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Articles de revues sur le sujet « Strategic implementation »

Auteur : Grafiati

Publié le 4 juin 2021

Mis à jour le 25 juillet 2025

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1

Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman e

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Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship betw

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Paisittanand, Sineenad, L. A. Digman, and Sang M. Lee. "Strategic Implementation Effectiveness." International Journal of Strategic Information Technology and Applications 1, no. 2 (2010): 55–81. http://dx.doi.org/10.4018/jsita.2010040104.

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The creation and the use of knowledge have been regarded as important issues for management. A wide range of studies have investigated this topic during the last decade. Notwithstanding these contributions, little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy implementation literature, two aspects of knowledge capabilities in an organization and their effect on strategy implementation effectiveness are investigated; knowledge process capabilities (KPC) and knowledge infrastr

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Sisle, Mitch. "Strategic Plan Implementation Begins." SIMULATION 61, no. 4 (1993): 256. http://dx.doi.org/10.1177/003754979306100408.

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Bergadaà, Michelle. "Strategic Decisions and Implementation." Journal of Business Research 45, no. 2 (1999): 211–20. http://dx.doi.org/10.1016/s0148-2963(97)00225-7.

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Vayyavur, Raj. "Strategic PMO Implementation for Organizational Excellence." International Journal of Science and Research (IJSR) 9, no. 1 (2020): 1959–62. http://dx.doi.org/10.21275/sr24820053220.

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Mišanková, Mária, and Katarína Kočišová. "Strategic Implementation as a Part of Strategic Management." Procedia - Social and Behavioral Sciences 110 (January 2014): 861–70. http://dx.doi.org/10.1016/j.sbspro.2013.12.931.

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M Arief Rahman, Alem Pameli, Maivi Kusnandar, Egga Asoka, and Yulia Hapsari. "Analisis Penerapan Manajemen Strategik dan Pengaruhnya Terhadap Kinerja Pegawai di UPTD BTIKP Disdik Sumsel." Journal of Indonesian Economic Research 1, no. 2 (2023): 75–81. http://dx.doi.org/10.61105/jier.v1i2.67.

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Strategic management is crucial in the Regional Technical Implementation Unit of the Education Communication Information Technology Centre (UPTD BTIKP) of South Sumatra Disdik, given technological changes and demands for quality education services. This study was conducted using a qualitative method with objects in UPTD BTIKP highlighting the implementation of strategic management, identifying challenges in its integration into daily practice. The analysis shows a significant positive impact on employee performance through active involvement in strategy formulation and implementation. Recommen

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Nurfadillah, Ni'mah, Ahmad Sarbini, and Herman Herman. "Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah." Tadbir: Jurnal Manajemen Dakwah 4, no. 2 (2019): 115–32. http://dx.doi.org/10.15575/tadbir.v4i2.1827.

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ABSTRAK Penelitian ini bertujuan untuk mengetahui manajemen strategik Bimbingan Manasik Haji KBIH Masjid Raya Bandung melalui tahapan perumusan strategi, pelaksanaan strategi dan evaluasi strategi untuk meningkatkan kualitas jemaah calon haji. Agar didapatkan data yang valid penelitian ini menggunakan metode deskriptif dengan teknik pengumpulan data wawancara, observasi, dan analisis dokumen. Hasil penelitian menunjukkan bahwa manajemen strategik Bimbingan Manasik Haji di KBIH Masjid Raya Bandung yaitu melakukan pengembangan visi, misi dan tujuan untuk menjadikan jemaah haji yang mandiri

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Latifah, Erlin, Yusuf Zaenal Abidin, and Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat." Tadbir: Jurnal Manajemen Dakwah 2, no. 1 (2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.

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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan t

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Rapert, Molly Inhofe, Anne Velliquette, and Judith A. Garretson. "The strategic implementation process: evoking strategic consensus through communication." Journal of Business Research 55, no. 4 (2002): 301–10. http://dx.doi.org/10.1016/s0148-2963(00)00157-0.

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Ali, Albadri Albaloula, and Abdulrahman Saleh Aldogiher. "Developing effective strategic communication for sustainable strategic implementation performance." International Journal of Innovative Research and Scientific Studies 8, no. 2 (2025): 3744–50. https://doi.org/10.53894/ijirss.v8i2.6104.

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The study’s objective is to examine strategy communication (SC) issues during the strategy implementation (SI) process and how to set up effective SC for sustainable implementation performance. The methodology is based on a review of the literature and an examination of related studies that have addressed the impact of SC on SI. The study found that SC is one of the top ten factors that influence SI, either positively or negatively. Some research emphasized communication and its elements as an individual factor, while others attributed the impact to communication characteristics. Also, the maj

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Graham, Lou, and Lance B. Eliot. "Strategic Tips for Case Implementation." Information Systems Management 13, no. 2 (1996): 86–88. http://dx.doi.org/10.1080/10580539608906994.

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Ekowati, Dian. "Pengaruh Implementasi Quality Management System ISO 9001:2000 terhadap Kinerja Rumah Sakit Duren Sawit." Kesmas: National Public Health Journal 2, no. 3 (2007): 127. http://dx.doi.org/10.21109/kesmas.v2i3.268.

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Upaya organisasi meningkatkan produksi jasa pelayanan kesehatan melalui implementasi Quality Management System ISO 9001:2000 secara sistematis, menyeluruh dan sinambung seharusnya mampu menampilkan kinerja yang efektif dan efisien. Penelitian ini bertujuan untuk memperoleh gambaran mengenai peran implementasi QMS ISO 9001:2000 terhadap kinerja Rumah Sakit Duren Sawit yang akan diukur melalui pendekatan kerangka strategis Balanced Scorecard serta identifikasi kesenjangan dalam organisasi untuk menganalisis kesiapan implementasi manajemen strategis Balanced Scorecard di Rumah Sakit Duren Sawit.

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Harafonova, O. I., and R. V. Yankovoi. "IMPLEMENTATION OF STRATEGIC ALTERNATIVES AND STRATEGIES FOR CHANGES TO ENTERPRISES UNDER CRISIS CONDITIONS." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 57–60. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-57-60.

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Teguh Widayanto, Mutinda, Dedi Joko Hermawan, Junaidi, and Mohammad Natsir. "Implementasi Manajemen Strategik dan Hubungannya Dengan Keberlangsungan (Going Concern) Usaha." SKETSA BISNIS 7, no. 2 (2020): 72–83. http://dx.doi.org/10.35891/jsb.v7i2.2306.

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This research analyze how far The Micro, Small and Medium Enterprises (MSME) implement Strategic Management in their business and to examine the relationship between Strategic Management Implementation and Business Going Concern. The population is the MSMEs in Probolinggo Regency, and the sample selection uses purposive sampling. The Hypothesis Testing is to see the relationship between Strategic Management Implementation and Going Concern using the Structural Equation Model (SEM) approach based on Partial Least Square (PLS). The results show that the level of Strategic Management Implementati

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Kurniawan, Asep, A. Bachrun Rifa'i, and Arif Rahman. "Manajemen Strategik Pondok Pesantren dalam Pengkaderan Da’i Berkualitas." Tadbir: Jurnal Manajemen Dakwah 1, no. 1 (2016): 51–68. http://dx.doi.org/10.15575/tadbir.v1i1.127.

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Penelitian ini menjelaskan manajemen strategik (formulasi, implementasi serta evaluasi strategi) pada Pondok Pesantren Terpadu Darussyifa Al-fitroh dalam rangka menyiapkan kader da’i yang berkualitas. Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara. Penelitian ini menemukan bahwa keputusan strategi Pondok Pesantren Terpadu Darussyifa Al-fitroh adalah mendukung kebijakan pertumbuhan yang agresif yang diformulasikan dalam strategi utama berupa pertumbuhan terkonsentrasi, berdasark

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ARROMAL, M. FARIS, and MUH HANIF. "IMPLEMENTASI MANAJEMEN STRATEGI UNTUK PENINGKATAN MUTU PENDIDIKAN DI MAN 2 BREBES." TEACHING : Jurnal Inovasi Keguruan dan Ilmu Pendidikan 4, no. 2 (2024): 65–75. http://dx.doi.org/10.51878/teaching.v4i2.2967.

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This study aims to provide an overview of how the implementation of strategic management in order to improve the quality of education in one of the educational institutions, namely in MAN 2 Brebes. The research method used is qualitative with data collection techniques of interviews with principals, teachers, students, and parents, direct observation of the learning process and interaction in the school environment, and study documentation. The results showed that school principals play a crucial role in formulating visions, developing strategies, and motivating school residents to achieve edu

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Agustina, Rubhan Masykur, Eti Hadiati, and Koderi. "Manajemen Strategis dalam Penerapan ISO 21001:2018 di Madrasah." Peradaban Journal of Interdisciplinary Educational Research 2, no. 1 (2024): 55–72. http://dx.doi.org/10.59001/pjier.v2i1.151.

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Madrasah in Indonesia often face challenges in improving the quality of education, especially regarding management, curriculum, teacher quality, and community participation. The ISO 21001:2018 standard is important as it can help madrasah improve the quality of educational management and provide the best services for students. This article highlights the importance of strategic management in the implementation of this standard, clarifying strategic management steps such as environmental analysis, strategy formulation, strategy implementation, and strategy evaluation that can be applied in the

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Maulida, Tarita. "KEPEMIMPINAN TRANSAKSIONAL, PENGAMBILAN KEPUTUSAN DAN IMPLEMENTASI RENCANA STRATEGIS." Jurnal Administrasi Pendidikan 14, no. 1 (2017): 141–53. http://dx.doi.org/10.17509/jap.v24i1.6524.

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Implementasi rencana strategis merupakan tahap paling sulit karena merupakan proses berbagai strategi dan kebijakan berubah menjadi tindakan melalui pengembangan program, anggaran dan prosedur sehingga diperlukan sumber daya yang baik. Hasil penelitian menunjukan bahwa kepemimpinan transaksional yang diikuti dengan kemampuan pengambilan keputusan yang baik berpengaruh positif dan efektif terhadap implementasi rencana strategis. Kondisi tersebut dimungkinkan karena kepala sekolah transaksional mampu melaksanakan pengambilan keputusan dengan baik mengenai siapa yang akan melaksanakan, apa yang h

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정은정. "The role of strategic human resource development in strategic implementation of strategic management." Korean Journal of Human Resource Development Quarterly 15, no. 3 (2013): 1–27. http://dx.doi.org/10.18211/kjhrdq.2013.15.3.001.

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Riungu, Festus Kinyua, Thomas A. Senaji, and Hellen Nkirote Mugambi. "Strategy Implementation." Africa Journal of Technical and Vocational Education and Training 4, no. 1 (2019): 197–208. https://doi.org/10.69641/afritvet.2019.4194.

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Education plays a critical role in ensuring the survival of any nation in the global economic setup leading to emphasis on quality outcomes of education. Strategic management practice is a very critical factor for any organizationâ€™s survival in the modern competitive operating environment. The purpose of the study was to establish whether schools adopt strategic management practices and their influence on competitive academic performance. Strategic management practices were decomposed into specific objectives of environmental scanning, strategy formulation, strategy implementation and strate

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Welch, Teresa D., and Todd B. Smith. "Strategic Planning." Nursing Administration Quarterly 47, no. 4 (2023): 283–88. http://dx.doi.org/10.1097/naq.0000000000000597.

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Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an or

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Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (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 st

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Alotaibi, Nood Salem, and Nadia A. Abdelmegeed Abdelwahed. "Strategic Behaviours In Municipal Decision-Making: A Strategic Approach." Journal of Law and Sustainable Development 11, no. 12 (2023): e2321. http://dx.doi.org/10.55908/sdgs.v11i12.2321.

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Purpose: The present study explores an effective strategy implementation in the municipality of Saudi Arabia. The study also recognizes the mediating effect of planning success in the study. Design/Methodology/ Approach: The researchers conducted the study using quantitative methods, which applied the survey questionnaire to get responses from management-level employees working in the municipality Eastern Province Region of Saudi Arabia. Finally, the analysis utilized 274 samples to conclude it. Findings: Using SEM through AMOS, the study's outcomes significantly affect strategic behaviours, r

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Nirmayanthi, Andi, Mohammad Ali Fadlalla Abdalla, Mardhiah Hasan, and St Syamsudduha. "Implementasi Manajemen Strategik Berbasis Sekolah." Cognoscere: Jurnal Komunikasi dan Media Pendidikan 2, no. 3 (2024): 1–10. http://dx.doi.org/10.61292/cognoscere.214.

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The implementation of School-Based Strategic Management (SBMS) aims to improve the quality of education through granting greater autonomy to schools. The implementation of SBM involves all stakeholders in the decision-making process, including the principal, teachers, students, parents and the community. This strategy focuses on managing school resources based on local potential and needs and emphasizes the active participation of all stakeholders. The strategic management process of SBM includes the formulation, implementation and evaluation of strategies that are tailored to school condition

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Hasanudin, Hasanudin, Dadang Kusnawan, and Dewi Sadiah. "Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter." Tadbir: Jurnal Manajemen Dakwah 4, no. 3 (2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.

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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen st

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Chysara, Daris Iqbal, Carni Trisnawati, and Aida Karimah PS. "The Implementation of Strategic Management in The Wilayatul Hisbah Institution in Enforcing Islamic Sharia." Islam Transformatif : Journal of Islamic Studies 8, no. 1 (2024): 90–104. https://doi.org/10.30983/it.v8i1.7986.

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Abstract Aceh is a region that has the authority to regulate and implement Sharia by-law as a local government. The Islamic Sharia in Aceh is carried out by the Wilayatul Hisbah institution as a special authority that ensures the implementation of Islamic Sharia as it should be. As a government institution, Wilayatul Hisbah itself applies organizational management, particularly in strategy. This study aims to find out and understand how the formulation of the Wilayatul Hisbah strategy in Banda Aceh City in the Enforcement of Islamic Law, to know the implementation of the Wilayatul Hisbah strat

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EJOH, Ejiro, and Patrick A. OMOILE. "SHARED VALUES AND STRATEGIC IMPLEMENTATION SUCCESS." Journal of Public Administration, Finance and Law 29 (2023): 122–29. http://dx.doi.org/10.47743/jopafl-2023-29-11.

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In this seminar work, we delve into the critical relationship between shared values and the success of strategic implementation in organizations. We explore the significance of shared values as the core beliefs and principles that unite employees and stakeholders, contributing to successful strategic implementation. Furthermore, the paper examines the impact of shared values on strategic implementation outcomes and how they help achieve organizational strategic goals. Additionally, we outline effective strategies to cultivate a shared values culture within organizations, fostering an environme

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Ejoh, Ejiro, and Patrick A. Omoile. "Shared Values and Strategic Implementation Success." International Journal of Public Administration Studies 3, no. 2 (2024): 70. http://dx.doi.org/10.29103/ijpas.v3i2.13893.

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In this seminar work, we delve into the critical relationship between shared values and the success of strategic implementation in organizations. We explore the significance of shared values as the core beliefs and principles that unite employees and stakeholders, contributing to successful strategic implementation. Furthermore, the paper examines the impact of shared values on strategic implementation outcomes and how they help achieve organizational strategic goals. Additionally, we outline effective strategies to cultivate a shared values culture within organizations, fostering an environme

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Supriatna, Tjahya. "Implementasi Peraturan Pemerintah (PP) No. 43 Tahun 2014 Tentang Peraturan Pelaksanaan Undang-Undang(UU) No.6 Tahun 2014 Tentang Desa Di Kecamatan Losari Kabupaten Brebes Jawa Tengah." Jurnal Wahana Bina Pemerintahan 2, no. 2 (2015): 51–58. http://dx.doi.org/10.55745/jwbp.v2i2.20.

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The Implementation Policy Rural Number 6 year 2014 and Implementattion Regulatiion Rural Number 43 Year 2014 is reform to Govermental Regulation Rural Number 72 year 2005. In the implementatioin is needs of policy operational regulation and local regulation that Ministry of Home Affair, Governor and Regency. The Implementation Policy Rural Number 6 year 2014 and Implementation Regulation Rural Number 43 Year 2014 is have strategic policy and planning, socialization, empowering to aparatur of governmental hieracy and social institution in the regency, city, rural and urban in Indonesia. Manya s

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Yen, David C., H. Joseph Wen, Binshan Lin, and David C. Chou. "Groupware: a strategic analysis and implementation." Industrial Management & Data Systems 99, no. 2 (1999): 64–70. http://dx.doi.org/10.1108/02635579910243879.

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Ursell, Jan. "Strategic alliances: Formation, implementation and evolution." Long Range Planning 26, no. 2 (1993): 130–31. http://dx.doi.org/10.1016/0024-6301(93)90148-9.

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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.

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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling

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Rose, Kenneth H. "A Strategic-Oriented Implementation of Projects." Project Management Journal 45, no. 5 (2014): e4-e4. http://dx.doi.org/10.1002/pmj.21453.

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Tjandra, Ellysa, Ridi Ferdiana, and Sri Suning Kusumawardani. "Strategic implementation of outcome-based education." Contemporary Educational Researches Journal 14, no. 2 (2024): 120–32. http://dx.doi.org/10.18844/cerj.v14i2.9444.

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The paradigm of higher education in Indonesia is currently changing to Outcome-Based Education, which focuses on the curriculum's accomplishment of student outcomes. Measurement of the degree of learning accomplishment in a course requires the use of a learning outcome attainment method, and providing student skills achievement reports in programming courses is crucial to improving student success in computer science study programs. This study proposes a standardized learning outcome measurement technique to provide a comprehensive course learning outcome attainment with student skills categor

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Peter, Paul Kgatitsoe. "ENABLING FACTORS IN STRATEGIC PLAN IMPLEMENTATION: THE NORTH-WEST DEPARTMENT OF EDUCATION." Social Sciences and Education Research Review 10, no. 2 (2023): 212–22. https://doi.org/10.5281/zenodo.15254271.

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The strategic plan implementation challenges faced by the North West Department of Education were examined in this article. It listed and described the department's key strategy implementation factors. The effectiveness of these strategies was evaluated by the researcher using scholarly discourse, documentary analysis, and a qualitative survey. Tool performance was also looked at. The data was examined by Atlas/T17. Data was gathered through in-depth interviews and content analyses. The Okomus theory of strategy implementation was employed.

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Chenoy, Neville C., Mary Jean Morrison, and Donald R. Carlow. "A Process for Implementation of the Strategic Plan: From Strategic Planning toward Strategic Management." Healthcare Management Forum 4, no. 3 (1991): 20–26. http://dx.doi.org/10.1016/s0840-4704(10)61251-3.

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Eri Purwanti, Nurhadi Kusuma, and Ruly Nadian Sari. "IMPLEMENTASI MANAJEMEN STRATEGIS DALAM UPAYA PENINGKATAN MUTU PENDIDIKAN DI PONDOK PESANTREN." Jurnal Manajemen Pendidikan Islam Al-Idarah 3, no. 2 (2020): 85–92. http://dx.doi.org/10.54892/jmpialidarah.v3i2.39.

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Abstract The purpose of this study is to know the implementation of strategic management in an effort to improve the quality of education in Pondok Pesantren. This research use descriptive, analytic, qualitative method by using field study (field research) in data collection. From the results of research can be concluded: the implementation of strategic management in an effort to improve the quality of education in Pondok Pesantren, has been done well. Efforts to improve the quality of education in boarding schools increased and directed, because the implementation of strategic management made

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Muhamat Bakri, Sudadi. "MANAJEMEN STRATEGIK DALAM MEWUJUDKAN KUALITAS PENDIDIKAN DI MTs NEGERI 7 KEBUMEN." INSPIRASI (Jurnal Kajian dan Penelitian Pendidikan Islam) 6, no. 1 (2022): 38. http://dx.doi.org/10.61689/inspirasi.v6i1.317.

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Manajemen strategik memiliki peran urgen dalam peningkatan kualitas pendidikan. Penelitian ini bertujuan untuk mengetahui: (1) Bagaimana perencanaan strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (2) Bagaimana pelaksanaan manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen (3) Bagaimana evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen.Penelitian ini merupakan penelitian kualitatif deskriptif, data yang dikumpulkan melalui metode observasi, wawancara, dokumentasi, triangulasi, serta dianalisis dengan t

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O’Regan, Nicholas, and Abby Ghobadian. "Formal strategic planning." Business Process Management Journal 8, no. 5 (2002): 416–29. http://dx.doi.org/10.1108/14637150210449102.

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The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the b

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Garcia-Vidal, Gelmar, Alexander Sanchez-Rodriguez, Reyner Perez-Campdesuner, Rodobaldo Martinez-Vivar, and Laritza Guzman-Vilar. "Understanding the obstacles to successful strategic management implementation in Ecuadorian SMEs." Problems and Perspectives in Management 22, no. 3 (2024): 616–27. http://dx.doi.org/10.21511/ppm.22(3).2024.47.

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Despite full recognition of strategic management in the success of small and medium-sized enterprises (SMEs), little attention has been paid to the factors that contribute to the failure of its implementation in the Ecuadorian context. Therefore, the purpose of this study is to investigate the obstacles that hinder the successful implementation of strategic management in SMEs in Ecuador. A quantitative study approach was employed. The initial sample comprised 105 entrepreneurs, who were administered a checklist to evaluate the status of strategic planning implementation within their organizati

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Awaliah, Dewi, Arif Rahman, and Dadang Kuswana. "Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur." Tadbir: Jurnal Manajemen Dakwah 5, no. 4 (2020): 337–56. http://dx.doi.org/10.15575/tadbir.v5i4.2125.

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Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundatio

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Rajasekhara Reddy Syamagari. "Comprehensive Guide to SAP FICO Implementation: A Strategic Approach." International Journal of Scientific Research in Computer Science, Engineering and Information Technology 11, no. 1 (2025): 2018–25. https://doi.org/10.32628/cseit251112212.

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This article examines the strategic implementation of SAP FICO (Financial Accounting and Controlling) modules within enterprise resource planning systems, focusing on its evolution from basic Material Requirements Planning to sophisticated financial integration platforms. The article analyzes implementation frameworks across various organizational contexts, particularly emphasizing manufacturing sector applications. The article investigates critical success factors throughout different implementation phases, including project planning, system design, configuration, testing, data migration, tra

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Shukurov, Ibodullo Murodullaevich, Liliya Ilxomovna Achilova, R. Kim Aleksandr, Viktoriya Men, and Rustam Anvarkhujaev. "STRATEGIC MANAGEMENT IMPLEMENTATION PROCESS IN HEALTH CARE INSTITUTIONS." International conference on multidisciplinary science 1, no. 3 (2023): 32–37. https://doi.org/10.5281/zenodo.8417344.

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The concept of strategic management has been substantiated. The key tasks of strategic management of the state medical institution have been defined. The urgency of implementation of strategic management in public medical institutions has been proved. The structure of the strategic management process in the state clinical hospital has been substantiated. The main stages of implementing strategic management in a public hospital are described: the development of operational plans for the implementation of strategic goals is determined. The objectives and practical activities of the strategic com

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Talari, Mohammad, and Marzie Azarbayejani. "Presenting the conditions and requirements pattern for the implementation of open strategy." Journal of Strategic Management Studies 14, no. 54 (2023): 245–64. https://doi.org/10.22034/smsj.2022.329303.1623.

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<strong>Introduction</strong><strong>: </strong>Entering the fourth generation of industries with the advent of transformational technologies and the wider use of the Internet and information technology has led organizations to become more and more open approaches in various fields. An open approach to strategy using the IT infrastructure and with the aim of increasing transparency and attracting more participation of stakeholders inside and outside the organization offers a new discourse of strategy creation [40]. Open strategy puts aside all traditional boundaries of the organization an

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Suharto, Suharto. "Strategic Leadership: Effective Leadership in Strategic Management." Jurnal Ilmiah Multidisiplin Indonesia (JIM-ID) 2, no. 01 (2023): 38–44. http://dx.doi.org/10.58471/esaprom.v2i01.3959.

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Strategic leadership is defined as the ability of a leader to direct an organization in achieving its strategic goals by utilizing resources optimally. This research aims to investigate the role of strategic leadership in the context of strategic management and its impact on organizational effectiveness. This research uses a qualitative approach with descriptive methods. The results of this research indicate that the implementation of strategic leadership has a significant positive impact on the organization's success in achieving long-term goals. Leaders who apply a strategic approach, with a

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Adeyemo, Kabiru Aderemi, and John O. Egbuji. "The Tasks of Strategies in the Behavioural Implementation of Strategy." Journal of Development Administration Volume 3, No. 1 June 2010 (2010): 220. https://doi.org/10.5281/zenodo.10909438.

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Abstract This paper examines the tasks of strategists in the behavioral implementation of strategy and asserts that the future of strategy is leadership. It argues that the tasks of strategists in leadership positions should be rather seen and appreciated from the standpoint of the varied strategic leadership tasks at the beck and call of strategic leaders during turbulent times. Specifically, it posits that there are strategic leadership tasks that develop the personal and interpersonal qualities that become a strategist's motivational foundation while his / her leadership position lasted and

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Eckhard, Steffen. "No Strategic Fit in Peacebuilding Policy Implementation?" der moderne staat – Zeitschrift für Public Policy, Recht und Management 9, no. 1 (2016): 83–99. http://dx.doi.org/10.3224/dms.v9i1.23643.

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Piech, Henryk, and Grzegorz Grodzki. "Strategic analysis of implementation assets and threats." Journal of Applied Mathematics and Computational Mechanics 18, no. 2 (2019): 65–74. http://dx.doi.org/10.17512/jamcm.2019.2.06.

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