Relevant bibliographies by topics / Strategy Focused Organization

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategy Focused Organization'

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

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Journal articles on the topic "Strategy Focused Organization"

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Koll, Oliver. "The Strategy-Focused Organization." Journal of Business Research 55, no. 6 (2002): 531–32. http://dx.doi.org/10.1016/s0148-2963(01)00268-5.

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Hult, G. Tomas M., S. Tamer Cavusgil, Seyda Deligonul, Tunga Kiyak, and Katarina Lagerström. "What Drives Performance in Globally Focused Marketing Organizations? A Three-Country Study." Journal of International Marketing 15, no. 2 (2007): 58–85. http://dx.doi.org/10.1509/jimk.15.2.58.

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In marketing, compared with other organizational dimensions such as leadership, culture, structure, and processes, relatively scant attention has been devoted to the effect of strategy on firm performance, especially in the global context. Rapid globalization of markets, along with ever-increasing dynamic demands on the marketing organization, necessitates a new examination. This article reports on a study that examines the role of strategy and other organizational forces on the performance of globally focused marketing organizations headquartered in Norway, Sweden, and the United States. The
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Hadiyanto, Heru Santosa. "Fitting Business Strategy and Organization Archetype to Create Organization Business Excellence." Advanced Science Letters 21, no. 4 (2015): 805–8. http://dx.doi.org/10.1166/asl.2015.5883.

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Strategic management’s perspective focus about how an organization creates competitive advantage to achieved performance excellence. As the core concept of strategic management, strategy defined as a way of adjusting the relationship between an organization and its environment, and that structures in turn must fit the strategy. In other statement, when this strategy linked with the perspective of organization theory, strategy can implement optimally if the organization structure designed to support the strategy and inefficiency in business process will be happen if the strategy and structure d
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Douglas, Stephanie. "Building organizational resilience through human capital management strategy." Development and Learning in Organizations: An International Journal 35, no. 5 (2021): 19–21. http://dx.doi.org/10.1108/dlo-08-2020-0180.

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Purpose This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience. Design/methodology/approach A review of relevant studies and literature was c
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Narayanan, V. K. "Customer-focused IT: a process of continuous value innovation." Strategy & Leadership 43, no. 4 (2015): 11–17. http://dx.doi.org/10.1108/sl-05-2015-0037.

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Purpose – Transition to a digital economy and the pervasiveness of IT in a firm’s operations together has brought the IT function in corporations to the threshold of a needed transformation: from an orientation that prizes technical excellence to one that achieves continuous innovation by finding new opportunities to provide value to customers. Design/methodology/approach – The author believes that companies need to adopt customer-focused IT, this requires a shift in organizational culture, from considering technical excellence as an end in itself, to respecting customers as the centrally impo
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Karki, Rajnish. "Corporate Strategy of Indian Organizations: The ‘Root–Branch’ Framework." Vikalpa: The Journal for Decision Makers 29, no. 3 (2004): 1–14. http://dx.doi.org/10.1177/0256090920040301.

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Corporate strategy questions relating to the appropriate measures of performance, the rate of growth and extent of diversification, and the ways to mobilize resources and develop requisite competencies are of current and high importance to Indian organizations. In the coming decade, they need to adopt rigorous and appropriate corporate strategy approaches as they face a complex, fast changing, and globalizing business environment. Since the beginning of strategic management discipline, the four major corporate strategy frameworks that have emerged are - SWOT in the 1960s, Strategic Planning Ma
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DOBNI, C. BROOKE. "THE RELATIONSHIP BETWEEN AN INNOVATION ORIENTATION AND COMPETITIVE STRATEGY." International Journal of Innovation Management 14, no. 02 (2010): 331–57. http://dx.doi.org/10.1142/s1363919610002660.

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The strategy chosen in organizations is related to several factors including the organization's mission, objectives, resources, and its innovation orientation. Using a sample of Canadian organizations, this study examines the relationships between an organization's innovation orientation and the types of competitive strategies they pursue. An innovation orientation describes how innovative an organization is and the results suggest that such an orientation provides a context for the implementation of proactive growth-based strategies. Organizations that possess high innovation orientations eng
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Moore, Jeffrey R., Lee E. Kizer, and B. Philip Jeon. "Leading Groups To Create Healthy Culture Through Accomplishing Tasks Aligned To Strategy." International Journal of Management & Information Systems (IJMIS) 15, no. 2 (2011): 55. http://dx.doi.org/10.19030/ijmis.v15i2.4154.

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This study examined the link between the consistency of self-evaluation versus peer-evaluation of managers skills and the level of relational stress in an organization and was based on two models: (a) the Competing Values Framework (CVF), which measures different management skills of individuals in an organization, and (b) the Healthy versus Toxic Organization Model, which focuses on the stress level in partnerships. The researchers hypothesized that the lower the stress in the organization, the more consistent the results will be between self-evaluation and peer-evaluation. In an empirical an
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Gabor, Günther. "Kaplan, R. S./Norton, D. P., The Strategy-Focused Organization." Schmalenbach Business Review 53, no. 3 (2001): 240–41. http://dx.doi.org/10.1007/bf03396637.

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HONDA, Yasuhiro. "Organization-Focused Consideration of Bridge Diffusion Strategy of the Hennebique Company." INFRASTRUCTURE PLANNING REVIEW 24 (2007): 17–28. http://dx.doi.org/10.2208/journalip.24.17.

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Dissertations / Theses on the topic "Strategy Focused Organization"

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Oiva, A. (Annukka). "Strategiakeskeinen kyvykkyyden johtaminen ja organisaation strateginen valmius:kahden johtamismallin testaus." Doctoral thesis, University of Oulu, 2007. http://urn.fi/urn:isbn:9789514284441.

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Abstract The research idea emerged from the practical questions that the researcher encountered when acting as a HR director: How to ensure the ability of the organization to execute strategic goals? Which management processes and practices help strengthen the capability of the organization? With what kind of meters can Organizational Strategic Readiness be measured? The aim of the research is to construct a strategy-focused capability management model in order to improve the organization's capability faster than the rate at which overall development takes place in the industry and to strength
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Siqueira, Antonia Maria dos Santos. "Os princ?pios da organiza??o focada na estrat?gia: um estudo em empresas vencedoras do pr?mio nacional de qualidade." Universidade Federal do Rio Grande do Norte, 2010. http://repositorio.ufrn.br:8080/jspui/handle/123456789/14999.

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Made available in DSpace on 2014-12-17T14:52:59Z (GMT). No. of bitstreams: 1 AntoniaMSS_DISSERT.pdf: 871479 bytes, checksum: b53398989514670dc8d5d2a26ac27fdb (MD5) Previous issue date: 2010-12-17<br>The Balanced Scorecard (BSC) has been used as a communication tool and strategy monitoring, helping organizations alignment, inserting a new vision with integrated use of performance indicators nonfinancial together with some financial measures. Their proper use leads to a new management style, focused on management strategies, using for this, basically three dimensions: strategy, which should be
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Oliveira, Júnior Nilson José de. "Um diagnóstico da gestão estratégica baseada no balanced scorecard: um estudo de caso." Universidade Federal do Amazonas, 2009. http://tede.ufam.edu.br/handle/tede/4691.

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Submitted by Geyciane Santos (geyciane_thamires@hotmail.com) on 2015-10-28T14:58:43Z No. of bitstreams: 1 Dissertação - Nilson José de Oliveira Júnior.pdf: 4346175 bytes, checksum: 5269736e88a6f9339d5018b026885d0a (MD5)<br>Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2015-10-29T13:18:07Z (GMT) No. of bitstreams: 1 Dissertação - Nilson José de Oliveira Júnior.pdf: 4346175 bytes, checksum: 5269736e88a6f9339d5018b026885d0a (MD5)<br>Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 201
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Sukkar, Abdul Aziz, Omar Hawasli, and Sam Al-samman. "Organization strategic orientation: Special focus on Community banks and Generation Z." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-48385.

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Research Question: What is the strategic orientation that community banks in Sweden adopt? What are the Gen Z preferences concerning these strategic orientations? Purpose: By using two different methodological approaches, the objective of this study is to answer two questions concerning the organization’s strategic orientation. Essentially, the authors have conducted a qualitative study to explore the strategic orientation which community banks in Sweden adopt. Additionally, a quantitative survey has been carried out to surface the generation Z's preferences on the question of strategic orient
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Anand, Gopesh J. "Continuous improvement and operations strategy focus on six sigma programs /." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1151427239.

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Van, Wynen Susan Elaine. "A Journey of Missional Intent : Organizational Strategy in the Context of God’s Mission." Thesis, University of Pretoria, 2001. http://hdl.handle.net/2263/78502.

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This research addresses the following issue: Traditional strategic planning philosophies and methodologies were not created or developed to reflect or support organizational participation in missio Dei (God’s mission). The following questions provided the focus for the research— Can the concept of a journey: • provide a more biblically and missiologically-aligned, helpful, and effective basis for creating new ways of leading and participating in organizational thinking and planning in and among mission and church organizations?” • address organizations’ desires to flourish in and respond to th
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Watson, Tonya L. "The effects of emotion, strategy focus, and personal orientation on everyday problem solving effectiveness." Thesis, Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/28818.

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Francisco, Melissa. "A Framework of Critical Success Factors for Business Organizations that Lead to Performance Excellence Based on a Financial and Quality Systems Assessment." Doctoral diss., University of Central Florida, 2014. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/6272.

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One of the most important tasks that business leaders undertake in order to achieve a superior market position is strategic planning. Beyond this obligation, business owners desire to maximize profit and maintain steady growth. In order to do this, resources must be invested in the most efficient way possible in order to achieve performance excellence. Adjusting business operations quickly, however, especially in times of economic uncertainty, is extremely difficult. Business leaders therefore need insight into which elements of organizational improvement are most effective in order to strateg
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Lucas, D. Pulane. "Disruptive Transformations in Health Care: Technological Innovation and the Acute Care General Hospital." VCU Scholars Compass, 2013. http://scholarscompass.vcu.edu/etd/2996.

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Advances in medical technology have altered the need for certain types of surgery to be performed in traditional inpatient hospital settings. Less invasive surgical procedures allow a growing number of medical treatments to take place on an outpatient basis. Hospitals face growing competition from ambulatory surgery centers (ASCs). The competitive threats posed by ASCs are important, given that inpatient surgery has been the cornerstone of hospital services for over a century. Additional research is needed to understand how surgical volume shifts between and within acute care general hospitals
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Chang, Shu-Lang, and 張書郎. "Strategy-Focused Organization Establishment:Naval Logistics Organization of the Republic of China Case Study." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/5cv56c.

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碩士<br>國立中山大學<br>高階經營碩士班<br>106<br>This research object belongs to the national military base-level ship maintenance and regional logistics support unit. Although the performance measurement system has its scale， the implementation of the organization&apos;&apos;s overall goals and strategies cannot be effectively integrated， and the performance of the organization&apos;&apos;s performance is relatively affected. Therefore， how to construct the strategic-focused organization，is the subject that the current national logistics organization should pay attention to study. Through the discussion of
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Books on the topic "Strategy Focused Organization"

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1941-, Norton David P., ed. The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business School Press, 2001.

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The focused organization: How concentrating on a few key initiatives can dramatically improve strategy execution. Gower, 2011.

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Burton, Terence T. The future-focused organization: Complete organizational alignmentfor breakthrough results. Prentice Hall, 1995.

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1944-, Moran John W., ed. The future-focused organization: Complete organizational alignment for breakthrough results. Prentice Hall PTR, 1995.

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Wijers, Jean Paul, ed. Managing Authentic Relationships. Amsterdam University Press, 2019. http://dx.doi.org/10.5117/9789462988613.

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In an increasingly connected world, Strategic Relationship Management is a vital capability for successful organizations. The book Managing Authentic Relationships; Facing New Challenges in a Changing Context focuses on building and managing a strong network and reciprocal relationships for the entire organization by implementing a professional relationship management approach at strategic, tactical and operational level. Professional relationship management makes valuable and measurable contributions to the strategic goals of an organization by: Expanding the organization's strategy to a Rela
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Haines, Stephen G. Sustaining high performance: The strategic transformation to a customer focused learning organization. St. Lucie Press, 1995.

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Cevelev, Aleksandr. Strategic development of railway transport logistics. INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1194747.

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The monograph is devoted to the methodology of material and technical support of railway transport. According to the types of activities, the nature of the material and technical resources used, technologies, means and management systems, Russian railways belong to the category of high-tech industries that must have high quality and technical level, reliability and technological efficiency in operation. For this reason, the logistics system itself, both in structure and in the algorithm of the functions performed as a whole, needs a serious improvement in the quality of its work. The economic
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Sil'vestrov, Sergey, Vladimir Starovoytov, Vladimir Bauer, et al. Strategic planning in the public sector of the economy. INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1081855.

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This collective monograph continues a series of scientific studies and publications on the problems of strategic planning, which have been carried out for several years at the Financial University under the Government of the Russian Federation with the involvement of specialists from other scientific and educational organizations. A series of research papers in 2017-2019 was devoted to the analysis of strategic development risks and the analysis of global strategic planning practice, the general methodology of strategic planning and forecasting (including in the context of ensuring Russia's ec
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Office, General Accounting. Foreign assistance: Lack of strategic focus and obstacles to agricultural recovery threaten Afghanistan's stability : report to Congressional Requesters. GAO, 2003.

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The Process-Focused Organization: A Transition Strategy for Success. ASQ Quality Press, 2004.

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Book chapters on the topic "Strategy Focused Organization"

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"Organizational Evolution and the Challenges of Strategy Execution." In The Focused Organization. Routledge, 2016. http://dx.doi.org/10.4324/9781315558080-10.

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"Designing the high value organization." In HR Strategy: Business Focused Individually Centred. Routledge, 2012. http://dx.doi.org/10.4324/9780080478401-21.

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Kasten, Joseph E. "Knowledge Strategy and Its Role in the Organization." In Global Aspects and Cultural Perspectives on Knowledge Management. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-60960-555-1.ch015.

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Knowledge strategy is defined as the set of guidelines and philosophies that guide an organization’s knowledge-based activities, such as knowledge gathering, development, storage, and utilization. Much of the early literature describing knowledge strategy suggests that its role in the organization is to drive, and be driven by, organizational structure and the human resources and technology strategies. The present research utilizes semistructured interview data to determine that knowledge strategy is less of a formal structure and more of a lens through which knowledge-based decisions are viewed and focused, resulting in organizational actions that align with the knowledge strategy of the organization.
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Kasten, Joseph E. "Knowledge Strategy and Its Role in the Organization." In Information Resources Management. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch501.

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Knowledge strategy is defined as the set of guidelines and philosophies that guide an organization’s knowledge-based activities, such as knowledge gathering, development, storage, and utilization. Much of the early literature describing knowledge strategy suggests that its role in the organization is to drive, and be driven by, organizational structure and the human resources and technology strategies. The present research utilizes semi-structured interview data to determine that knowledge strategy is less of a formal structure and more of a lens through which knowledge-based decisions are viewed and focused, resulting in organizational actions that align with the knowledge strategy of the organization.
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Lees, Colette S. "Transforming Leader Change Agency Skills and Abilities Through Emotional Intelligence Focused Executive Coaching." In Advances in Business Strategy and Competitive Advantage. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6155-2.ch026.

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Sharon Hartley is a UK-based director in the aerospace industry. Following the initial meeting and subsequent conversations regarding the use of emotional intelligence (EI) in leader development, the author was commissioned to design and deliver a bespoke EI Director Development program. Funded by her organization, Goodrich Corporation, later to become UTC Aerospace Systems, the program provided a supported six-month development strategy. Results included an increased ability to use EI and EI competencies for strategy development, and for influencing and driving cultural and organizational change.
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Mueller-Hanson, Rose. "Driving Organizational Strategy Through Performance Management." In Performance Management Transformation. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190942878.003.0015.

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Performance management (PM) is ideally a process that organizations use to align employee actions to achieve business results. However, PM rarely achieves its intended purpose because of three major flaws: (1) PM is often designed in a piecemeal and reactionary fashion that is not aimed at supporting the organization’s goals or priorities in the first place. (2) PM practices are out of sync with how work is done in organizations today; and (3) PM is often implemented without careful consideration of what purpose it should serve. This chapter provides an evidence-based road map for addressing these challenges by aligning PM practices to the organization’s mission, strategy, and culture. Aligned PM is designed specifically to support the organization’s purpose and goals, is embedded in day-to-day work, and is flexible and dynamic. Aligned PM helps ensure that employees are focused on what is important to the organization, supports the organization’s culture, and is empowering and engaging. While there is no one set of “best practices” that lead to aligned PM, organizations can build an aligned process through a variety of evidence-based approaches, such as gaining a clear understanding of the organization’s mission, defining the purpose of PM and its guiding principles, designing the key features of the PM process to fit the organization’s needs, and integrating PM with other talent practices.
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Rodríguez-Gómez, David, and Joaquin Gairin. "Communities of Practice for Promoting Organizational and Informal Learning in Public Administration." In Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-9639-4.ch010.

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Professional development of the members of any organization is a key and essential factor to promote innovation and, ultimately, the improvement of public organizations. Communities of practice is one of the leading strategies used to promote knowledge management processes aimed at generating organizational and individual and informal learning. This chapter presents some of the results and proposals from an extensive study developed in two phases which focus on some key factors for promoting innovation in public administration. The first phase tries to identify some of the mechanisms that facilitate or hinder learning, organizational and informal, in public organizations. The second phase is focused on analysis of knowledge management practices through communities of practice in public administration. The results enable us to suggest some proposals and future research lines aimed at improving both organizational and informal learning, along with innovations that contribute to improving the public administration.
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Watkins, Karen E., Reda Sadki, Kyoungshin Kim, and Boyung Suh. "Changing Learning Paradigms in a Global Health Agency." In Advances in Business Strategy and Competitive Advantage. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6155-2.ch050.

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This case history describes a learning culture intervention initiative with an international rescue organization focused on expanding conceptions of learning from a traditional training approach to one focused on integrating informal and incidental learning approaches to create a learning culture. It reflects on the intervention process and outcomes and offers insights for evidenced-based practice.
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Matei, Ani, Corina-Georgiana Antonovici, and Carmen Săvulescu. "Knowledge Management as Driving Force to Organizational Learning and Innovation." In Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-9639-4.ch019.

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The genuine and actual conditions of operation of public institutions in Romania should determine the creation of behaviors oriented on development of organizational learning culture. The objectives of the chapter are focused on identifying the use of knowledge management concept in local public institutions in Romania, as well as its importance and impact in transforming them into innovative learning organizations. The theoretical part of the chapter comprises the analysis of the field literature, presentation of the definitions and characteristics of the notions of knowledge management, learning organization, the concept of innovation, presentation of the importance of developing interrelations triggering efficient and effective organizations. Concerning the case study, the chapter aims to identify the extent to which the knowledge management concept exists in three local public institutions in Romania, how knowledge is managed, if there is organizational learning, if they are learning and innovative organizations, as well as the interdependencies.
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Gottschalk, Petter. "Knowledge Management in Governance." In E-Business Strategy, Sourcing and Governance. IGI Global, 2006. http://dx.doi.org/10.4018/978-1-59904-004-2.ch018.

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The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi &amp; Leidner, 2001).
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Conference papers on the topic "Strategy Focused Organization"

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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision s
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Nedeliakova, Eva, and Michal Petr Hranicky. "Quality and strategy for response to change using a software solution in a service enterprise." In Kvaliteta-jučer, danas, sutra (Quality-yesterday, today, tomorrow), edited by Miroslav Drljača. Croatian Quality Managers Society, 2021. http://dx.doi.org/10.52730/bbwd9220.

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Abstract: It is now important for companies to respond proactively to the changing environment, to solve extraordinary situations, to implement an appropriate strategy and to constantly improve the quality of services through innovative changes. When determining the strategy in the company, it is necessary to find the right method and way of management and implementation. This can be facilitated by a number of models, tools and methodologies. This paper is focused on those offered by change management. The authors' own research brought a new software solution. The paper defines the starting po
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Peterlin, Judita, and Vlado Dimovski. "Solutions to the Challenges in Leading Meetings: which Multiple Intellligence Developmental Method Gives us more Creative Suggestions?" In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.44.

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The paper deals with common dilemmas in leading meetings in organizational settings. Meetings are a regular part of our organizational lives, however too often their management is neglected and they stay without strategical focus. In many organizations they are left to coincidence or individual meeting organizers' good will. Professional field of meeting leadership emphasizes that we can accomplish strategic directions and more efficient work by appropriately preparing for the meeting, suitable organizational structure of the meeting framework and suitable leadership and controlling mechanisms
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Cantamessa, Marco, and Francesca Montagna. "Beyond Lean Manufacturing: Developing an Integrated Methodology to Design Effective Manufacturing Systems." In ASME 2008 9th Biennial Conference on Engineering Systems Design and Analysis. ASMEDC, 2008. http://dx.doi.org/10.1115/esda2008-59223.

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Global competition forces manufacturing companies to operate deep changes in their production systems, involving physical resources, operating procedures and the organization. In this context, the Lean Manufacturing (LM) paradigm is quite popular and lean practice efforts have crossed from the automotive sector into other industries. Most academic contributions to literature concerning LM are on specific aspects of LM, while there is little discussion on the overall implementation of LM. This is despite the fact that lean principles encompass all aspects of manufacturing operations and the nee
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Chaderton, D. R. "Digital - Benefits for Naval Platforms." In 14th International Naval Engineering Conference and Exhibition. IMarEST, 2018. http://dx.doi.org/10.24868/issn.2515-818x.2018.059.

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Royal Navy engineers are faced with the demanding responsibility of maintaining critical equipment to have high levels of reliability, availability, and performance under tight budget constraints. To avoid operating surprises, accurate assessment of equipment operating performance is needed to judge whether mission demands can be satisfied while maintenance costs are controlled. Large volumes of data about the health of complex system elements are generally available, and the amount of data is growing steadily. However, pulling together large amounts of current data from diverse sources across
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Rodrigues, Anderson, Arilo C. Dias-Neto, and Allan Bezerra. "TAPN: Test Automation’s Pyramid of Needs." In XIV Simpósio Brasileiro de Qualidade de Software. Sociedade Brasileira de Computação - SBC, 2015. http://dx.doi.org/10.5753/sbqs.2015.15218.

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Testing is an essential activity to ensure quality of software systems, but it is expensive and time consuming. Thus, testing automation would be an alternative to improve test productivity and save costs. However, many organizations refuse to use test automation or had failed on implement it because they do not know how to deal with the implementation of a test automation strategy fitted to their goals and expectations. Most of them underestimate or have no knowledge about test automation factor of success. In addition, although there are many works and maturity models focused on improving th
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Sus, Aleksandra, and Michał Organa. "Triangle of dynamics factors in inter-organizational networks." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.059.

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Purpose – the main scientific purpose of this article is to conceptualise the categories of dynamics of interorganisational networks strategy. The scientific problem presented in the article concerns initially identified connections between three major elements (based on literature studies and authors’ previous experiences), describing the dynamism of the strategy as mentioned above. Those elements were named by the authors as the Triangle of Dynamics Factors (TDF), and are (1) propensity of taking the risk and real ability to accurately assess opportunities, (2) skills, and processes of oppor
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Janičić, Radmila. "Strategic Marketing Planning in Development of Arts and Cultural Institutions." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.25.

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The paper present theoretical and practical aspects of strategic marketing planning in development of arts and cultural institutions. Focus of the paper is on developing theoretical aspects of strategic marketing planning in development of arts and cultural institutions. The theoretical part of the paper is based on modern literature in the field of strategic marketing planning, brand building, arts and culture. The key hypothesis of the paper is that development of arts and cultural institutions have to be based on strategic marketing planning, on strategic marketing analysis, implementation
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Agrawal, J. P. N., and S. P. Srivastava. "Methodology of Risk Management in Pipeline Projects." In ASME 2013 India Oil and Gas Pipeline Conference. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/iogpc2013-9841.

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Organizations of all types and sizes face internal and external factors and influences that make it uncertain whether and when they will achieve their business objectives. The effect this uncertainty has on an organization’s objectives is “RISK”. In recent times all sectors of the economy have shifted focus towards the management of risk as the key to making organizations successful in delivering their objectives while protecting the interests of their stakeholders. Risk may be defined as events or conditions that may occur, and whose occurrence, if it does take place, has a harmful or negativ
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Mitrović, Ksenija, Anja Jakšić, and Jelena Spajić. "The analysis of graphic design platforms used in social media marketing." In 10th International Symposium on Graphic Engineering and Design. University of Novi Sad, Faculty of technical sciences, Department of graphic engineering and design,, 2020. http://dx.doi.org/10.24867/grid-2020-p74.

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Development of the internet conditioned the evolution of marketing. Nowadays, organizations have relocated their marketing activities on the internet, so digital marketing comes into focus, as the most influential branch of marketing. A progress of digital marketing activities established the appearance of different digital marketing elements, among which social media marketing becomes more prevalent. Social media marketing is an inevitable element of digital marketing strategy and nowadays business. In order to complement social media marketing activities, graphic design is used as a crucial
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Reports on the topic "Strategy Focused Organization"

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Swofford, Mark D. An Assessment of the Southeast Regional Medical Command as a Strategy Focused Organization. Defense Technical Information Center, 2003. http://dx.doi.org/10.21236/ada421265.

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Berger, J. M. A Paler Shade of White: Identity & In-group Critique in James Mason’s Siege. RESOLVE Network, 2021. http://dx.doi.org/10.37805/remve2021.1.

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Discussions of extremist ideologies naturally focus on how in-groups criticize and attack out-groups. But many important extremist ideological texts are disproportionately focused criticizing their own in-group. This research report will use linkage-based analysis to examine Siege, a White nationalist tract that has played an important role shaping modern neo-Nazi movements, including such violent organizations as Atomwaffen Division and The Base. While Siege strongly attacks out-groups, including Jewish and Black people, the book is overwhelmingly a critique of how the White people of its in-
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Kelly, Luke. Characteristics of Global Health Diplomacy. Institute of Development Studies (IDS), 2021. http://dx.doi.org/10.19088/k4d.2021.09.

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This rapid review focuses on Global Health Diplomacy and defines it as a method of interaction between the different stakeholders of the public health sector in a bid to promote representation, cooperation, promotion of the right to health and improvement of health systems for vulnerable populations on a global scale. It is the link between health and international relations. GHD has various actors including states, intergovernmental organizations, private companies, public-private partnerships and non-governmental organizations. Foreign policies can be integrated into national health in vario
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Vulnerability and intervention opportunities: Research findings on youth and HIV/AIDS in South Africa. Population Council, 2004. http://dx.doi.org/10.31899/hiv15.1006.

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The Nelson Mandela Children’s Fund (NMCF) seeks comprehensive local solutions to address the negative effects of HIV/AIDS on children, adolescents, households, and communities. To this end, NMCF initiated the Goelama Project, which uses a community mobilization strategy to catalyze action by local organizations and government bodies to prevent HIV infection and mitigate the socioeconomic impacts of the disease, particularly as they affect orphans and vulnerable children (OVC). This brief highlights key findings from an assessment of reproductive and sexual health knowledge and behaviors among
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Center for Plant Health Science and Technology Accomplishments, 2007. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, 2008. http://dx.doi.org/10.32747/2008.7296841.aphis.

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This past year’s hard work and significant changes have enabled CPHST—a division of the U.S. Department of Agriculture (USDA), APHIS Plant Protection and Quarantine (PPQ) program—to be an organization more capable and better aligned to support and focus on PPQ’s scientific needs. In 2007, CPHST developed the first PPQ strategic plan for CPHST. The plan shows where CPHST is going over the next 5 years, how it is going to get there, and how it will know if it got there or not. Moreover, CPHST plan identifies critical elements of PPQ’s overall strategic plan that must be supported by the science
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Safeguarding through science: Center for Plant Health Science and Technology 2008 Accomplishments. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, 2009. http://dx.doi.org/10.32747/2009.7296842.aphis.

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The Center for Plant Health Science and Technology (CPHST) was designed and developed to support the regulatory decisions and operations of the Animal and Plant Health Inspection Service’s (APHIS) Plant Protection and Quarantine (PPQ) program through methods development work, scientific investigation, analyses, and technology—all in an effort to safeguard U.S. agriculture and natural resources. This 2008 CPHST Annual Report is intended to offer an in-depth look at the status of its programs and the progress it has made toward the Center’s long-term strategic goals. One of CPHST’s most signific
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