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Journal articles on the topic 'Strategy Focused Organization'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

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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MASLOVA, Valentina Mikhailovna. "THE TRAJECTORY OF TRAINING AND DEVELOPMENT OF PERSONNEL, FOCUSED ON THE STRATEGY OF THE ORGANIZATION." Scientific Journal ECONOMIC SYSTEMS 14, no. 1 (2021): 106–13. http://dx.doi.org/10.29030/2309-2076-2021-14-1-106-113.

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The article considers the trajectory of training and development of employees in modern conditions. The stages of planning and organizing the training and development of employees, as well as the stages of creating a system of continuous training and development of personnel are113 ТРУД И СОЦИАЛЬНАЯ СФЕРА presented. The analysis and examples of mixed learning in organizations are given. The features of micro-training in the modern system of training and development of employees are considered. Based on the results of the study, recommendations are given for the effective organization of the tr

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Stankevich, Anastasija. "Staff remuneration strategy in the paradigm of improvement of human resources management strategies." KANT 35, no. 2 (2020): 66–71. http://dx.doi.org/10.24923/2222-243x.2020-35.12.

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The article analyzes the theoretical aspects of the staff reward strategy. The personnel remuneration strategy arises under the following circumstances: significant changes in the business strategy, a large merger or acquisition, the presence of significant problems in the field of personnel management, the need to take a market leader position. The company's remuneration strategy should be related to the business requirements and goals of each specific organization. The goals of the staff remuneration strategy are analyzed, focused on the core values of the organization, focused not only on t

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Boivin, Geneviève, Boris H. J. M. Brummans, and James R. Barker. "The Institutionalization of CCO Scholarship: Trends from 2000 to 2015." Management Communication Quarterly 31, no. 3 (2017): 331–55. http://dx.doi.org/10.1177/0893318916687396.

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This article presents an empirical analysis of the communicative constitution of organization (CCO) literature to demonstrate how, and to what extent, CCO scholarship is becoming established within organizational communication studies and related fields. We assess the trajectory of CCO research from 2000 to 2015 and, via the application of a neo-institutional perspective, show that CCO scholarship is gaining legitimacy within organizational communication and is becoming increasingly recognized in fields such as management and organization studies, although it has not focused extensively on for

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Kalicanin, Djordje. "Balanced scorecard i strategijski fokusirana organizacija - okvir za uspesnu operacionalizaciju strategije i njenu implementaciju u informatickoj eri." Ekonomski anali 44, no. 158 (2003): 169–88. http://dx.doi.org/10.2298/eka0358169k.

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The main problem of strategic management is not strategy formulation, but its implementation. A basic reason for this state is strategy not-focused organization. Balanced Scorecard is a framework that enables strategy to be translated into operational terms, organization to be aligned with the strategy, strategy to be everyone's everyday job a continual process. Such popularity of Balanced Scorecard has arisen from these results of successful world's firms.

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De Oliveira, Samir Adamoglu, Kleber Cuissi Canuto, and Fabricio Baron Mussi. "Praxis and its mediators in ‘Strategy as Practice’: the role of technology use consolidating the strategizing." REBRAE 8, no. 2 (2015): 138. http://dx.doi.org/10.7213/rebrae.08.002.ao02.

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Despite claims for more qualitative and quantitative approximations between fundamental areas of Organization Studies, so to unlock its explanatory potentials, there are still some theoretical gaps that hold such integrations back. An example regards Strategy and Technology themes, when the following question is considered: what is the role of technology use in the strategizing? Motivated by this issue, the essay aims at developing an analysis focused on the strategic purposes of the empirical studies conducted and portrayed by Orlikowski (1992) and Schultze and Orlikowski (2004), attempting t

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Safari, Mohammad, and Mahdi Zamani Mazdeh. "A Conceptual Framework of Strategy Cascading in the Mission-Based Organizations: A State-of-the-Art Review and Practical Template." International Letters of Social and Humanistic Sciences 83 (August 2018): 1–10. http://dx.doi.org/10.18052/www.scipress.com/ilshs.83.1.

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What matters in strategic management for the organization and can move the organization forward, is translating the strategies developed in the strategic planning phase into the operational program in the implementation phase. In other words, cascading the strategic plan into a form of an operational program is a key to organizational success. Strategic success will be achieved if the right strategies are cascaded in the organization rightly. The purpose of this research is to provide a framework for the strategic plan cascading into steps and an operational process to facilitate its implement

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Lewin, Arie Y., and George P. Huber. "Organization Design: Introduction to the Focused Issue." Management Science 32, no. 5 (1986): 513. http://dx.doi.org/10.1287/mnsc.32.5.513.

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Breu, Karin, Christopher J. Hemingway, Mark Strathern, and David Bridger. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology 17, no. 1 (2002): 21–31. http://dx.doi.org/10.1080/02683960110132070.

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The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previous agility research has focused overly on the organization, paying scant attention to the workforce. This paper addresses a significant gap in agility research by reporting on the first empirical study to examine how the pressures of organizational agility impact upon the workforce. Survey evidence from 515 UK organizations is used for eliciting an initial indicator of workforce agility. The data sug

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Ramachandran, K., T. P. Devarajan, and Sougata Ray. "Corporate Entrepreneurship: How?" Vikalpa: The Journal for Decision Makers 31, no. 1 (2006): 85–97. http://dx.doi.org/10.1177/0256090920060107.

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Most organizations find that their ability to identify and innovatively exploit opportunities decreases as they move from the entrepreneurial to the growth phase. However, the key to success in the highly competitive and dynamic environment that most companies presently operate in is to retain this ability. Therefore, companies need to adopt an entrepreneurial strategy — seeking competitive advantage through continuous innovation to effectively exploit identified opportunities — in order to sustain and grow under such circumstances. For such a strategy to succeed, companies should develop an e

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Ivanova, Natalia, and Anna Klimova. "IDENTITY FOCUSED ADAPTATION OF NEWCOMERS IN ORGANIZATIONS: RESOURSE FOR PERSONNEL MANAGEMENT." DIEM: Dubrovnik International Economic Meeting 6, no. 1 (2021): 89–97. http://dx.doi.org/10.17818/diem/2021/1.9.

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The report addresses the issue of adaptation of newcomers in organizations. This problem is very important now in business and public organizations according to the problem of labor productivity, staff turnover, corporate culture etc. In spite of obvious importance of the adaptation in organization, the studies of this problem require new approaches and methods. Mechanisms are explored that help to retain the staff in organization and to create a desire to continue its activities in this organization. The research is implemented to the framework of the business-psychological approach (S Benton

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Viswanathan, Bharathan, Philip Thomas, Ananthraman Pichai, and Naseer Khan. "Balanced score-card to create a strategy focused organization at DUBAL, UAE." International Journal of Basic and Applied Sciences 3, no. 4 (2014): 426. http://dx.doi.org/10.14419/ijbas.v3i4.3444.

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Gold, Robert S. "The strategy-focused IT organization: A ten-year track record of success." Global Business and Organizational Excellence 31, no. 3 (2012): 41–57. http://dx.doi.org/10.1002/joe.21423.

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Braithwaite, Jeffrey. "Organizational Change, Patient-Focused Care: An Australian Perspective." Health Services Management Research 8, no. 3 (1995): 172–85. http://dx.doi.org/10.1177/095148489500800303.

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Hospitals throughout the world are attempting to improve organizational performance through a variety of means. The focus in this paper is on a leading teaching hospital in Australia for a review of current management strategy. In a time of shrinking resources, management adopted a multi-faceted change management program including restructuring the organization, becoming more patient-focused via a product-line management approach and emphasising efficiency and cost-reduction measures. The next stage in management thinking is to place greater emphasis on patient-focused care. It is concluded th

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Rao, M. S. "Strategies for chief executives to build the organizations of the future." Strategic HR Review 19, no. 1 (2020): 28–31. http://dx.doi.org/10.1108/shr-09-2019-0077.

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Purpose The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future. Design/methodology/approach It illustrates with examples of global companies including Blockbuster, Nokia, Kodak and Sears that failed to embrace change while Google, Amazon, Apple and Facebook succeeded in reinventing. It draws a blueprint for CEOs to build organizations in the future. Findings It implores to plan for multiple and emerging visions of the future using a scenario approach. It concludes that CEOs must predict

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Kwadade-Cudjoe, Francis. "Organizational strategic marketing management: Critical analysis of the marketing strategies / practices currently employed by the Water Resources Commission, Ghana, indicating challenges and opportunities." Archives of Business Research 9, no. 3 (2021): 140–56. http://dx.doi.org/10.14738/abr.93.9844.

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Strategic marketing management is the implementation of an organization’s marketing mission through focused processes to get the most out of existing marketing plan and to identify target customers. Again, it is to help the discovery of other marketing opportunities for the organization to transform plans into reality. The marketing plan should outline the marketing strategy of the organization for the coming year, quarter or month. A typical business marketing plan should include: overview of the marketing and advertising goals, description of the current marketing position, timeline of when

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Buttiens, Dorien, and Annie Hondeghem. "Strategic choices regarding talent management in the Flemish public sector." Society and Economy 37, no. 1 (2015): 49–72. http://dx.doi.org/10.1556/socec.37.2015.1.3.

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In the past decade, talent management (TM) research has mainly focused on (large) organizations in a for-profit context. From this, it has been established that it is important to apply a contingency perspective since ‘organizations develop talent systems which reflect particular organizational objectives in the context of the strategic constraints which they face’ (Vaiman & Collings 2013). Furthermore, Vaiman & Collings (2013) state that future research thus should aim to connect the talent management policy of an organization to the corporate culture and business strategy. In additio

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Gibson, David R. "Mindset First, Strategy Second: Finding the Savings and Performance in Changing Culture." Military Medicine 185, Supplement_3 (2020): 17–24. http://dx.doi.org/10.1093/milmed/usaa190.

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ABSTRACT Resolving major challenges for health care organizations is a constant challenge. Each military service provides its leaders with superb education and training to lead the constant needs and changes of the mission requirements. The primary trap we leaders may fall into, though, is when we mistake our own expertise and perspectives as the solutions to our organizational challenges. To fully unleash the potential of our people and organizations, we must be deliberate in setting a culture that leverages all the diversity within our organization. At the Carl R. Darnall Army Medical Center

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De Waele, Aurélie, An-Sofie Claeys, and Verolien Cauberghe. "The Organizational Voice." Communication Research 46, no. 7 (2017): 1026–49. http://dx.doi.org/10.1177/0093650217692911.

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Research on crisis communication has mainly focused on verbal aspects of organizational responses. However, the nonverbal cues of the organizational spokesperson communicating about the crisis may also influence stakeholders’ perceptions. This study examines the impact of two vocal cues, voice pitch and speech rate. In addition, the study examines how these cues affect perceptions of organizations depending on the message’s verbal content. A 2 (voice pitch: low vs. high) × 2 (speech rate: slow vs. fast) × 2 (crisis response strategy: deny vs. rebuild) between-subjects experimental design was c

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Glushakova, O. V., O. P. Chernikova, and S. A. Strekalova. "How to estimate the effectiveness of corporate strategy execution." Economic Analysis: Theory and Practice 19, no. 2 (2020): 341–58. http://dx.doi.org/10.24891/ea.19.2.341.

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Subject. The article considers methods to evaluate the performance of commercial organizations, taking into account sectoral specificity and environmental factors. Objectives. The purpose of the study is to test the developed methodological tools that are focused on evaluating the effectiveness of corporate strategy implementation, using the case of commercial organizations operating in the iron and steel industry. Methods. We employ the process approach, benchmarking methods, gap analysis, sets of key indicators of effectiveness of functional strategies execution. Results. We performed integr

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Strauss, Karoline, and Sharon K. Parker. "Intervening to Enhance Proactivity in Organizations: Improving the Present or Changing the Future." Journal of Management 44, no. 3 (2015): 1250–78. http://dx.doi.org/10.1177/0149206315602531.

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A growing body of evidence has linked proactivity at work to positive outcomes. Yet little research to date has investigated whether employees’ proactive behavior in organizations can be facilitated through training and development. Nor has research considered which variables shape employees’ responses to such interventions. We investigate the effects on proactivity of two theoretically distinct training and development interventions in a randomized field experiment with police officers and police support staff ( N = 112). We hypothesized that a problem-focused intervention, which made discrep

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Gelb, Betsy D., and Teri Elkins Longacre. "Choosing to retire: how companies can support and respect the decision better." Journal of Business Strategy 37, no. 2 (2016): 36–41. http://dx.doi.org/10.1108/jbs-01-2015-0005.

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Purpose Organizational leaders understandably seek to match their workforce to the organization’s strategic focus. However, they may find their ability to do so thwarted by reluctance to retire, even by those financially able to do so, based on the stigma that retirement means “old” and “out to pasture.” The purpose of this paper is to learn what can be done to overcome that possible barrier to implementing a strategic direction. Design/methodology/approach The authors interviewed 12 human resources executives across the USA concerning the challenge of reducing the stigma associated with retir

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Taneja, Sonia, Scott S. Sewell, and Randall Y. Odom. "A culture of employee engagement: a strategic perspective for global managers." Journal of Business Strategy 36, no. 3 (2015): 46–56. http://dx.doi.org/10.1108/jbs-06-2014-0062.

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Purpose – The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace. Design/methodology/approach – The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations. Findings – Employee engagement should be viewed

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Brown, Andrew D. "Identities in Organization Studies." Organization Studies 40, no. 1 (2018): 7–22. http://dx.doi.org/10.1177/0170840618765014.

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Identities scholarship, in particular that focused on self-identities, has burgeoned in recent years. With dozens of papers on identities in organizations published in this journal by a substantial community, doubtless with more to come, now is an appropriate juncture to reflect on extant scholarship and its future prospects. I highlight three key strands of self-identities research in Organization Studies with particular reference to six articles collected in the associated Perspectives issue of this journal. In reviewing the contribution that work published in Organization Studies has made t

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Kusnendi, Kusnendi, Askolani Askolani, and Annisa Ciptagustia. "MODEL OF HIGHER EDUCATION PERFORMANCE BASED ON TOTAL QUALITY HUMAN RESOURCE MANAGEMENT (TQHRM) AND KNOWLEDGE STRATEGY." International Journal of Business Review (The Jobs Review) 1, no. 2 (2018): 137–44. http://dx.doi.org/10.17509/tjr.v1i2.14205.

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Universities are organizations with inputs and outputs in the form of human resources so that in achieving quality graduates required quality input. By improving the quality of lecturers and educational staff is a quick way to improve the quality of graduates. In addition, in the process of transformation, organizational support is needed through an organization-focused culture of knowledge. In this case, colleges are trying to optimize what they have to determine the right strategy. Based on our previous research results the commitment of human resources is the factor that most influence the

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Denning, Stephen. "The ten stages of the Agile transformation journey." Strategy & Leadership 47, no. 1 (2019): 3–10. http://dx.doi.org/10.1108/sl-11-2018-0109.

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Purpose Soon leaders in many top-down managed organization may face the necessity of undertaking a company-wide Agile transformation.First adopted by digital innovation teams, the Agile mindset is spreading to middle management operations and top level leadership initiatives in many established organizations. Design/methodology/approach A guide to the ten stages of implementing an Agile mindset and practices through out an organization are detailed. Findings For traditionally managed hierarchical organizations, the transformation will include radical shifts in power, attitudes, values, mindset

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Smith, Kane J., and Gurpreet Dhillon. "Assessing blockchain potential for improving the cybersecurity of financial transactions." Managerial Finance 46, no. 6 (2019): 833–48. http://dx.doi.org/10.1108/mf-06-2019-0314.

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Purpose Blockchain holds promise as a potential solution to the problem of cybersecurity in financial transactions. However, difficulty exists for both the industry and organizations in assessing this potential solution. Hence, it is important to understand how organizations in the financial sector can address these concerns by exploring blockchain implementation for financial transactions in the context of cybersecurity. To do this, the problem question is threefold: first, what objectives are important based on the strategic values of an organization for evaluating cybersecurity to improve t

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Mukhametzyanova, Flera Gabdulbarovna, Aleksandr Vladimirovich Morozov, Ramil Ravilovich Khayrutdinov, Yulia Mikhailovna Fedorchuk, and Rita Rinatovna Aminova. "Modern Development Strategy of Russian Education." International Journal of Higher Education 9, no. 8 (2020): 72. http://dx.doi.org/10.5430/ijhe.v9n8p72.

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In this paper, it was tried to consider the current state of normative support for the development of strategic planning documents in the field of Russian education. The strategy for the development of education (DoE), as an industry document of strategic planning, has not been adopted in the Russian Federation (RF) to date. The article attempts to generalize the developments in this area, considers several international documents and projects of strategies for the development of Russian education (DRE), national strategies focused on them. The analysis of regional strategy for the DoE, which

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Jones, Sarah E. "Negotiating Transgender Identity at Work: A Movement to Theorize a Transgender Standpoint Epistemology." Management Communication Quarterly 34, no. 2 (2020): 251–78. http://dx.doi.org/10.1177/0893318919898170.

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The status of transgender rights presents a national crisis, and organizational communication scholars must mobilize activist scholarship in which the “T” in “LGBT” (lesbian, gay, bisexual, and transgender) matters in the argument presented and changes proposed. The purpose of this study was (a) to acknowledge transgender members as worthy of focused organizational study and (b) to theorize a transgender standpoint epistemology in an organizational context—an epistemology rooted in a standpoint marginalized at the societal level, within the LGBT community, and in communication scholarship. I d

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Cheng, Chia-Yi, and Tzu-Ping Ho. "Financial services and ethical hazards: antecedents of repeated ethical violation." European Journal of Marketing 53, no. 4 (2019): 758–84. http://dx.doi.org/10.1108/ejm-05-2017-0345.

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Purpose Prior studies have extensively explored individual examples of unethical behavior in sales organizations but focused little on repeated violation (RV) of ethical codes, particularly when managers develop salesforces. Based on social learning theory (SLT), the authors propose a multilevel model of RV antecedents and suggest that organizational influence (social cues and modeling) and individual factors (observer characteristics and behavioral outcomes) affect RV, especially with increasing recruitment of salespeople. Design/methodology/approach Using data from a leading financial compan

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Denning, Stephen. "Post-bureaucratic management goes global." Strategy & Leadership 47, no. 2 (2019): 19–24. http://dx.doi.org/10.1108/sl-01-2019-0009.

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Purpose The article reports on anti-hierarchical approaches to managing work outside the U.S. and independent of software development as evidenced in presentations at the November Drucker Forum by the French group, Vinci and the Chinese group, Haier. Design/methodology/approach The article looks at how radical innovations in organization structure, management processes and mindsets are being adopted by companies seeking the rapid-paced, customer-focused continuous innovation needed to survive in today’s dynamic marketplaces. These approaches are spreading throughout many established organizati

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Sha, Xiqing, Jing (Elaine) Chen, and Say Yen Teoh. "The dynamics of IT-business strategic alignment: evidence from healthcare information systems implementation." Information Technology & People 33, no. 5 (2020): 1465–88. http://dx.doi.org/10.1108/itp-08-2019-0414.

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PurposeThis study intends to reveal how to manage the dynamic process of information technology business (IT-business) strategic alignment; managing this alignment is an unknown yet critical issue that must be addressed by any firm trying to unleash the business value of their IT investments.Design/methodology/approachThis study presents our case study of a healthcare organization after healthcare information systems (HIS) implementation and investigates the strategic alignment between the implemented HIS and the organizational strategy from a dynamic perspective.FindingsTwo different patterns

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Aenatul Khoria, Nur. "Manajemen Pengorganisasian Dakwah : Strategi Lembaga Dakwah MWC NU Kaliwungu dalam Mengatasi Tantangan Globalisasi." Journal of Islamic Management 1, no. 2 (2021): 109–23. http://dx.doi.org/10.15642/jim.v1i2.554.

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   This study aims to determine the management of the da'wah organization at MWC NU Kaliwungu and the strategy of the NU da'wah institution in overcoming the challenges of globalization. This study uses a da'wah science approach that focuses on the management principles of the da'wah organization. The data collection was obtained through an interview and library process that utilized reference sources in the form of books, journals, and other articles, both printed and online. Data analysis followed the Miles and Huberman model. The results of this study indicate that: First,

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Król, Małgorzata. "Retention Versus Employment Flexibility (Strategic and Culturally Determinants)." Kwartalnik Ekonomistów i Menedżerów 23, no. 1 (2012): 24–43. http://dx.doi.org/10.5604/01.3001.0009.5768.

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This article presents the problems of employment retention and flexibility. Organizations are mainly focused on employees who have high and rare competences. Retention is typical for this group of workers so they get contracts for an unspecified time (typical form of employment). On the contrary flexibility is typical for workers with low and easy available competences. Hence, they usually get limited time contracts. The models of employment can be also matched with the retention and flexibility. Permanent job and retention of workers are typical for traditional model of employment. In flexibl

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Simonsson, Charlotte, and Mats Heide. "How focusing positively on errors can help organizations become more communicative." Journal of Communication Management 22, no. 2 (2018): 179–96. http://dx.doi.org/10.1108/jcom-04-2017-0044.

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Purpose The purpose of this paper is to gain new knowledge of how organizational errors can be used to early detect signals of impending crises and thereby develop internal crisis communication. Three communication processes – organizational culture, leadership and learning – that are particularly important for the development of internal crisis communication are focused. The paper also discusses what kind of learning error management supports, and suggests how crisis communication as a practice can be developed. The thesis is that intensified work of improving internal crisis communication is

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Brui, Oksana. "Implementation of strategic management based on the balanced scorecard in a university library." Library Management 39, no. 8/9 (2018): 530–40. http://dx.doi.org/10.1108/lm-09-2017-0086.

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Purpose The purpose of this paper is to present a case study of implementing strategic management as a process based on balanced scorecard (BSC) in the university library – G. Denysenko Scientific and Technical Library of the National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute” (KPI Library). Design/methodology/approach The author is regarding the features of all the strategic management implementation stages: strategic analysis, formulation of strategic ideas (vision, values and mission), the strategy definition and development, strategy implementation and reali

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Heinzen, Daiane Aparecida de Melo, Carlos Ricardo Rossetto, and José Roberto Altoff. "Identification and Categorization of the Stakeholders from an Organization of the Third Sector." Revista Ibero-Americana de Estratégia 12, no. 1 (2013): 154–80. http://dx.doi.org/10.5585/ijsm.v12i1.1938.

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The current article aims at identifying which are the most relevant stakeholders that a NonGovernmental Organization understands as active on its connections net, as well as identifying the type of influence that these actors practice over the Organization. It is about a quantitative and descriptive research, where it has been used the case study strategy with focused interview. The data collection was carried on through a focused interview. The article presents a group of fifteen potential stakeholders of the organization, classifies each of these actors according to its influence over the or

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PROKOPCHUK, Alona, and Lidiia KOSTYRKO. "The formation of the investment strategy of agricultural enterprises." Economics. Finances. Law, no. 11/2 (November 21, 2019): 13–16. http://dx.doi.org/10.37634/efp.2019.11(2).3.

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By and large, investments provide the mechanism needed to finance, develop and grow the economy. In all developed countries the agricultural economy enjoys state support. Investors consider the current state of the investment climate in Ukraine as unsatisfactory. There are a number of factors: a sharp reduction in government funding, the absence of an efficient credit system, a tight tax policy. Credit and banking organizations also do not want to finance in the agricultural sector, as there are risks. Basically, businesses rely only on their own funds. In this article, we will reveal the prer

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Dodd, Melissa Dawn. "Intangible resource management: social capital theory development for public relations." Journal of Communication Management 20, no. 4 (2016): 289–311. http://dx.doi.org/10.1108/jcom-12-2015-0095.

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Purpose The purpose of this paper is to conceptualize a meso-level (organizational) social capital theoretical approach to public relations. A theory and conceptualization of social capital as a resource- and exchange-based function of public relations is proposed. Here it is argued that public relations professionals serve as the managers of intangible resources on behalf of organizations. These intangibles serve as social capital for organizations and are managed through strategic, goal-directed communication behaviors. Social capital is conceptualized alongside other forms of capital that c

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Bentley, Joshua M. "What Counts as an Apology? Exploring Stakeholder Perceptions in a Hypothetical Organizational Crisis." Management Communication Quarterly 32, no. 2 (2017): 202–32. http://dx.doi.org/10.1177/0893318917722635.

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Many scholars have studied the role of organizational apologies in crisis communication, but they have defined and operationalized apologies inconsistently. This study uses a grounded theory approach to explore what constitutes an effective organizational apology from the perspective of organizational stakeholders. One hundred participants were asked to imagine being the victims of a data breach at an online retailer and to write the kind of apology they would like to receive from the organization. One hundred more participants were asked to write suggestion lists for how the organization coul

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Jonkers, Ralph, Ronald van Rossum, and Gilbert Silvius. "The Relationship between Information Systems Strategy and the Perception of Project Success." International Journal of Information Technology Project Management 6, no. 1 (2015): 1–25. http://dx.doi.org/10.4018/ijitpm.2015010101.

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This article reports an explorative study on the relationship between Information Systems Strategy and the Perception of Project Success. The authors built upon the theoretical foundations of prior research and constructed their conceptual research model from literature. The authors' study defines IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. The authors operationalize project success by grouping six project success criteria into process-orientation and outcome-orientation. The authors use a quantitative and conclusive descriptive d

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