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Journal articles on the topic 'Strategic tool'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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1

Chakraborty, Suman, and Sabat Kumar Digal Sabat Kumar Digal. "Securitization in India: A Strategic Tool for Competitiveness." Indian Journal of Applied Research 3, no. 3 (October 1, 2011): 304–7. http://dx.doi.org/10.15373/2249555x/mar2013/101.

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2

Smith, Joe. "Outsourcing as a strategic tool." Competitive Intelligence Review 7, no. 3 (1996): 70–74. http://dx.doi.org/10.1002/cir.3880070311.

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3

Byham, William C., and Sheryl Riddle. "Outsourcing: A strategic tool for a more strategic HR." Employment Relations Today 26, no. 1 (1999): 37–55. http://dx.doi.org/10.1002/ert.3910260105.

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4

Veselić Bruvo, Jadranka, and Martina Jakovčić. "Strategic city projects as a strategic planning tool: an overview of terms and models." Hrvatski geografski glasnik/Croatian Geographical Bulletin 81, no. 1 (June 13, 2019): 5–29. http://dx.doi.org/10.21861/hgg.2019.81.01.01.

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5

Bhoite, Dr Sudhakar. "Decision Making Using Data Warehousing Technology: A Strategic Tool." International Journal of Scientific Research 2, no. 8 (June 1, 2012): 84–86. http://dx.doi.org/10.15373/22778179/aug2013/26.

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6

Flavián, Carlos, and Yolanda Polo. "Strategic groups analysis (SGA) as a tool for strategic marketing." European Journal of Marketing 33, no. 5/6 (June 1999): 548–69. http://dx.doi.org/10.1108/03090569910262116.

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7

Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

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8

Sirower, Mark. "BANKRUPTCY AS A STRATEGIC PLANNING TOOL." Academy of Management Proceedings 1991, no. 1 (August 1991): 46–50. http://dx.doi.org/10.5465/ambpp.1991.4976524.

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9

Nikolaeva, Velislava. "COACHING AS A STRATEGIC MANAGEMENT TOOL." Knowledge International Journal 28, no. 1 (December 10, 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 the realized activities and processes. This is the argumentation of the defended thesis in the present study, namely: Coaching can be used as a management tool that helps to create sustainable competitive advantages, supports the implementation of organizational goals and positively influences the organization's working climate. In view of the sustainability of the results and benefits to the organization from the use of coaching, it is advisable that it can be done by managers who are specially trained to do so.The aim of the study is to follow the scientific discussion on the essence and specifics of coaching in the management of the business organization. On this basis, to systematize and critically analyze the relevance of coaching as a strategic management tool to increase the individual and complex results of the activities carried out in the organization.In order to achieve the research goal, analysis and synthesis of specialized literature, problematic, systemic and functional analysis are used. In the course of developing the report, focus is placed on the specifics of coaching and its relevance to business organization management, including its potential to be used to form and develop sustainable competitive advantages and achieve strategic success. The term "synergic coaching effect" is used and substantiated.The author's understanding of coaching ability to generate synergic effects is formed on the basis of established direct and indirect benefits to the organization as a result of using coaching to solve different kinds of problems that lead to a general and individual increase in the results of the activities performed, to improving the professional suitability of employees and managers.This statement does not deny the benefits to the organization from using an external coach, as well as the training of employees of the organization for implementing internal coaching. Based on the systematic and analyzed information about the coaching specifics, it is concluded that the organization should train its managers to conduct coaching. In this way, the manager's skills are increased and another problem solving tool is mastered. At the same time, the trust between him and his coaching staff is growing, which can be seen as one of the prerequisites for turning the manager into a leader. Coaching by a manager in the process of solving internal organizational problems, not by an outsider or a trained coach, also saves time, as it misses the stage in which regardless of the type of coaching chosen - whether external or internal with a coach who is not the manager, the latter must get acquainted with the results achieved to take the necessary action.This is another argument in support of the defended thesis that coaching can successfully be used as a strategic tool for managing the business organization.

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10

Komskienė, Diana, and Kristina Bobinaitė. "SPORT SPONSORSHIP AS A STRATEGIC TOOL." Laisvalaikio tyrimai 2, no. 4 (2014): 1–10. http://dx.doi.org/10.33607/elt.v2i4.209.

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Research background. Sponsorship and sports marketing have been in existence for years and now have been greatly expanded and developed. Organizers of major events can hardly expect to receive some funds without expecting to give something back in return. Historically, sponsorship originated as an inexpensive addition to the marketing mix and was perceived as a philanthropic endeavour. In other words, corporations classified sponsorship as a donation and it was not considered a ‘marketing expense’, but nowadays it has changed significantly (Abiodun, 2011; Seguin et al., 2005). The attitude changed with regard to sponsorship when corporations began searching for a return on investment from donations made to various organisations (Meenaghan, 1991; Ramanantsoa, Thiery-Balé, 1989; Wilkinson, 1993). This came after a substantial increase in resources allocated to sponsorship, meaning that sponsorship became increasingly recognised as a valid promotional tool, a business expense that needed justification in the form of Return On Investment (Seguin et al., 2005). In addition, we have to keep track of constantly changing information. Nowadays, sponsors are increasingly more strategic in their approach to seeking value from sponsorship opportunities. Therefore, it is meaningful to understand that sponsorship is beneficial for both sides. Sponsorship proposals, for sport organizations, can help to achieve investment opportunities for business enterprises. For sponsors themselves, sponsorship can achieve even the most important company goals, such as access to a new marketplace, increased sales, (which directly will bring the capability of an organization to grow), increased popularity, strengthened image. Nowadays, sponsors are increasingly more strategic in their approach of seeking value from sponsorship opportunities. Furthermore, it is very important to understand how sponsors decisions will affect all of the organization in a strategic prospect. This could take us to a better comprehension of the key areas to be considered in the development of sponsorship proposals. Many of sports sponsorship proposals are counterproductive, because not taking into account the existing relationship between sponsorship and companies strategies. Results and findings. Organization situation is the firm’s goals, capabilities and resources. In organizations one of the most important strategic goals is to increase popularity, strengthen the image, achievement on the new market segment resources (Mitchel et al., 2013; Lane, 2009). The company can be sponsoring sport events which can bring new markets to it, positioning against competitors and other objectives. Product – market situation is the product category comparison new to the marketplace, growing, maturing or declining (Lane, 2009). Sponsoring can help achieve new marketplace, increase in sales which directly will bring capability of the organization to grow. A company involved in sports sponsorships can send instant messages to millions of potential buyers, generate community goodwill part, but most importantly it can increase market share and profit (Bocse et al., 2012). Competitive situation is how many competitors there are. What are their characteristics and marketing methods (Lane, 2009)? In essence, sport sponsorship has become a powerful marketing strategy used by firms to communicate with vast external and internal audiences to differentiate themselves from competitors (Cornwell, 2008), with the ultimate goal to orienting consumer’s preferences toward sponsors’ products (Barros, Silvestre, 2006) (Biscaia et al., 2013). Companies that are able to successfully tap into a consumer’s psychological connectedness with a sports team and can become more meaningful to that consumer (Henseler et al., 2011), what makes benefits and extension for brands and relationship. Environmental situation is what industry-wide and company–specific environmental opportunities and threats are most important (Mitchel et al., 2011; Lane, 2009). Quinn defines strategic decisions as “those decisions that determine the overall direction of an enterprise and its ultimate viability in light of the unpredictable and the unknowable changes that may occur in its most important surrounding environments.” (Shank, 2009, p. 342). It is a two-way street for both the sports entity and the sponsoring organization whereby the latter, tends to associate itself or its brands with the positive images obtained by the unique personality of the sporting event (Abiodun, 2011). The advantage of image building, promoted in a long term strategy, lies in the impact it has on an audience – target accurately determined because of the fittest event (Bocse et al., 2012). In our research we define the scope of effect of sport sponsorship on sponsors and reveal the sports sponsorship opportunities and links in sponsors’ strategic planning. The research method is content analyses and systemizing based upon theoretical framework. Keywords: sponsorship, sport sponsorship proposal, strategy.

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11

Hatch, Ronald R., and Earl V. Avery. "Strategic Planning Tool for GPS Surveys." Journal of Surveying Engineering 115, no. 2 (May 1989): 207–17. http://dx.doi.org/10.1061/(asce)0733-9453(1989)115:2(207).

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12

Svenson, Ray, and Karen Wallace. "Performance technology: A strategic management tool." Performance + Instruction 28, no. 8 (September 1989): 1–7. http://dx.doi.org/10.1002/pfi.4170280802.

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13

Agwu, Edwin M., and Agnes R. Taylor. "CSR as a Strategic Management Tool." International Journal of Civic Engagement and Social Change 1, no. 1 (January 2014): 27–43. http://dx.doi.org/10.4018/ijcesc.2014010103.

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Corporate social responsibility (CSR) as a concept has been a subject of debate in the management cycle for decades. However, the incorporation of CSR, competitive advantage and strategic management into top management decision making processes, forms a set of new alliances that are beginning to gain attention. This paper examined the strategic alliances of these highly volatile but significantly critical components in order to determine the extent to which these three seemingly incongruous factors can be achieved in reality within a developing country such as Nigeria. Using a comparative case study approach, the activities of two multinationals - Shell Plc and Coca Cola – were examined. The critical success factors were explained based on the strategies adopted in order to determine the impact on the society and whether they were in line with stakeholders' expectations. Findings however indicate that there has been an interplay of high level forces which has resulted in the unsavoury news emanating from the oil producing communities in Nigeria, unfortunately, the activities of Coca cola in both the content and context of their operations have received little or no attention. This paper contributes to the scarce literature of this discourse within the African continent in general and Nigerian state in particular as well as sets a precedent for future research.

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14

Gibson, Paul. "Training as a strategic management tool." Electronics and Power 32, no. 3 (1986): 209. http://dx.doi.org/10.1049/ep.1986.0140.

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15

Zabriskie, Noel B., and Alan B. Huellmantel. "Marketing research as a strategic tool." Long Range Planning 27, no. 1 (February 1994): 107–18. http://dx.doi.org/10.1016/0024-6301(94)90011-6.

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16

Haro-De-Rosario, Arturo, Alejandro Sáez-Martín, and María Del Mar Gálvez-Rodríguez. "Facebook as a Dialogic Strategic Tool for European Local Governments." Transylvanian Review of Administrative Sciences 2017, no. 50E (February 10, 2017): 73–89. http://dx.doi.org/10.24193/tras.2017.0005.

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17

Phillips, Paul A., and Luiz Moutinho. "The Strategic Planning Index: A Tool for Measuring Strategic Planning Effectiveness." Journal of Travel Research 38, no. 4 (May 2000): 369–79. http://dx.doi.org/10.1177/004728750003800405.

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18

Sotiriadis, Marios D. "Culinary tourism assets and events: suggesting a strategic planning tool." International Journal of Contemporary Hospitality Management 27, no. 6 (August 10, 2015): 1214–32. http://dx.doi.org/10.1108/ijchm-11-2013-0519.

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Purpose – The purpose of this article is to suggest a framework to be used as a strategic planning tool for culinary tourism projects at destination level. Design/methodology/approach – Based on theoretical background of strategic planning and Leiper’s tourism model, a conceptual tool is suggested. Its value is investigated through an empirical study that was performed, which employed a qualitative research method (discussion groups of experts). Findings – The article suggests a framework to be used as a strategic planning tool for culinary tourism projects. The empirical study identified the merits, drawbacks and limitations of the framework to be taken into account. It can be used only in combination with other tools to achieve a comprehensive approach to designing, managing and marketing culinary tourism assets strategically. Research limitations/implications – Because of its exploratory nature, the study has inherent drawbacks. The suggested framework should be finalised. Future studies could explore the perspective of visitors deeply and should also investigate the appropriate tools to be implemented at operational management level. Practical implications – In the fields of strategic management and marketing, the study enhances a comprehensive approach. It contributes to positioning and analysing culinary tourism within the context of a whole destination system. It provides an additional tool for destination planners and managers to be used along with other tools in performing their tasks at strategic level. Originality/value – It is the first study that suggests and empirically investigates a strategic planning tool at destination level, based on the theoretical backgrounds of strategic planning and tourism system. It provides an integrated approach incorporating the main issues to be dealt with in the field of culinary tourism.

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19

Melis, Alicia P., and Michael Tomasello. "Chimpanzees' ( Pan troglodytes ) strategic helping in a collaborative task." Biology Letters 9, no. 2 (April 23, 2013): 20130009. http://dx.doi.org/10.1098/rsbl.2013.0009.

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Many animal species cooperate, but the underlying proximate mechanisms are often unclear. We presented chimpanzees with a mutualistic collaborative food-retrieval task requiring complementary roles, and tested subjects' ability to help their partner perform her role. For each role, subjects required a different tool, and the tools were not interchangeable. We gave one individual in each dyad both tools, and measured subjects' willingness to transfer a tool to their partner as well as which tool (correct versus incorrect) they transferred. Most subjects helped their partner and transferred the tool the partner needed. Thus, chimpanzees not only coordinate different roles, but they also know which particular action the partner needs to perform. These results add to previous findings suggesting that many of chimpanzees' limitations in collaboration are, perhaps, more motivational than cognitive.

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Zolotareva, Olga A., and Mikhail V. Karmanov. "Statistics as Undervaluated Tool of Strategic Management." Economic Strategies 144, no. 4 (July 21, 2019): 50–59. http://dx.doi.org/10.33917/es-4.162.2019.50-59.

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21

Viborniy, V. A., A. S. Shevchuk, and A. N. Ryakhovskaya. "STRATEGIC ALLIANCES AS A CRISIS MANAGEMENT TOOL." Business Strategies, no. 5 (January 1, 2016): 7. http://dx.doi.org/10.17747/2311-7184-2016-5-7.

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Slavik, Jan, Anna Putnova, and Andrea Cebakova. "Leadership as a Tool of Strategic Management." Procedia Economics and Finance 26 (2015): 1159–63. http://dx.doi.org/10.1016/s2212-5671(15)00946-6.

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23

Roos, G., A. Bainbridge, and K. Jacobsen. "Intellectual capital analysis as a strategic tool." IEEE Engineering Management Review 30, no. 3 (2002): 46. http://dx.doi.org/10.1109/emr.2002.1032396.

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Archambault, Susan Gardner, and Jennifer Masunaga. "Curriculum Mapping as a Strategic Planning Tool." Journal of Library Administration 55, no. 6 (August 7, 2015): 503–19. http://dx.doi.org/10.1080/01930826.2015.1054770.

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25

dos Santos Morais, Rogério, and Carlos Roberto Camello Lima. "Quantitative tool for market sector strategic analysis." Benchmarking: An International Journal 25, no. 6 (August 6, 2018): 1706–28. http://dx.doi.org/10.1108/bij-12-2016-0182.

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Purpose A competitive business strategy with a greater chance of success depends on an accurate quantitative analysis of business strategic factors prevailing in a company. The purpose of this paper is to conduct the latter to determine the level of competitiveness in a sector. Design/methodology/approach This study develops a tool based on literature classics and tested in the telecommunications industry to determine market segment competitiveness, market attractiveness and the relative ability of companies to generate profits. Findings The proposed tool allows managers to quantify each strategic factor and, thus, identify positive factors leading to a competitive advantage and weaknesses leading to vulnerability, which enables an improvement in daily strategic decision making. Practical implications Implementing the tool can enable managers to both quantify each strategic factor and improve strategic decision making. Originality/value This methodology employed here is novel. As such, this study provides new insights into how to compete in the telecommunications industry and discusses useful implications for academia, new entrepreneurs, buyers and suppliers.

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26

Clark, Delwyn N. "Strategic management tool usage: a comparative study." Strategic Change 6, no. 7 (November 1997): 417–27. http://dx.doi.org/10.1002/(sici)1099-1697(199711)6:7<417::aid-jsc281>3.0.co;2-9.

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Williams, Wil, and Duncan Lewis. "Convergent interviewing: a tool for strategic investigation." Strategic Change 14, no. 4 (2005): 219–29. http://dx.doi.org/10.1002/jsc.719.

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Prašnikar, Janez, Žiga Debeljak, and Aleš Ahčan. "Benchmarking as a tool of strategic management." Total Quality Management & Business Excellence 16, no. 2 (March 2005): 257–75. http://dx.doi.org/10.1080/14783360500054400.

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Linney, Reid C. "Signing Incentives—Fad, Fancy, or Strategic Tool?" Compensation & Benefits Review 19, no. 5 (October 1987): 57–59. http://dx.doi.org/10.1177/088636878701900506.

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Linder, Jane C. "Outcomes measurement: Compliance tool or strategic initiative?" Health Care Management Review 16, no. 4 (1991): 21–33. http://dx.doi.org/10.1097/00004010-199101640-00005.

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Roos, Göran, Alan Bainbridge, and Kristine Jacobsen. "Intellectual capital analysis as a strategic tool." Strategy & Leadership 29, no. 4 (August 2001): 21–26. http://dx.doi.org/10.1108/10878570110400116.

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32

Guibert, Laetitia, and Julia Roloff. "Stakeholder dialogue: strategic tool or wasted words?" Journal of Business Strategy 38, no. 5 (September 18, 2017): 3–11. http://dx.doi.org/10.1108/jbs-07-2016-0071.

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Purpose The purpose of this study is to identify which stakeholder dialogue approach has the best outcomes. Moreover, it is investigated how stakeholder dialogue practices are linked to the quality of stakeholder management and the maturity of corporate social responsibility (CSR) strategy. Design/methodology/approach Twelve CSR managers of 11 French enterprises are interviewed. Findings Four different types of stakeholder dialogue are identified and their characteristics, as well as the opportunities and risks connected to each approach, are discussed. Research limitations/implications Only a limited number of enterprises operating in France are studied. More research is needed to ensure the generalisability to other countries and to identify the prevalence of each dialogue type. Practical implications Proactive companies manage their stakeholders in a mutually beneficial way and receive more stakeholder support on strategic issues. They discuss issues material to stakeholders, include a wide range of stakeholders and organise frequent meetings. This approach, the Hanoï Dialogue, has the best outcomes and is, therefore, best practice. Social implications Stakeholder dialogue is key for the development of CSR strategies which truly benefit society. Originality/value Although stakeholder dialogues become empirically more relevant, most researchers conduct single-case studies of good practices and do not systematically compare a range of practices.

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33

Drumaux, Anne, and Christophe Goethals. "Strategic management: a tool for public management?" International Journal of Public Sector Management 20, no. 7 (October 9, 2007): 638–54. http://dx.doi.org/10.1108/09513550710823533.

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Appelbaum, Elie. "Extremism as a strategic tool in conflicts." Journal of Economic Behavior & Organization 68, no. 2 (November 2008): 352–64. http://dx.doi.org/10.1016/j.jebo.2008.06.004.

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Bansal, Payal K., Savita Marathe, Prakash M. Shere, and Mrudula A. Phadke. "Needs assessment as a strategic planning tool." Medical Education 44, no. 5 (May 2010): 515. http://dx.doi.org/10.1111/j.1365-2923.2010.03640.x.

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Lysychkina, Iryna. "The Image of Security Sector Agencies as a Strategic Communication Tool." Connections: The Quarterly Journal 16, no. 3 (2017): 5–22. http://dx.doi.org/10.11610/connections.16.3.01.

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Yurdakul, Mustafa. "AHP as a strategic decision-making tool to justify machine tool selection." Journal of Materials Processing Technology 146, no. 3 (March 2004): 365–76. http://dx.doi.org/10.1016/j.jmatprotec.2003.11.026.

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Batov, Gumar Kh. "STRATEGIC PLANNING AS A TOOL OF STRATEGIC MANAGEMENT OF REGIONAL SOCIO-ECONOMIC SYSTEM." MIR [World] (Modernization Innovation Research) 7, no. 2(26) (January 1, 2016): 212–18. http://dx.doi.org/10.18184/2079-4665.2016.7.2.212.218.

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Ugboro, Isaiah O., Kofi Obeng, and Ora Spann. "Strategic Planning As an Effective Tool of Strategic Management in Public Sector Organizations." Administration & Society 43, no. 1 (December 2010): 87–123. http://dx.doi.org/10.1177/0095399710386315.

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Jayashree, Sreenivasan, and Xu Yang. "Firm's typology and strategic innovation among Chinese cosmetic industry - a strategic transformation tool." International Journal of Technology Management 67, no. 2/3/4 (2015): 132. http://dx.doi.org/10.1504/ijtm.2015.068221.

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Bhargava, Akhil, Arpit Bafna, and Shabarisha, N. "A Review on Value Chain Analysis as a Strategic Cost Management Tool." International Academic Journal of Accounting and Financial Management 05, no. 01 (June 27, 2018): 80–92. http://dx.doi.org/10.9756/iajafm/v5i1/1810009.

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Saha, Dr Goutam G. "Student Engagement: A Strategic Tool to Reform the Quality of Management Education." SIJ Transactions on Advances in Space Research & Earth Exploration 4, no. 5 (October 7, 2016): 1–5. http://dx.doi.org/10.9756/sijasree/v4i5/0203200201.

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Datsii, Oleksandr. "CLUSTERING AS A STRATEGIC TOOL OF ANTI-CRISIS PUBLIC MANAGEMENT OF TERRITORIES." INTERNATIONAL JOURNAL OF NEW ECONOMICS, PUBLIC ADMINISTRATION AND LAW 2, no. 4 (May 5, 2019): 97–107. http://dx.doi.org/10.31264/2545-093x-2019-2(4)-97-107.

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Banasik, Mirosław. "Armed Forces As The Russian Federation’s Strategic Tool." Journal on Baltic Security 5, no. 2 (May 10, 2020): 29–40. http://dx.doi.org/10.2478/jobs-2019-0008.

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AbstractThe experience of the past decade shows a steadily increasing role of the armed forces in the implementation of Moscow’s strategic aspirations. The aim of this work is to present the geopolitical ambitions of Russia in competition with the West and the role of the armed forces in satisfying these ambitions, as well as to evaluate their modernisation. The article identifies the directions of Moscow’s strategic aspirations and presents a vision of Russia’s future war. The reforms carried out by the Russian national defence ministers Anatoliy Serdyukov and Sergey Shoygu are evaluated. The conclusions resulting from the involvement of Russian armed forces in the conflicts in Ukraine and Syria are explained. It indicates the changes that will take place in particular branches of the armed forces in the near and long terms.

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Seo, Haram. "Corporate Philanthropy as a Strategic Tool for Advocacy." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 19326. http://dx.doi.org/10.5465/ambpp.2019.284.

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46

Mathews, Pamela. "Case-Based Reasoning as a Strategic Teaching Tool." International Journal of Learning: Annual Review 15, no. 3 (2008): 17–28. http://dx.doi.org/10.18848/1447-9494/cgp/v15i03/45658.

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47

Kent, Michael L., Bryan J. Carr, Rebekah A. Husted, and Rebeca A. Pop. "Learning web analytics: A tool for strategic communication." Public Relations Review 37, no. 5 (December 2011): 536–43. http://dx.doi.org/10.1016/j.pubrev.2011.09.011.

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Agarwal, Ravi, Wolfgang Grassl, and Joy Pahl. "Meta‐SWOT: introducing a new strategic planning tool." Journal of Business Strategy 33, no. 2 (March 30, 2012): 12–21. http://dx.doi.org/10.1108/02756661211206708.

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Chermack, Thomas J., and Richard A. Swanson. "Scenario Planning: Human Resource Development's Strategic Learning Tool." Advances in Developing Human Resources 10, no. 2 (May 2008): 129–46. http://dx.doi.org/10.1177/1523422307313530.

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Sterling, John. "Portfolio‐Plus: An analysis tool for strategic planners." Planning Review 23, no. 3 (March 1995): 24–27. http://dx.doi.org/10.1108/eb054509.

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