, and advances our understanding of KM focused on environmental sustainability.Originality/valueA discursive perspective on green knowledge management allows for a broader and more dynamic view of strategy process. This paper foregrounds the dynamic nature of strategy process in exploring the nature of discourse, and suggests that green knowledge management addresses a key megatrend that may form a foundation for strategic renewal.
37
Annuar, Hairul Azlan, and Yusof Ismail. "The involvement of accountants in corporate strategy in Malaysia: a stewardship theory perspective." Corporate Ownership and Control 9, no. 2 (2012): 287–99. http://dx.doi.org/10.22495/cocv9i2c2art4.
Full textAbstract:
The purpose of the research is to ascertain the extent and nature of accountants’ involvement in the formulation phase of corporate strategy in Malaysian public listed companies (PLCs). This is achieved using the triangulation approach consisting of survey questionnaires and interviews. The findings reveal that accountants in Malaysia are involved in the formulation phase of corporate strategy. At this stage, accountants appear to be discharging their stewardship role, and are involved even in the very initial stage of advising management with strategic proposals, directly helping to formulate proposals and even shaping the strategic framework, which ensure that only strategic proposals that lie within the current concept of strategy is submitted and deliberated.
38
Ward, Keith, and Tony Grundy. "The strategic management of corporate value." European Management Journal 14, no. 3 (June 1996): 321–30. http://dx.doi.org/10.1016/0263-2373(96)00012-6.
Full text
39
Bhattacharyya, Som Sekhar, and Aakash Malik. "Development of an integrated canvas on turnaround strategy." International Journal of Organizational Analysis 28, no. 2 (November 18, 2019): 523–54. http://dx.doi.org/10.1108/ijoa-02-2019-1646.
Full textAbstract:
Purpose The purpose of this study is to provide a comprehensive understanding regarding corporate turnaround. An integrated discussion regarding different corporate failure factors, conditions, symptoms followed by turnaround strategies and its results have been provided. Design/methodology/approach Authors have done a comprehensive systematic and integrated literature review study of research articles on corporate turnaround. The paper reviewed discussed different dimensions of turnaround management. The authors applied thematic reductionist categorisation with logical arguments to develop an integrated turnaround canvas (ICT). Findings An ICT has been developed. ICT is a holistic framework to comprehend turnaround strategy. Impact of precondition and turnaround levers on cash flow dynamics and the operational and strategic levers for successful turnaround performance of the firm has also been presented. Authors have also tabulated the entire spectrum of corporate turnaround. Research limitations/implications This conceptual work would help researchers interested in turnaround research to anchor their study at different points in ICT canvas. This could be at the decline precondition stage, corporate failure state, turnaround levers (strategic and operational) application phase and in terms of turnaround performance. Practical implications The ICT canvas would help managers to identify the set of corporate failure preconditions which might lead their firm to decline phase. The ICT canvas would also help managers based upon the identification of decline preconditions to select an appropriate turnaround interventions required to arrest the corporate failure. Finally, the ICT canvas would help in identifying the operational and strategic levers for successful turnaround implementation and thus achieving the desired corporate performance. Originality/value This is one of the first studies to provide an integrated perspective on corporate turnaround as the developed ICT canvas consisted of identification of decline preconditions, corporate failure, turnaround levers (strategic and operational ) and turnaround performance.
40
Jayakumar, Tulsi. "From philanthropy to strategic corporate sustainability: a case study in India." Journal of Business Strategy 37, no. 6 (November 21, 2016): 39–50. http://dx.doi.org/10.1108/jbs-10-2015-0110.
Full textAbstract:
Purpose This paper aims to explore the drivers and barriers in the transition of the social responsibility agenda of large, emerging economy (EE) firms from non-strategic philanthropy to strategic corporate sustainability. This study also suggests a strategy that such firms may adopt for obtaining the desired corporate social responsibility (CSR) manifestation. Design/methodology/approach The paper follows an in-depth case study approach of a large, family-managed Indian firm in a pollutant industry – Sudarshan Chemicals. The article is based on direct observation and in-depth interviews with key stakeholders, namely, senior management, employees and the local community members (villagers) in the company’s plant in Maharashtra. Findings The study exposes a lack of alignment between firm size (large) and firm CSR manifestation (small) as the key challenge that EE firms face in transforming their social responsibility agenda. Stuck in the mould of non-strategic corporate philanthropy, even large EE companies are not exposed to the three essential elements of the Western conceptualization of CSR, namely, stakeholder pressure, environmental concerns and integration into core business. Sudarshan’s small-firm CSR orientation can be seen as symptomatic of most Indian companies which are family-led, family-managed businesses. Practical implications Faced with strong drivers to incorporate CSR, EE firms can strategize to leap-frog from philanthropy to corporate sustainability through obtaining the desired CSR manifestation. Originality/value The significance of this paper lies in the “on the ground”, detailed and empirical study of the drivers and challenges faced by a large Indian company, as it proactively sought to transition from the philanthropy orientation towards strategic CSR/sustainability. The paper identifies the major challenge large, Indian corporates are likely to face going forward, as they respond to drivers in a globalized business environment.
41
Li, Chuan-guo, Hui-min Dong, Shou Chen, and Yan Yang. "Working Capital Management, Corporate Performance, and Strategic Choices of the Wholesale and Retail Industry in China." Scientific World Journal 2014 (2014): 1–15. http://dx.doi.org/10.1155/2014/953945.
Full textAbstract:
We examine the influence of strategic choice on working capital configurations and observe how the relationship between working capital ratio and operational performance differs depending on strategy. By clustering the strategic factors of the wholesale and retail industry, we find three categories of strategies: terminal market strategy, middle market strategy, and hybrid strategy. Using the panel data of the listed companies of the wholesale and retail industry as our sample, we analyze the differences in the ways companies configure working capital, the speed with which working capital adjusts to its target, and the effects of working capital on performance for companies that make different strategic choices. The empirical results suggest that working capital is configured and adjusted to its target in different ways under different competitive strategic choices. This effect is finally transferred to influence the relationship between working capital configuration and operational performance.
42
Barringer, Bruce R., and Allen C. Bluedorn. "The relationship between corporate entrepreneurship and strategic management." Strategic Management Journal 20, no. 5 (May 1999): 421–44. http://dx.doi.org/10.1002/(sici)1097-0266(199905)20:5<421::aid-smj30>3.0.co;2-o.
Full text
43
Viscelli, Therese R., Dana R. Hermanson, and Mark S. Beasley. "The Integration of ERM and Strategy: Implications for Corporate Governance." Accounting Horizons 31, no. 2 (February 1, 2017): 69–82. http://dx.doi.org/10.2308/acch-51692.
Full textAbstract:
SYNOPSIS Since the early 2000s, expectations have increased for organizations to strengthen corporate governance with enterprise risk management (ERM) processes, with the accounting profession playing a major role in these efforts. The ultimate goal of an effective ERM process is to help boards and senior executives to manage risks in the context of strategy so that the organization is more likely to achieve its key objectives. We conduct semi-structured interviews of 15 ERM champions to provide insights about whether the ERM process is integrated with the strategic-planning and execution processes of the firm. We find that while the decision to launch ERM often is based on a desire for ERM to provide strategic value, the integration of ERM with strategy typically is limited. We then examine the ERM implementation process to identify possible ERM implementation practices limiting ERM's integration with strategy. We find that organizations' (1) culture and approach to preparing for ERM's launch, (2) ERM leadership structure, and (3) management of key risks appear to limit the intersection of ERM and strategy. Our summary of key findings highlights important considerations for boards of directors, executive management, and auditors as they assess the effectiveness of their risk oversight efforts in overseeing the strategic direction of the enterprise.
44
Bochenek, Lukasz M., and Sam Blili. "Profiling corporate communications strategy: Mastering organisational learning - A dynamic maturity model for corporate communications strategic management." Marketing Review 13, no. 2 (August 30, 2013): 143–65. http://dx.doi.org/10.1362/146934713x13699019904641.
Full text
45
Kasych, Alla, Petr Suler, and Zuzana Rowland. "Corporate Environmental Responsibility through the Prism of Strategic Management." Sustainability 12, no. 22 (November 17, 2020): 9589. http://dx.doi.org/10.3390/su12229589.
Full textAbstract:
This contribution considers the theoretical, methodological, and analytical aspects of implementing a strategic approach to the management of corporate environmental responsibility in practice. The economic and normative approach to understanding the essence of corporate environmental responsibility is revealed; the key factors are systematized. Based on the generalization of theoretical and methodological provisions for corporate environmental responsibility, the authors formulated a concept for the strategic management thereof. An approach to understanding the content and forms of environmental responsibility at different stages of a company’s lifecycle is formulated. The main indicators that enable the analysis of corporate environmental responsibility from the point of view of the chain “inputs-processes-outputs” are systematized. Analytical studies of corporate environmental responsibility are conducted on the basis of information concerning automotive companies, in particular in terms of the following main areas: the study of global trends, monitoring of environmental goals and their reflection in development strategy, comprehensive analysis of environmental responsibility, the study of the balance of environmental and economic indicators. To achieve the aforementioned, the following were used: quantitative and qualitative methods, analytical and comparative methods of processing, analysis and synthesis of statistical information, economic and mathematical modelling, etc. The mechanism of transforming global environmental challenges into environmental responsibility management in practice is substantiated. An organizational mechanism is put forward for developing an environmental responsibility management system based on a strategic approach focused on implementation in practice. The key tools for implementing theoretical and methodological provisions in management practice are also identified.
46
Harrison, J. Richard. "The Strategic Use of Corporate Board Committees." California Management Review 30, no. 1 (October 1987): 109–25. http://dx.doi.org/10.2307/41165269.
Full text
47
Kong, Siew Mui, Rajendran Muthuveloo, Josephine Ie Lyn Chan, and Ai Ping Teoh. "TopSteel: swimming sustainably in the blue metal ocean." Emerald Emerging Markets Case Studies 11, no. 2 (August 13, 2021): 1–32. http://dx.doi.org/10.1108/eemcs-09-2020-0328.
Full textAbstract:
Learning outcomes This paper aims to enable students craft a winning corporate strategy applicable for organizations in various contexts. The practical approach consists of conducting scenario planning based on internal and external environment analysis, identifying the winning factor, proposing an implementation strategy of entry and exit strategies, and future customers, and evaluating matching of business ethics and legality. Case overview/synopsis Wesley Chen, the executive director and group chief executive officer, has the ultimate challenge of leading his management team to operate from a sole proprietorship management style to a listed large company in the Malaysian Stock Exchange. He identified the gap in the need to craft a winning corporate strategy for business sustainability. The corporate strategy should address expansion of their service offerings and needs to be carefully crafted to suit TopSteel’s risk appetite and overall business strategy. The strategy must also consider the internal and external factors that TopSteel faced with, identify the core competency of TopSteel, build in strategic agility in the implementation plans to address the dynamic business landscape, and most importantly ensure the corporate strategy must be in compliance to ethical and legal standards. The case study documents the one year of transition of TopSteel’s operations with a strong focus on the strategic management process direction for a winning OEM+ model through the use of SWIM concept. Complexity academic level This case is suitable for undergraduate or postgraduate programs or even executive courses in strategic management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy
48
Tonysheva, Lyubov Leonidovna, and Darya Vladimirovna Chumlyakova. "Corporate Social Responsibility: The Principles and the Process of Integration into the System of Strategic Management." Asian Social Science 12, no. 9 (August 25, 2016): 115. http://dx.doi.org/10.5539/ass.v12n9p115.
Full textAbstract:
<p>The article deals with corporate social responsibility as part of the formation of the company’s strategy. The problem of linking the strategic management of social responsibility, which is the basis for long-term sustainable development of the organization, have a positive impact on the environment. In this connection, it clarified the essential characteristics of social responsibility of business strategy development reflecting its development, renewal of forms of representation and instruments of regulation of social activity. The principles of social responsibility, aimed at enhancing its integration into the strategic management system (multi-level development, the complexity of the implementation of the functional activities, variability management tools) were offered. The algorithm of the process of integration of social responsibility of business in the strategic management of the organization, which includes management tools for the selection of strategic priorities for the development of corporate social responsibility, was developed. For copyright management toolkit applies the matrix to determine the positioning of the organization in the coordinates of the “level of social responsibility of business - the degree of stakeholder involvement in the implementation of strategic objectives” and the Balanced Scorecard, which provides a link to strategic objectives in the field of social responsibility indicators for their achievement and tactical action based the extent of its integration into the system of strategic management.</p>
49
Dovbnya, Svitlana, and Oleksandra Pysmenna. "Methodicial Bases or HR-Strategy Formation: From Strategic Alternatives to Key Performance Indicators." Advanced Engineering Forum 22 (May 2017): 112–20. http://dx.doi.org/10.4028/www.scientific.net/aef.22.112.
Full textAbstract:
The purpose of this work was to systematize basic stages of strategic HR management. The main difference between traditional strategic management and personnel one is in strategic alternatives forming. According to development of human capital concept and escalating сorporate social responsibility three components of HR strategy were suggested: “quality of personnel-expenses”, “employees' interaction, vector of corporate culture and social responsibility”, “personnel development”. The combination of these types allows to form valid strategic alternatives of HR strategy. The condition for the effective implementation of the strategy is its decomposition to the level of key performance indicators. Purpose KPIs is the ability to assess the implementation of operational strategies and achieve strategic goals.
50
Wilson, Ian. "The strategic management of technology: Corporate fad or strategic necessity?" Long Range Planning 19, no. 2 (April 1986): 21–22. http://dx.doi.org/10.1016/0024-6301(86)90216-5.
Full text