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Journal articles on the topic 'Strategic management tools'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 May 2022

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1

Williams, Wil, and Duncan Lewis. "Strategic management tools and public sector management." Public Management Review 10, no. 5 (2008): 653–71. http://dx.doi.org/10.1080/14719030802264382.

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2

Pitsaki, Irini. "Strategic Brand Management Tools in Publishing." International Journal of the Book 8, no. 3 (2011): 103–12. http://dx.doi.org/10.18848/1447-9516/cgp/v08i03/36886.

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3

Ball, B. C. "Tools and techniques for strategic management." European Journal of Operational Research 26, no. 3 (1986): 413. http://dx.doi.org/10.1016/0377-2217(86)90144-x.

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4

Ritchie, E. "Tools and techniques for strategic management." European Journal of Operational Research 26, no. 1 (1986): 173. http://dx.doi.org/10.1016/0377-2217(86)90169-4.

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5

Holloway, Clark. "Tools & techniques for strategic management." Long Range Planning 20, no. 2 (1987): 136–37. http://dx.doi.org/10.1016/0024-6301(87)90022-7.

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6

Dodourova, Mariana. "Alliances as strategic tools." Management Decision 47, no. 5 (2009): 831–44. http://dx.doi.org/10.1108/00251740910960150.

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Menshikova, M. A., V. V. Trubnikova, and A. V. Rumshin. "MARKETING ANALYSIS TOOLS OF STRATEGIC MANAGEMENT SYSTEM." Herald of the Belgorod University of Cooperation, Economics and Law 3, no. 76 (2019): 197–2016. http://dx.doi.org/10.21295/2223-5639-2019-3-197-206.

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8

Davidson, Alistair, and Mason Tenaglia. "A directory of strategic management software tools." Planning Review 21, no. 4 (1993): 38–40. http://dx.doi.org/10.1108/eb054428.

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9

Scott, Charles, and Roy Westbrook. "New Strategic Tools for Supply Chain Management." International Journal of Physical Distribution & Logistics Management 21, no. 1 (1991): 23–33. http://dx.doi.org/10.1108/09600039110002225.

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10

Kogawa, Ana Carolina, and Hérida Regina Nunes Salgado. "Quality tools for a successful strategic management." International Journal of Business Process Integration and Management 8, no. 3 (2017): 153. http://dx.doi.org/10.1504/ijbpim.2017.085394.

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Salgado, Hérida Regina Nunes, and Ana Carolina Kogawa. "Quality tools for a successful strategic management." International Journal of Business Process Integration and Management 8, no. 3 (2017): 153. http://dx.doi.org/10.1504/ijbpim.2017.10006316.

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12

Afonina, Anna, and Vladimír Chalupský. "Investigation of strategic management tools and techniques." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 4 (2013): 833–40. http://dx.doi.org/10.11118/actaun201361040833.

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The paper is focused on investigation of strategic managmene tools and techniques used by Czech companies. The quantitative approach was used for the analysis of strategic management tools and techniques. The aim of the quantitative approach was to collect and analyse data about the awareness, satisfaction and utilization of strategic management tools and techniques. The empirical research was conducted via a questionnaire survey of Czech companies. Empirical data were collected from 74 companies in Czech Republic. For the data entry and processing data were used the Statictical package for th

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Jalonen, Kari, Henri Schildt, and Eero Vaara. "Strategic concepts as micro-level tools in strategic sensemaking." Strategic Management Journal 39, no. 10 (2018): 2794–826. http://dx.doi.org/10.1002/smj.2924.

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14

Safonov, Yurii, Valeria Marichereda, and Ievgen Bazhenkov. "ECONOMIC TOOLS OF REALIZATION STRATEGIC MANAGEMENT IN UNIVERSITIES." Baltic Journal of Economic Studies 7, no. 4 (2021): 182–87. http://dx.doi.org/10.30525/2256-0742/2021-7-4-182-187.

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The main purpose of the paper is to analyze the economic instruments for the implementation of strategic management in universities. Methodology. This study combines economic and managerial analysis of higher educational management. In this study, a set of general scientific and special research methods was used to achieve the goal of the study. The method of logical analysis of the literature was used. The functional, structural and economic analysis was used with purpose to research the main economic tools of realization strategic management in universities. Comparative analysis and synthesi

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15

Vught, Frans van, and Jeroen Huisman. "Institutional Profiles: Some Strategic Tools." Tuning Journal for Higher Education 1, no. 1 (2014): 21. http://dx.doi.org/10.18543/tjhe-1(1)-2013pp21-36.

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In this paper we argue that both internal and external pressures and conditions urge contemporary higher education institutions to carefully think through their institutional profiles positions in domestic and global higher education contexts. We subsequently analyse strategic positioning from the strategic management literature and offer four tools — mapping, multi-dimensional ranking, benchmarking and degree profiling — to assist higher education institutions in their profiling and positioning strategies.

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Mykhailov, Andrii, Liudmyla Korenivska, and Yevheniia Rachytska. "Strategic management of hemp industry development." Ekonomika APK 320, no. 6 (2021): 42–53. http://dx.doi.org/10.32317/2221-1055.202106042.

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The purpose of the article - substantiation of theoretical, methodical and practical aspects of formation of strategic management of development of the hemp industry in Ukraine in the conditions of strengthening of competition and maintenance of sustainable development of rural territories. Research methods. The methodological basis of the study were the provisions of economic theory and systems analysis. The stages of development of cannabis were considered using the historical method. The dynamics of sown areas was studied using the statistical and economic method. Using a logical method, th

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17

Demir, Ipek Bilgin, and Ozgur Ugurluoglu. "Evaluation of the Use of Strategic Management Tools by Hospital Executives in Turkey." Journal of Health Management 21, no. 1 (2019): 38–52. http://dx.doi.org/10.1177/0972063418822216.

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This study aims to determine whether public and private hospital executives have knowledge of strategic management tools, what strategic management tools they use, to what extent they are satisfied with these tools and what tools they consider using in the future. The research data were collected via a survey form through face-to-face meetings. The research results generally indicate that private hospital executives use many more strategic management tools than public hospital executives. Moreover, the great majority of strategic management tools tend to be used more by executive directors, wh

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18

SHAPRAN, Evgeniy M., Olena A. SERGIENKO, Olga E. GAPONENKO, Maryna S. TATAR, and Nadia L. MOROZOVA. "Analytical management tools of industrial systems strategic development." Revista Espacios 41, no. 45 (2020): 223–42. http://dx.doi.org/10.48082/espacios-a20v41n43p17.

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The paper studies analytical-applied and structural aspects of strategic management of industrial systems development on the bases of assessment and analysis of the potential of their development, the formation and implementation of strategic alternatives in the conditions of external and internal environmental threats. We propose to consider the analytical-applied and structural modeling tool as a set of scenario models for formation and implementation of business entities development strategies.

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19

Voloshina, V. "THE STRATEGIC MANAGEMENT TOOLS FOR HIGHER EDUCATION INSTITUTIONS." Bulletin of Taras Shevchenko National University of Kyiv Economics, no. 155 (2014): 55–60. http://dx.doi.org/10.17721/1728-2667.2014/155-2/11.

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20

Naaranoja, Marja, Päivi Haapalainen, and Heikki Lonka. "Strategic management tools in projects case construction project." International Journal of Project Management 25, no. 7 (2007): 659–65. http://dx.doi.org/10.1016/j.ijproman.2007.04.002.

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21

Pettersen, Inger Johanne. "From bookkeeping to strategic tools?" Management Accounting Research 15, no. 3 (2004): 319–35. http://dx.doi.org/10.1016/j.mar.2003.10.007.

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22

Reagan-Cirincione, Patricia, Sandor Schuman, George P. Richardson, and Stanley A. Dorf. "Decision Modeling: Tools for Strategic Thinking." Interfaces 21, no. 6 (1991): 52–65. http://dx.doi.org/10.1287/inte.21.6.52.

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23

Wynn, Martin George, and Daniel Brinkmann. "Exploiting Business Intelligence for Strategic Knowledge Management." International Journal of Business Intelligence Research 7, no. 1 (2016): 11–24. http://dx.doi.org/10.4018/ijbir.2016010102.

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In the German healthcare industry, Business Intelligence systems play a crucial role. For one major health insurance company (discussed here as an alias - AK Healthcare), the deployment of Business Intelligence applications has supported sustained growth in turnover and market share in the past five years. In this article, these tools are classified within an appropriate conceptual framework which encompasses the organisation's information infrastructure and associated processes. Different components of the framework are identified and examples are given - systems infrastructure, data provisio

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24

Qehaja, Albana Berisha, Enver Kutllovci, and Justina Shiroka Pula. "Strategic Management Tools and Techniques Usage: a Qualitative Review." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 65, no. 2 (2017): 585–600. http://dx.doi.org/10.11118/actaun201765020585.

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This paper is one of the few studies to review the empirical literature on strategic management tools and techniques usage. There are many techniques, tools and methods, models, frameworks, approaches and methodologies, available to support strategic managers in decision making. They are developed and designed to support managers in all stages of strategic management process to achieve better performance. Management schools provide knowledge of these tools. But their use in organizations should be seen in practice‑based context. Consequently, some questions arise: Do they use these strategic t

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25

Pavićević, Snežana, Vida Živković, and Tijana Stanković. "RISK MANAGEMENT AND STRATEGIC PLANNING." International Journal "Advanced Quality" 44, no. 4 (2017): 37. http://dx.doi.org/10.25137/ijaq.n4.v44.y2016.p37-41.

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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 m

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26

Smith, DMS, and BD Foran. "Strategic decisions in pastoral management." Rangeland Journal 10, no. 2 (1988): 82. http://dx.doi.org/10.1071/rj9880082.

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Pastoral managers face a bewildering array of management options while striving to remain viable. Many researchers and extension officers are forced to specialise, and "do good science" at the expense of working within a broader picture of practical station management. As a result their information and advice is often directed towards only part of a property's total management system. The development of new advisory tools, many of them using micro-computers, offer government officers and pastoral managers alike greater opportunities for effective interaction. We present the philosophy and stru

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27

Krasnostanova, Nataliia. "MODERN TECHNOLOGIES AND TOOLS OF STRATEGIC ANALYSIS." Economic discourse, no. 3-4 (December 30, 2021): 115–27. http://dx.doi.org/10.36742/2410-0919-2021-2-12.

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Introduction. The relevance of the article is due to the need to study technologies and tools of strategic analysis in terms of modernity, as well as the unstable economic situation in Ukraine and uncertainty in the world. In this regard, this article aims to identify the main benefits of strategic analysis, describing the information factors of achieving effective business, disclosing the prerequisites for qualitative strategic analysis, analysis of strategic analysis methods to identify the most effective, as well as guidance example of strategic analysis using the TOWS matrix. This study of

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28

Hough, Johan, and Konrad Liebig. "An analysis of strategic alignment tools." Corporate Ownership and Control 10, no. 2 (2013): 591–603. http://dx.doi.org/10.22495/cocv10i2c3art2.

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This article analyses strategic alignment and the tools that companies can utilise to create business or organizational alignment. We follow a theoretical approach to identify the alignment processes, establish various levels and tools of strategic alignment and point out the reasons for misalignment. The results show that strategic alignment is a process and that different levels of business alignment exist in organizations. Recommendations for businesses include awareness of misalignment and the interaction between the strategy process, tools that can be used and the benefits of using Balanc

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29

Herman Boikanyo, Dinko, Ronnie Lotriet, and Pieter W. Buys. "Investigating the use of strategic management process in the mining industry." Problems and Perspectives in Management 14, no. 3 (2016): 483–93. http://dx.doi.org/10.21511/ppm.14(3-2).2016.04.

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The objective of this study is to investigate the extent to which strategic management process is utilized within the mining industry. Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ascertain that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes, and assess and adjust the organization’s direction in response to a changing environment. A typical strategy management process has the following steps: initial assessment, situation analysis, st

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30

Oliveira, Pedro Henrique de, Marco Antonio Catussi Paschoalotto, Diego Valério de Godoy Delmônico, Fernando De Souza Coelho, Fernando César Almada Santos, and Edmundo Escrivão Filho. "Strategic Management in Public Administration: A Balanced Scorecard Applicability Framework in School Management." Future Studies Research Journal: Trends and Strategies 12, no. 3 (2020): 458–82. http://dx.doi.org/10.24023/futurejournal/2175-5825/2020.v12i3.517.

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Purpose - This study aims at developing a framework of the Balanced Scorecard (BSC) in public educational organizations.Theoretical framework – There are 3-sections: Strategic planning in public sector, Balanced Scorecard and BSC in the public sector. Strategic management in public administration is an important issue, with the BSC as one of the most widely used tools. Although, the application of this technique in public schools is still unexplored and uncommon, it does possess the potential to improve their effectiveness.Methodology - A 3-stage qualitative approach: (i) 8 semi-structured int

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31

Bagheri, Jalil. "Overlaps between Human Resources’ Strategic Planning and Strategic Management Tools in Public Organizations." Procedia - Social and Behavioral Sciences 230 (September 2016): 430–38. http://dx.doi.org/10.1016/j.sbspro.2016.09.054.

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32

Prof. Dr. Nábrádi, András, David Forest, Beáta Bittner, Tünde Zita Kovács, Hajnalka Madai, and Adrián Dr. Nagy. "Latest Trends and New Tools Being Used in Strategic Management." International Journal of Engineering and Management Sciences 6, no. 1 (2021): 73–85. http://dx.doi.org/10.21791/ijems.2021.1.7.

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In today’s rapidly changing world, there is an increased need for excellent strategic planning. A firm’s survival may indeed hinge on the firm’s planning process being exemplary. Various aspects of the strategic planning process are under review today as organizations wrestle to compete more effectively in an ever-changing world. This paper reveals and describes five new trends or tools being utilized today by firms to more effectively engage in strategic planning. Specifically, the new trends and tools to be discussed in this paper are as follows: increased need to follow a strategic planning

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33

Mitchell, Ian, David Nadler, and Michael Tushman. "Strategic Organization Design: Concepts, Tools & Processes." Journal of the Operational Research Society 41, no. 1 (1990): 92. http://dx.doi.org/10.2307/2582946.

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34

Mitchell, Ian. "Strategic Organization Design: Concepts, Tools & Processes." Journal of the Operational Research Society 41, no. 1 (1990): 92. http://dx.doi.org/10.1057/jors.1990.14.

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35

Cegliński, Paweł. "Use of strategic marketing management tools in contemporary enterprises." Marketing i Zarządzanie 46 (2016): 9–16. http://dx.doi.org/10.18276/miz.2016.46-01.

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36

Pazdnikova, Natalya, and Maria Osipova. "Strategic tools for sustainability management of the regional system." Regionalnaya ekonomika. Yug Rossii, no. 1 (2017): 87–94. http://dx.doi.org/10.15688/re.volsu.2017.1.9.

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37

Brueck, Terrance, Walter L. Graf, Shiv Iyer, and Ankur Rathor. "Leveraging WERF Tools and Resources for Strategic Asset Management." Proceedings of the Water Environment Federation 2014, no. 1 (2014): 1–15. http://dx.doi.org/10.2175/193864714816100920.

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38

Keller, Jennifer W., and Chris Keller. "Bringing strategic efficacy to facility management through CAFM tools." Journal of Facilities Management 3, no. 2 (2005): 125–44. http://dx.doi.org/10.1108/14725960510808437.

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39

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

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40

Reimann, Bernard C. "Decision support systems: Strategic management tools for the eighties." Business Horizons 28, no. 5 (1985): 71–77. http://dx.doi.org/10.1016/0007-6813(85)90071-0.

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41

Kufelová, Iveta, and Monika Raková. "Strategic management tools and their application in innovation processes." SHS Web of Conferences 115 (2021): 03009. http://dx.doi.org/10.1051/shsconf/202111503009.

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The development of new technologies and innovation processes lead companies to improve their processes, resulting in new products all the time. Throughout the product life cycle, a firm incurs various costs related to the activities carried out in the pre-production, production and post-production phases. The essence of strategic management tools is to optimize costs throughout the product life cycle, focusing on the different stages. Such tools include target costing, kaizen and life cycle costing

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42

Franco, Fernando L., Alberto G. Canen, and Nelio D. Pizzolato. "Strategic alliances: tools for constructing the future." Business Strategy Series 12, no. 2 (2011): 84–97. http://dx.doi.org/10.1108/17515631111114886.

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PurposeThe purpose of this article is to develop a methodology for the identification of a desired normative scenario, acceptable and feasible, based on a set of prospective scenarios.Design/methodology/approachThis paper presents strategic alliances as one fundamental tool in the process of constructing the future. The alliances are based on prospective scenarios, within strategic interactions.FindingsThe central key is the view of the most probable future as a NASH balance point. This point identifies not only a balance of forces, but also the negotiation limits for each actor and therefore

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43

Yoon, Byungun. "Strategic visualisation tools for managing technological information." Technology Analysis & Strategic Management 22, no. 3 (2010): 377–97. http://dx.doi.org/10.1080/09537321003647438.

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44

RUSU, Daniel. "DYNAMIC INTEGRATION OF CSR INTO STRATEGIC MANAGEMENT PROCESSES." BUSINESS EXCELLENCE AND MANAGEMENT 12, no. 1 (2022): 73–92. http://dx.doi.org/10.24818/beman/2022.12.1-06.

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Based on the strategic management processes, it is particularly necessary to initiate but also develop a connection between CSR integration through a dynamic approach and the social philosophy of management, a systematic analysis of the processes that strategically manage CSR and the socially oriented implementation of the topic strategic integration of CSR. Related to these research topics we need to know closely the strategic management processes that integrate CSR, how they work, what influences strategic change and especially how we can define the management tools used to support the imple

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45

Janavaras, Basil, and Emanuel Gomes. "Global Business Research and Strategic Planning Tools." Journal of International Business and Economy 8, no. 1 (2007): 59–70. http://dx.doi.org/10.51240/jibe.2007.1.5.

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The web-based tools discussed in this paper support students and business practitioners alike in their roles as managers and decision makers in a global setting. More specifically, the software will enable users to perform a situation analysis of a company, determine best markets for a company’s products/services and develop an international business plan online. Project-Based Learning (PBL) is a teaching and learning method widely used at universities and businesses around the world. The three software - the Global Market Potential System Online (www.globalmarketpotential.com), the Global Mar

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46

Domenko, Yuriy. "Concept and model of regional economic management based on strategic planning tools." Russian Journal of Management 9, no. 4 (2022): 101–5. http://dx.doi.org/10.29039/2409-6024-2021-9-4-101-105.

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Today, strategic planning plays an important role not only in the system of general management, but also in state and municipal management. Strategic planning is implemented in particular in the development and implementation of strategic documents. The main strategic documents include the strategy of socio-economic development (federation, region, municipality). Despite the fact that the strategy should be a dynamic document that allows, and sometimes requires changes, we note the need to define its clear conceptual foundations, including a set of effective strategic planning tools.

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47

Nikolaeva, Velislava. "COACHING AS A STRATEGIC MANAGEMENT TOOL." Knowledge International Journal 28, no. 1 (2018): 63–68. http://dx.doi.org/10.35120/kij280163n.

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In the last few years, the use of coaching in the management of the business organization has become more and more popular. The new requirements for global environmental behavior and global competition support the established need to improve the tools for managing indoor environment factors that lead to the sustainable formation of competitive advantages and to increasing the efficiency of management. On the other hand, the evolution of the business organization also implies a continuous improvement of the management tools in order to better meet the objectives and increase the effects from th

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48

Muzalev, Sergey. "INTEGRATION OF STRATEGIC ANALYSIS TOOLS INTO THE BUSINESS PERFORMANCE MANAGEMENT SYSTEM." Russian Journal of Management 9, no. 1 (2021): 211–15. http://dx.doi.org/10.29039/2409-6024-2021-9-1-211-215.

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49

Matušínská, Kateřina, and Michal Stoklasa. "The State of Strategic Marketing Application in Czech Small and Medium-Sized Enterprises." Scientific Annals of Economics and Business 66, no. 2 (2019): 193–212. http://dx.doi.org/10.47743/saeb-2019-0012.

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The article deals with the issue of using strategic marketing in the business of small and medium-sized enterprises. The main objective of this paper is to theoretically define the principles of strategic marketing and then practically analyse the level of strategic marketing use as a tool of business management in selected Czech small and medium-sized enterprises. In order to fulfil the research plan, secondary and primary research was carried out. The theoretical part defines the basic problem areas such as various approaches to strategic marketing defining and strategic management process v

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50

Smirnova, O. O. "Outlines of Strategic Planning Transformation in Russia: from Documents to Strategic Managementg." MIR (Modernization. Innovation. Research) 11, no. 2 (2020): 148–61. http://dx.doi.org/10.18184/2079-4665.2020.11.2.148-161.

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Six years of the implementation of the Federal Law “On Strategic Planning in the Russian Federation” were focused on the development of documents and recommendations for them. This determined the fragmentation of public administration and strategic planning. However, according to the author, the basis of the strategic planning system that meets modern challenges and threats should not be documents, but processes. The introduction of new tools will allow the transition from project management and strategic planning to strategic management in the Russian Federation. Such tools include the introd

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