Log in

Relevant bibliographies by topics / Strategic management models / Journal articles

To see the other types of publications on this topic, follow the link: Strategic management models.

Journal articles on the topic 'Strategic management models'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Strategic management models.'

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

Hollocks, B. W., Alan J. Rowe, Richard O. Mason, Karl E. Dickel, and Peter A. Westcott. "Computer Models for Strategic Management." Journal of the Operational Research Society 39, no. 11 (November 1988): 1065. http://dx.doi.org/10.2307/2583209.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Hollocks, B. W. "Computer Models for Strategic Management." Journal of the Operational Research Society 39, no. 11 (November 1988): 1065–67. http://dx.doi.org/10.1057/jors.1988.180.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Weetman, Pauline. "Computer models for strategic management." British Accounting Review 21, no. 2 (June 1989): 204–5. http://dx.doi.org/10.1016/0890-8389(89)90206-0.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Calori, Roland. "Essai: Philosophizing on Strategic Management Models." Organization Studies 19, no. 2 (March 1998): 281–306. http://dx.doi.org/10.1177/017084069801900206.

Full text

Abstract:

This essai develops a philosophical perspective on managerial cognition. More precisely, it offers an epistemological critique of orthodox models of strategic management. The critique is based on the confrontation of these models with a diverse set of philosophical texts on knowledge and action. The orthodoxy is composed of the three prescriptive schools identified by Mintzberg (1990) and considered as explicit collective knowledge. To say nothing of the omission of socio-political forces at work in strategy formation, three main biases are elicited and discussed: a bias towards thinking to the detriment of other forms of reasoning, a bias towards binary logic, and the failure to recognize feeling as a source of reason. We suggest that philosophical questioning — epistemological and ethicalcan — help practitioners and scholars renew their management models, recipes and theories.

APA, Harvard, Vancouver, ISO, and other styles

5

Štůsek, J., and L. Ulrych. "Strategic thinking in the management of agribusinessu companies." Agricultural Economics (Zemědělská ekonomika) 54, No. 3 (March 31, 2008): 117–24. http://dx.doi.org/10.17221/239-agricecon.

Full text

Abstract:

This scientific paper shows the partial results of the research project GAČR 402/05/2697, focussing on the analysis of a questionnaire survey and the creation of strategic thinking models of decision making. The partial analysis of the questionnaire survey results was used for designing the basic structure of the required dependencies in the form of a decision tree. On the basis of the tree, requirements for designing the system of strategic thinking models were deduced. These requirements are reflected in the functional model, the data model and in the status diagram. These models will present an instrument suitable for supporting strategic decision making.

APA, Harvard, Vancouver, ISO, and other styles

6

Ben-Yair, Avner, Dimitri Golenko-Ginzburg, and Zohar Laslo. "MULTI-PARAMETRICAL HARMONIZATION MODELS IN STRATEGIC MANAGEMENT." Journal of Business Economics and Management 8, no. 3 (September 30, 2007): 169–76. http://dx.doi.org/10.3846/16111699.2007.9636166.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Villadsen, Anders Ryom, and Jesper Wulff. "Fractional Regression Models in Strategic Management Research." Academy of Management Proceedings 2018, no. 1 (August 2018): 11217. http://dx.doi.org/10.5465/ambpp.2018.53.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Vitasek, Kate. "Strategic sourcing business models." Strategic Outsourcing: An International Journal 9, no. 2 (June 20, 2016): 126–38. http://dx.doi.org/10.1108/so-02-2016-0003.

Full text

Abstract:

Purpose The purpose of this paper is to describe how seven sourcing models operate along a continuum depending on the complexity of the marketplace and the strategic needs of buyers and suppliers. Studies of business procurement and sourcing practices reveal that collaborative and holistic approaches will increase efficiencies and value in strategic outsourcing relationships. Design/methodology/approach The design is based on research and fieldwork from the University of Tennessee and vetted with the Sourcing Industry Group, the Center for Outsourcing Research and Education and the International Association for Contracts and Commercial Management. This work provided the basis and framework for the 2015 book, Strategic Sourcing in the New Economy: Harnessing the Potential of Sourcing Business Models in Modern Procurement. Findings Most organizations operate under conventional transaction-based models that are constrained by a formal, legally oriented, risk-averse and liability-based culture. There is growing awareness that transactional-based approaches do not always give each party the intended, or best, results. University of Tennessee research shows how organizations apply alternative output- and outcome-based approaches for complex contracts. That experience demonstrates that alternative Sourcing Business Models are viable approaches to the conventional transactional methods[1]. As senior leaders see positive results from carefully crafted collaborative agreements, momentum grows for both output- and outcome-based approaches. Practical implications Education on sourcing business models. Originality/value Collaborative outsourcing.

APA, Harvard, Vancouver, ISO, and other styles

9

Foster, M. J., R. G. Dyson, and F. A. O'Brien. "Strategic Development: Methods and Models." Journal of the Operational Research Society 50, no. 2 (February 1999): 192. http://dx.doi.org/10.2307/3010572.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Brownlie, Douglas. "Strategic marketing concepts and models." Journal of Marketing Management 1, no. 1-2 (January 1985): 157–94. http://dx.doi.org/10.1080/0267257x.1985.9963983.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Sensuse, Dana Indra, and Elin Cahyaningsih. "Knowledge Management Models." International Journal of Information Systems in the Service Sector 10, no. 1 (January 2018): 71–100. http://dx.doi.org/10.4018/ijisss.2018010105.

Full text

Abstract:

Knowledge and knowledge management started to be an option of organizational strategic step for reach organizational objectives and goals. Knowledge management believed to resolve organizational problem in managing their organizational and individual knowledge. Implementation of knowledge management (KM) has received increased interests. This paper aims to discuss KM models based on KM related definitions, concepts, functions, activities and approaches. Literatures on knowledge management models were collected from a number of sources. Each document then was analyzed and categorized in a certain group. The study shows that there are four categories of KM models i.e.: process, strategy, knowledge type, and maturity based knowledge management models.

APA, Harvard, Vancouver, ISO, and other styles

12

Bianchini, Ilka Maria Escaliante, Suzana Leitão Russo, Robelius De Bortoli, Liária Nunes da Silva, and José Augusto Andrade Filho. "STRATEGIC ALIGNMENT: MANAGEMENT MODELS AND OTHER ORGANIZATIONAL POSSIBILITIES." International Journal for Innovation Education and Research 6, no. 8 (August 31, 2018): 01–14. http://dx.doi.org/10.31686/ijier.vol6.iss8.1041.

Full text

Abstract:

Strategic alignment is a term used since the 1940s, in recent decades it has also been used in the management area. The objective of this study was to analyze the approaches of different researchers on the concept of strategic alignment and its use in companies. For this, a bibliometric research was carried out followed by bibliographical analysis, using the base of periodicals Web Of Science. The bibliometric research provided parameters and systematized the selection of articles related to the subject, as well as helped in the organization of the data. The bibliographic analysis allowed to identify concepts of strategic alignment and its applications in the most diverse sectors and business situations and how they can be used by all types of companies today.

APA, Harvard, Vancouver, ISO, and other styles

13

Martín Alcázar, Fernando, Pedro Miguel Romero Fernández, and Gonzalo Sánchez Gardey. "Workforce diversity in strategic human resource management models." Cross Cultural Management: An International Journal 20, no. 1 (February 2013): 39–49. http://dx.doi.org/10.1108/13527601311296247.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Morgan, James, and Robert Dyson. "Strategic Planning: Models and Analytical Techniques." Journal of the Operational Research Society 42, no. 6 (June 1991): 515. http://dx.doi.org/10.2307/2583462.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Morgan, James. "Strategic Planning: Models and Analytical Techniques." Journal of the Operational Research Society 42, no. 6 (June 1991): 515–16. http://dx.doi.org/10.1057/jors.1991.103.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Chubenko, Mykolay, and Dmytro Bedrii. "MODELS OF TEAM MANAGEMENT IN IT PROJECTS." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 19, no. 4 (December 31, 2018): 127–36. http://dx.doi.org/10.5604/01.3001.0013.1650.

Full text

Abstract:

Currently, the project approach has become a major element of the management system in most IT companies. The efficiency of its application is confirmed by the fact that it provides effective tools for solving complex management tasks, and allows forming informal norms of the team management in the IT project for creating a unique corporate culture of the whole organization as the foundation of the entire management system as well. The paper analyzes the management of three key aspects of the team management in the IT project, including: creative potential management, project value management and strategic management of the team. According to the results of the research, it is revealed that IT project managers need to predict the results of economic interaction of their team members from the standpoint of sufficiency, significance and attractiveness in the strategic perspective and constantly develop and improve directions for increasing the effectiveness and efficiency of the motivational mechanism for strategic management of the development of the IT project team.

APA, Harvard, Vancouver, ISO, and other styles

17

Stegmann, Juan Pablo. "An Integrated View of Strategic Management." Journal of Interdisciplinary Economics 18, no. 4 (July 2007): 275–302. http://dx.doi.org/10.1177/02601079x07001800402.

Full text

Abstract:

Strategic management has produced an amazing number of theories and models in the last decades. However, so far it has not succeeded in producing a good integrative model that can synthesize all the existing models. In a previous paper I proposed such a model (from now on we will refer to it as the GEMK model, in relation to Growth-EVA-Market Power-Knowledge). It is based on the two drivers of stock value creation, Economic Value Added (EVA) and growth of capital, and proposes two new testable variables, market power and knowledge. This paper is the application of the GEMK model. It shows how most of existing strategic management models impact stock value creation. It produces a valuable simplification of the discipline, eliminates confrontations, shows that several different theories are complementary, provides a new powerful critical thinking, and shows that the different theories are contingent to these four variables. Most importantly, it shows that the different theories have different levels of impact on stock value creation.

APA, Harvard, Vancouver, ISO, and other styles

18

Wright, Patrick M., and Gary C. McMahan. "Theoretical Perspectives for Strategic Human Resource Management." Journal of Management 18, no. 2 (June 1992): 295–320. http://dx.doi.org/10.1177/014920639201800205.

Full text

Abstract:

Critics have argued that the field of human resource management (HRM) lacks a coherent theoreticalframework. This article attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agencyltransaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that are usefulfor understanding both strategic and non-strategic determinants of HR practices. Finally, the implications of a stronger theoretical approach to SHRM research and practice are discussed.

APA, Harvard, Vancouver, ISO, and other styles

19

Moosmayer, Dirk C., Muhammad Dan-Asabe Abdulrahman, Nachiappan Subramanian, and Lars Bergkvist. "Strategic and operational remanufacturing mental models." International Journal of Operations & Production Management 40, no. 2 (January 2, 2020): 173–95. http://dx.doi.org/10.1108/ijopm-12-2018-0684.

Full text

Abstract:

Purpose Remanufacturing is the only end-of-life (EOL) treatment process that results in as-new functional and aesthetic quality and warranty. However, applying mental model theory, the purpose of this paper is to argue that the conception of remanufacturing as an EOL process activates an operational mental model (OMM) that connects to resource reuse, environmental concern and cost savings and is thus opposed to a strategic mental model (SMM) that associates remanufacturing with quality improvements and potential price increases. Design/methodology/approach The authors support the argument by empirically assessing consumers’ multi-attribute decision process for cars with remanufactured or new engines among 202 car buyers in China. The authors conduct a conjoint analysis and use the results as input to simulate market shares for various markets on which these cars compete. Findings The results suggest that consumers on average attribute reduced utility to remanufactured engines, thus in line with the OMM. However, the authors identify a segment accounting for about 30 per cent of the market with preference for remanufactured engines. The fact that this segment has reduced environmental concern supports the SMM idea that remanufactured products can be bought for their quality. Research limitations/implications A single-country (China) single-brand (Volkswagen) study is used to support the conceptualised mental models. While this strengthens the internal validity of the results, future research could improve the external validity by using more representative sampling in a wider array of empirical contexts. Moreover, future work could test the theory more explicitly. Practical implications By selling cars with remanufactured engines to customers with a SMM that values the at least equal performance of remanufactured products, firms can enhance their profit from remanufactured products. In addition, promoting SMM enables sustainable business models for the sharing economy. Originality/value As a community, the authors need to more effectively reflect on shaping mental models that disconnect remanufacturing from analogies that convey inferior quality and performance associations. Firms can overcome reduced utility perceptions not only by providing discounts, i.e. sharing the economic benefits of remanufacturing, but even more by increasing the warranty, thus sharing remanufacturing’s performance benefit and reducing consumers’ risk, a mechanism widely acknowledged in product diffusion but neglected in remanufacturing so far.

APA, Harvard, Vancouver, ISO, and other styles

20

Baumgartner, Marc André, and Vincent Mangematin. "Strategy renewal: breaking the mould with new business models." Journal of Business Strategy 40, no. 2 (April 15, 2019): 22–31. http://dx.doi.org/10.1108/jbs-10-2017-0147.

Full text

Abstract:

PurposeRepeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. To combine the understanding of history necessary for strategic thinking with the ability to think outside the box requires a certain flexibility of mind, which can be called cognitive strategic ambidexterity.Design/methodology/approachBased on an analysis of the strategic processes of eight small- or medium-sized enterprises, this paper shows that it is not because of business modelling that top managers may renew their strategic approach and think outside the box.FindingsBased on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies.Originality/valueA lot of research has been conducted in the fields of strategy as practice and business model. The newness added by this article is the interlinkage between the two fields of research. Looking at the process of strategy through the lens of business modelling has so far not been covered. Cognitive strategic ambidexterity is the key.

APA, Harvard, Vancouver, ISO, and other styles

21

De Toni, A., and S. Tonchia. "New production models: A strategic view." International Journal of Production Research 40, no. 18 (January 2002): 4721–41. http://dx.doi.org/10.1080/00207540210158005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Heeremans, Dirk. "Strategic planning: Models and analytical techniques." European Journal of Operational Research 71, no. 1 (November 1993): 145–46. http://dx.doi.org/10.1016/0377-2217(93)90282-r.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Melnyk, O., and M. Zlotnik. "The essence and basic models of strategic enterprise management." Economics, Entrepreneurship, Management 7, no. 1 (April 2020): 48–62. http://dx.doi.org/10.23939/eem2020.01.048.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Naumenko, Maria. "Development of strategic management models of integrated corporate structures." ScienceRise 3, no. 1 (March 31, 2017): 25–28. http://dx.doi.org/10.15587/2313-8416.2017.95523.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Lourenço, Jo�ão, Carlos Jeronimo, and Leandro Pereira. "Strategic Supplier Management: from contractual models to engagement partnerships." International Journal of Process Management and Benchmarking 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijpmb.2020.10030897.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Secundo, Giustina, Giovanni Schiuma, and Paul Jones. "Strategic knowledge management models and tools for entrepreneurial universities." Management Decision 57, no. 12 (December 5, 2019): 3217–25. http://dx.doi.org/10.1108/md-12-2019-027.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Lipych, Lubov, Oksana Khilukha, Myroslava Kushnir, and Iryna Volynets. "STRATEGIC CHOICE IN MANAGEMENT DECISIONS (THEORETICAL APPROACHES AND MODELS)." Visnyk of the Lviv University. Series Economics, no. 59 (December 29, 2020): 99–109. http://dx.doi.org/10.30970/ves.2020.59.0.5910.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Kafentzis, Kostas, Gregoris Mentzas, Dimitris Apostolou, and Panos Georgolios. "Knowledge marketplaces: strategic issues and business models." Journal of Knowledge Management 8, no. 1 (February 2004): 130–46. http://dx.doi.org/10.1108/13673270410523961.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Karnani, Aneel. "Strategic Implications of Market Share Attraction Models." Management Science 31, no. 5 (May 1985): 536–47. http://dx.doi.org/10.1287/mnsc.31.5.536.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Naar, Liisa, and Stewart Clegg. "Models as Strategic Actants in Innovative Architecture." Journal of Management Inquiry 27, no. 1 (December 23, 2016): 26–39. http://dx.doi.org/10.1177/1056492616682619.

Full text

Abstract:

This article outlines a novel approach to the role of models in innovation processes: showing how innovative architectural outcomes result from the strategic management of multiple physical models in a design process. Drawing on actor-network theory, we explore architect Frank Gehry’s designing in action to trace the work done in translating design ideas with architectural models. We observe how certain practices constituted around material models are Gehry’s means for unsettling and resetting the clients’ receptiveness and willingness to embark upon a particular architectural path. We find that the physical models, as actants in these activity flows, are rendered strategic in ways currently overlooked. When approval for an innovative design is secured, through the unfolding of models, their strategic role is realized. Our approach goes beyond current accounts of the role and nature of architectural models to reveal how architectural models as strategic actants are mobilized in an innovation process.

APA, Harvard, Vancouver, ISO, and other styles

31

McMillan, Charles, and Jeffrey Overall. "Wicked problems: turning strategic management upside down." Journal of Business Strategy 37, no. 1 (January 18, 2016): 34–43. http://dx.doi.org/10.1108/jbs-11-2014-0129.

Full text

Abstract:

Purpose – The purpose of this paper is to critique the existing decision-making models of organizational theory and the ability of strategic managers to address unconventional problems using these models. Strategic management models presume reasonable stability in the task environment and the organizational design features. However, complex problems, or wicked problems, are prolific in a global world. They change profoundly the nature of strategic management, where management faces a deep paradox – an environment of unprecedented interdependence, yet unpredictable forces of chaos and volatility, a landscape of wicked problems. In this paper, the authors address wicked problems within the context of strategic management. Design/methodology/approach – The authors review and critique the organizational theory literature, namely, microeconomics, bounded rationality, organizational failure and the theory of creative destruction within the context of wicked problems. Findings – The authors find that the contemporary models of strategic management are incapable of assisting managers in addressing the reality of wicked problems. They argue that organizational pathologies rest in executive action: pursuit of goals and objectives with a false sense of causation, feedback filters that exaggerate good news and restrict bad news and actions that give only token measures to correct faulty design decisions and faulty decision processes, including more emphasis on vertical channels than horizontal task interdependencies. Originality/value – The authors conclude that wicked problem-solving is by temperament and time horizon, a multilayered, multitasked, organizational challenge, and requires fundamentally different mindsets for design and performance systems for senior executives. The study of wicked problems requires a new corporate mindset, new collaborative models to address them and new corporate processes and executive training tools who increasingly have to address them. This research is a first step toward extending our understanding of how to address the world of wicked problems.

APA, Harvard, Vancouver, ISO, and other styles

32

Marlina, Evi, Hendri Ali Ardi, Siti Samsiah, Kirmizi Ritonga, and Amris Rusli Tanjung. "Strategic Costing Models as Strategic Management Accounting Techniques at Private Universities in Riau, Indonesia." International Journal of Financial Research 11, no. 1 (October 10, 2019): 274. http://dx.doi.org/10.5430/ijfr.v11n1p274.

Full text

Abstract:

As a strategic management in accounting, strategic coasting has attracted the practioners and scholars because the significant influences to comptetitive advantage and organizational performance. This study is aim to explore integrated strategic costing model as an effort to improve competitive advantage and performance of higher education institution. This study also provide the guideline for effectively and efficiently of cost control. A specific strategic costing –activity based costing, value chain costing, quality costing, lifecycle costing and target costing- was elaborated through literature review form each attributes simultaneously and according to comprehensive model that integrated each of principles. The study concluded the scheme is compatible and complete each other according to theoretical point of view due to the integrated implementation of the principles and attributes contribute to organization performance improve. We also argue that the scheme is contribute to distribution of strategic costing attribute and exploitation of organization resources. A new management system proposing to the incorporation of strategic costing attributes into the management of higher education organization resources, and some recommendations for practical use are presented.

APA, Harvard, Vancouver, ISO, and other styles

33

Salamadija, Veselin, and Zoran Avramovic. "Change management in road transport companies by the models of strategic management." Tehnika 72, no. 2 (2017): 280–84. http://dx.doi.org/10.5937/tehnika1702280s.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Goldman, Ellen, and Andrea Richards Scott. "Competency models for assessing strategic thinking." Journal of Strategy and Management 9, no. 3 (August 15, 2016): 258–80. http://dx.doi.org/10.1108/jsma-07-2015-0059.

Full text

Abstract:

Purpose – The purpose of this paper is to investigate the competency models used by organizations to assess the strategic thinking ability of their leaders, managers, and other employees. Design/methodology/approach – A basic interpretive study was conducted with human resource executives across a broad range of large organizations. Participants were interviewed, and competency models in use were shared, reviewed, and discussed. The model development process was also explored in depth. Findings were verified via member checks and triangulation. Findings – Models in use either identify strategic thinking as a stand-alone competency, or embed it under three different areas. Most cover one or more executive levels, stating varying expectations for strategic thinking by job title or level, or differentiating strategic thinking performance levels. The models include descriptions of strategic thinking behaviors that cross seven categories of strategy development, implementation, and organizational alignment. Research limitations/implications – The study provides indications of potential generalizations that should be considered with more organizations across sectors. Practical implications – The findings provide practitioners with format and content examples to enhance the assessment of strategic thinking in existing competency models, as well as process considerations for model development/revision. The findings also identify how competency model components are used across the spectrum of talent management activities. Originality/value – The study fills a gap in the literature by providing empirically based identification of the strategic thinking behaviors organizations consider essential competencies and how they are assessed. In so doing, the study provides a glimpse of how strategic thinking is used in practice and across a range of strategic management activities. In addition, the study links strategic thinking to the competency development literature, illustrating details of competency model development for strategic thinking, and identifying opportunities for related theory development in both domains.

APA, Harvard, Vancouver, ISO, and other styles

35

Croucher, John S., and Stephnie Hon. "Strategic Decision Making Using Waiting Line Models." International Journal of Strategic Decision Sciences 10, no. 3 (July 2019): 20–32. http://dx.doi.org/10.4018/ijsds.2019070102.

Full text

Abstract:

This article considers issues facing management and their decision processes to deal with them effectively. The first develops an optimal strategy for leasing equipment in which there are three available management options, the criterion being to minimize the total cost of use. The first option is to stay with the status quo, the second to lease faster equipment, and the third to lease multiple pieces of equipment. Two scenarios are discussed, one where the waiting time in the queue is taken into account while the other includes the time spent using the equipment itself. A second problem deals with the sharing of resources and optimal configurations, using first a mathematical solution and then a discussion of the practicalities of implementation. The final case involves the optimal times to employ a faster server as a function of how busy the queueing system is.

APA, Harvard, Vancouver, ISO, and other styles

36

Semenchuk Tetiana and Vasiliha Sergii. "Application of management matrix models for strategic planning of enterprise activities." Technium Social Sciences Journal 8 (May 11, 2020): 398–404. http://dx.doi.org/10.47577/tssj.v8i1.532.

Full text

Abstract:

The importance of strategic planning enterprise activity is substantiated in the article. Detailed analysis of the management classic matrix models strategic planning, namely the Boston Consulting Group (BCG) method, the McKinsey method, and the Arthur D. Little method. Allowed to form a system basic models of strategic analysis. Which, unlike the existing ones, is built on the systematization of well-known matrix models of “packet management” in terms of tools, level of universalism and level of application. The article proposes an advanced strategic planning process for an enterprise with the application and combination of different types, methods, matrices and models, which includes three consecutive stages of analysis and planning. The authors of the article have also formulated and summarized the characteristics of matrices that are widely used in life and, above all, in the analysis of management activities. These are the change-resistance matrix and the Control Grid. The authors prove the importance and relevance of applying matrix methods in conjunction with the Blue Ocean strategy. The main instrument of the Blue Ocean Strategy is the Strategic Canvas - to diagnose and build such a strategy. In order to build an "outline strategy" for a company, it is necessary to identify the key characteristics of the products - theirs and their competitors. Analyzing a "strategic outline" allows the company to determine how well its market strategy is similar to that of its competitors. The creation of the "blue oceans" not only contributes to the strong growth and increase profits of enterprises, this strategic step has a serious positive effect on the consolidation of the existing brand the company in creating customers.

APA, Harvard, Vancouver, ISO, and other styles

37

Narasimhan, Chakravarthi, Chuan He, Eric T. Anderson, Lyle Brenner, Preyas Desai, Dmitri Kuksov, Paul Messinger, et al. "Incorporating Behavioral Anomalies in Strategic Models." Marketing Letters 16, no. 3-4 (December 2005): 361–73. http://dx.doi.org/10.1007/s11002-005-5898-9.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Shrivastava, Paul, and John H. Grant. "Empirically derived models of strategic decision-making processes." Strategic Management Journal 6, no. 2 (April 1985): 97–113. http://dx.doi.org/10.1002/smj.4250060202.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Fraser, Kym. "Facilities management: the strategic selection of a maintenance system." Journal of Facilities Management 12, no. 1 (January 28, 2014): 18–37. http://dx.doi.org/10.1108/jfm-02-2013-0010.

Full text

Abstract:

Purpose – A major role of facilities management is ensuring the useability, reliability, and safety of the asset being managed. To achieve this management must use a system to control the maintenance function. The purpose of the paper is to identify and describe the various maintenance management models and systems available for facilities managers to consider. Design/methodology/approach – Two comprehensive reviews of the literature were undertaken to categorise the various maintenance management models and identify popular models in practice. Findings – The review identified 37 maintenance management models. From these, four were found to be popular: total productive maintenance (TPM), condition-based maintenance (CBM), reliability-centred maintenance (RCM), and condition monitoring (CM). While many thousands of papers can be found of these four models, the support in the literature for the remaining 33 models is very limited. Research limitations/implications – While providing a sound foundation for future research, the papers findings are based solely on reviewing literature. Practical implications – For facilities managers seeking to expand their knowledge of a particular model or maintenance management systems in general, the paper provides a practical understanding. Originality/value – Papers focused solely on identifying and describing maintenance management models are scarce and this paper makes a concerted attempt to link academic research with management practitioners.

APA, Harvard, Vancouver, ISO, and other styles

40

Qielli, Andrra. "Strategic management in Albanian SMEs." International Journal of Research in Business and Social Science (2147- 4478) 8, no. 6 (October 20, 2019): 344–50. http://dx.doi.org/10.20525/ijrbs.v8i6.568.

Full text

Abstract:

The strategic management process gives as a product the formulated strategy which is then implemented, evaluated and controlled. This process before being crowned with these stages had a different composition. Somewhere in the mid-1960s, strategic planning emerged, which preceded strategic management. It was a good way to steer businesses through strategies. But its main weakness was that it consisted only of the strategy formulation phase, so the final product of strategic planning was the strategy. Business history is fraught with failures that are based on past successful models. So even if a firm performs well today, no one guarantees it will survive tomorrow. This study is research that aims to investigate the level of implementation of the strategic management process in Albanian enterprises. Due to the time and material constraint of doing a survey of companies in all sectors in Albania, I have been limited to companies dealing with the production of bottled water, which serves as a representative sample for the final results as well as for further research into the future.

APA, Harvard, Vancouver, ISO, and other styles

41

Scott, C. H., O. G. Skelton, and E. Rolland. "Tactical and Strategic Models for Satellite Customer Assignment." Journal of the Operational Research Society 51, no. 1 (January 2000): 61. http://dx.doi.org/10.2307/253948.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Comerton-Forde, Carole, Michael A. O'Brien, and P. Joakim Westerholm. "An Empirical Analysis of Strategic Behaviour Models." Australian Journal of Management 32, no. 2 (December 2007): 181–203. http://dx.doi.org/10.1177/031289620703200202.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Nieboer, Nico. "Strategic planning process models: a step further." Property Management 29, no. 4 (August 16, 2011): 371–82. http://dx.doi.org/10.1108/02637471111154818.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Prudsky, Vladimir G. "Management models of cyberphysicalorganizations as strategic competitive competences ofnational economies." Вестник Пермского университета Серия «Экономика» = Perm University Herald ECONOMY 13, no. 3 (2018): 433–50. http://dx.doi.org/10.17072/1994-9960-2018-3-433-450.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Poister, Theodore H., and Gregory D. Streib. "Strategic Management in the Public Sector: Concepts, Models, and Processes." Public Productivity & Management Review 22, no. 3 (March 1999): 308. http://dx.doi.org/10.2307/3380706.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Velikorossov, V. V., S. A. Filin, and N. A. Kopylova. "Models for strategic management of profit-making entities in Russia." National Interests: Priorities and Security 15, no. 11 (November 15, 2019): 2001–14. http://dx.doi.org/10.24891/ni.15.11.2001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Busenbark, John R., Trevis Certo, and Hyun-Soo Woo. "Sample Selection Bias and Heckman Models in Strategic Management Research." Academy of Management Proceedings 2015, no. 1 (January 2015): 13314. http://dx.doi.org/10.5465/ambpp.2015.13314abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Eldridge, Jeanette, Katie Fraser, Tony Simmonds, and Neil Smyth. "Strategic Engagement: New Models of Relationship Management for Academic Librarians." New Review of Academic Librarianship 22, no. 2-3 (June 3, 2016): 160–75. http://dx.doi.org/10.1080/13614533.2016.1193033.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Certo, S. Trevis, John R. Busenbark, Hyun-soo Woo, and Matthew Semadeni. "Sample selection bias and Heckman models in strategic management research." Strategic Management Journal 37, no. 13 (February 9, 2016): 2639–57. http://dx.doi.org/10.1002/smj.2475.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Ramapriya, M., and Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies." International Journal of Management Research and Social Science 7, no. 4 (January 2, 2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

Full text

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!