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Littérature scientifique sur le sujet « Strategica management »

Auteur : Grafiati

Publié le 9 mars 2023

Mis à jour le 19 juillet 2025

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Articles de revues sur le sujet "Strategica management"

Boccardelli, Paolo, Chiara Acciarini, and Enzo Peruffo. "Dinamismo ambientale, esperienza digitale del board, e cambiamento strategico delle imprese. L'integrazione tra Dynamic Managerial Capabilities e Resource Dependence Theory." CORPORATE GOVERNANCE AND RESEARCH & DEVELOPMENT STUDIES, no. 2 (January 2022): 25–43. http://dx.doi.org/10.3280/cgrds2-2021oa12343.

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A partire dalla considerazione che il cambiamento strategico rappresenta una tema centrale negli studi di management e strategia, lo studio si propone di investigare le decisioni strategiche delle imprese in contesti caratterizzati da elevati livelli di dinamismo. Inoltre, l'introduzione in letteratura della variabile che misura l'esperienza digitale del board, intesa come rapporto tra membri con esperienza professionale in ambiti digital-related e il totale dei componenti del board, consente di valutare l'impatto sul metodo (fusioni e acquisizioni, alleanze strategiche e joint venture) e sull'ampiezza (diversificazione e internazionalizzazione) del cambiamento strategico. I risultati dimostrano l'associazione non solo tra maggiore dinamismo ambientale e cambiamento esperienza digitale del board e lo stesso cambiamento strategico d'impresa. Le implicazioni teoriche e pratiche consentono di apprezzare il coinvolgimento del board non solo nel controllo, ma anche nella direzione strategica dell'impresa, e di comprendere come le imprese decidano di orchestrare il proprio set di capacit&agrave; dinamiche per allinearsi ai cambiamenti esterni.&nbsp;

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Losco, Silvia. "Dall'IT alla pianificazione strategica: Strategic Enterprise portfolio e Project Management nel programma di modernizzazione della statistica ufficiale." PROJECT MANAGER (IL), no. 34 (May 2018): 14–18. http://dx.doi.org/10.3280/pm2018-034004.

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Noto, Giuseppe, Antonino Noto, and Elio Borgonovi. "Le basi dell'approccio sistemico al DM 77 e all'integrazione territorio-ospedale: dalla pianificazione strategica all'attuazione operativa." MECOSAN, no. 124 (November 2023): 113–36. http://dx.doi.org/10.3280/mesa2022-124oa16273.

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Gli autori, di estrazione clinica e organizzativo-manageriale, delineano i pilastri fondamentali dell'approccio sistemico alla pianificazione strategica del PNRR e del DM 77 secondo la prospettiva dei nuovi scenari di integrazione territorio-ospedale. Un approccio, quindi, che si fondi sulla valorizzazione delle competenze multiple esistenti nelle organizzazioni e sulla co-costruzione di mappe di analisi e di programmazione basate su modelli sistemici di gestione delle patologie, contribuendo, cos&igrave;, a superare le visioni autoreferenziali.In armonia con tale premessa, gli autori tratteggiano le caratteristiche di applicazione dell'approccio sistemico tipico del disease management, utilizzando l'Epatopatia Cronica come esemplificazione del potenziale disegno attuativo e partendo dai seguenti interrogativi di fondo: - come costruire un processo di pianificazione strategica PNRRDM 77 secondo una "visione sistemica" clinica e manageriale?- come transitare dalla strategia ipotizzata alla strategia attuata e tradurre le priorit&agrave; e gli obiettivi in prassi condivise?- quale potenziale riorganizzazione dell'assistenza territoriale a partire dalle nuove formule organizzative (AFT e UCCP) indicate dal DM 77 e dagli Accordi con i convenzionati?- quale potenziale articolazione del futuro sistema integrato, intraterritoriale e territorio-ospedale, e del nuovo distretto sanitario?

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Castellani, Marco. "Anticipazione strategica e riposizionamento nella filiera distrettuale. Il caso Sabaf." STUDI ORGANIZZATIVI, no. 2 (December 2009): 150–72. http://dx.doi.org/10.3280/so2009-002008.

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- Sabaf Group is a worldwide leading gas cooking appliance manufacturer. The firm, which has been playing since the fifties a major role in the metalworking industrial district of "Valli Bresciane", planned a re-organization during the late nineties. Drawing upon a clear separation between ownership and management, the firm started up an industrial restructuring focused on the insourcing of the pressure die casting process for the making of burners and the brand new production of aluminium alloys. The strategic anticipation took place as consequence to Sabaf's forecast for the forthcoming decline of the district-area (2000-2004), and firm's management decided to move from the "core" of the district (Lumezzane) to the border of it (Ospitaletto), a choice which meant to overcome some typical external economies of the marshallian district. The entire manufacturing department was replaced and a joint engineering (processes and products) method was also adopted with considerable results that allowed the firm in becoming one of the most innovative players in its sector. Corporate governance and social and environmental sustainability turned out to be the main drivers of the firm's lead over other competitors and now represent also thecrucial keys for facing current crisis in a pro-active way, rather than simply in a reactive manner.

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Tricarico, Michele. "La pianificazione strategica nelle PPAA e l'applicazione delle tecniche di portfolio project management." PROJECT MANAGER (IL), no. 24 (October 2015): 40–44. http://dx.doi.org/10.3280/pm2015-024011.

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Barigelli, Emanuele. "Il Project Management Office nella progettazione strategica delle Junior Enterprise: il caso JETOR." PROJECT MANAGER (IL), no. 56 (November 2023): 20–26. http://dx.doi.org/10.3280/pm2023-056005.

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Martinelli, Elisa, and Bernardo Balboni. "Orientare il Town Centre Management al mercato della cittŕ." ECONOMIA E DIRITTO DEL TERZIARIO, no. 1 (October 2011): 77–94. http://dx.doi.org/10.3280/ed2011-001005.

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L'articolo propone un metodo procedurale di analisi e valutazione delle esigenze dei portatori di interesse della cittŕ come fase imprescindibile alla pianificazione di progetti di Town Centre Management (Tcm) in ottica di orientamento al mercato. Si intende cosě contribuire sia all'evoluzione degli studi sul tema, supportandone la connotazione strategica, sia al progresso nell'implementazione operativa. A supporto della tesi degli autori si č utilizzato lo studio di caso, descrivendo un'esperienza comunale concreta relativa alla cittŕ di Bologna, come esempio innovativo in Italia dove le iniziative di Tcm sono parziali, di tipo promozionale e basate piů su esigenze interne e pre-definite dell'amministrazione locale che sulla ricognizione delle esigenze degli stakeholder del territorio urbano.

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Fiorella Pagliuca. "Dall’emergenza all’innovazione: come promuovere il miglioramento scolastico attraverso il middle management." IUL Research 3, no. 5 (2022): 252–67. http://dx.doi.org/10.57568/iulres.v3i5.250.

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Il tema chiave, su cui il presente studio svolge un’indagine specifica, è il riconoscimento giuridico del middle management come leva strategica fondamentale per generare un miglioramento scolastico significativo, grazie alla capacità delle scuole di restituire equità educativa e inclusione sociale nel mondo post-pandemico. La definizione, anche da un punto di vista normativo, del middle management è un passaggio ineludibile per promuovere un modello di governance delle scuole incentrato sulla learning organization, dove le figure intermedie, facendo leva su un’efficace leadership distribuita, diventano il cuore della managerialità, incidendo indirettamente sull’innalzamento del livello degli apprendimenti degli studenti. Il lavoro si conclude con due proposte di sviluppo della carriera del docente per una legittimazione e un riconoscimento normativo ed economico del middle management scolastico.

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Di Bonito, Gennaro, and Pietro Fico. "Project management e supporto al Rup per il progetto di un'opera pubblica strategica: il depuratore di Amalfi." PROJECT MANAGER (IL), no. 39 (August 2019): 20–24. http://dx.doi.org/10.3280/pm2019-039005.

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Dello, Russo Silvia, and Daria Angelozzi. "La gestione strategica delle Risorse Umane: implicazioni per il management sanitario da una rassegna sistematica della letteratura." MECOSAN, no. 97 (June 2016): 41–69. http://dx.doi.org/10.3280/mesa2016-097004.

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Thèses sur le sujet "Strategica management"

TAGLIOLINI, ELISA. "Strategic management: the South African wineries." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2013. http://hdl.handle.net/10281/41785.

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The “strategy gap,” as this group of missing steps is called in this research, is real and exists within most organizations. Often unseen, the gap is a threat to the future performance—and even survival—of an organization and is guaranteed to impact the efficiency and effectiveness of senior executives and their management team. Organizations must plan and start executing that plan today if they expect to achieve their objectives sometime in the future. Yet surveys indicate that this just is not happening.

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Bicego, Federica <1987&gt. "Luxury Brand Management e Storytelling. Da complemento a leva strategica." Master's Degree Thesis, Università Ca' Foscari Venezia, 2017. http://hdl.handle.net/10579/9432.

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L’elaborato approfondisce l’evoluzione del ruolo dello storytelling come parte integrante delle strategie di branding andando ad esaminare le sue crescenti applicazioni nell’operato quotidiano del Brand Manager e come esso sia diventato fattore strategico per la creazione di valore e il raggiungimento di vantaggio competitivo all’interno del mercato. Dopo un’analisi di tipo teorico che verte sulle più recenti frontiere di marketing narrativo, sulle tecniche di storytelling e le implicazioni e conseguenze che l’approccio narrativo ha sul consumatore obiettivo, questa tesi prende in esame il mercato dell’occhialeria del lusso italiana e le strategie ad esso correlate. In questo preciso contesto, che a livello globale risulta essere particolarmente competitivo e che in questa tesi viene esaminato sia a livello di tendenze che di performance, implementare strategie di storytelling permette di attivare meccanismi di engagement nei confronti del consumatore finale. Tali meccanismi diventano quel plus che lo spingono a diventare fedele alla marca. L’elaborato si propone infine di far un excursus in quello che è l’uso strategico e operativo delle tecniche di storytelling rispetto alle 4P del marketing prendendo in esame le strategie di branding delle collezioni Salvatore Ferragamo Eyewear implementate dal Licensing team di Marchon Eyewear in stretta collaborazione con la Maison Salvatore Ferragamo. Questo specifico caso di studio permette la disamina del modo in cui lo storytelling da complemento diventa leva strategica capace di fornire reasons why alla forza vendita che può così incrementare e consolidare la propria consumer base guadagnando spazi di mercato sulla concorrenza.

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Camporese, Andrea <1988&gt. "La Gestione Strategica del Supply Chain Management: l’articolato caso Dell Inc." Master's Degree Thesis, Università Ca' Foscari Venezia, 2014. http://hdl.handle.net/10579/4505.

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Supply Chain, un ramo di recente scoperta ma sempre più importante per la gestione aziendale. In passato la gestione della logistica non veniva considerata di primaria importanza, il cliente era solito accettare condizioni che oggi risulterebbero impossibili, come pagamenti immediati, ricezione di prodotti che non corrispondevano all’ordine effettuato, trasporto in ritardo. Con il passare degli anni, soprattutto negli ultimi venti o trent’anni, le aziende hanno cominciato a capire l’importanza di gestire tutta la Supply Chain in modo coordinato e soprattutto integrato. Una gestione accurata di tutti gli attori facenti parte il processo che porta dalla fornitura di componenti necessari alla produzione del prodotto, fino alla consegna dello stesso al cliente, si è dimostrata assolutamente necessaria al fine di ottenere il successo sul mercato a cui tutti aspirano. Dell Inc., più delle altre aziende, fin dal giorno della sua fondazione, ha fatto della gestione della Supply Chain uno dei suoi punti di forza e un vantaggio competitivo non replicabile dai concorrenti. Dell, nata nel 1994 con il chiaro intento di vendere i computer che assemblava direttamente ai clienti, decise di non usufruire del cosidetto “middle-man”, ovvero quei rivenditori e distributori che avrebbero limitato il margine aziendale obbligando l’azienda a dover aumentare i prezzi dei propri prodotti. Dell faceva del build-to-order, della personalizzazione e del just-in-time-manufacturing le caratteristiche principali della propria strategia, questo permetteva all’azienda di non avere scorte a magazzino. Produceva solo ciò che i clienti ordinavano e in tempi assolutamente brevissimi, tanto che assicurava la consegna entro 7 giorni dall’accettazione dell’ordine. Ogni area aziendale era, ed è tutt’ora, orientata alla soddisfazione del cliente e alla perfezione nella produzione. Affinchè tutto ciò fosse possibile, Dell ha sempre cercato di stringere dei rapporti e delle alleanze particolari con i propri fornitori, tanto da sembrare quasi un’unica entità con gli stessi obiettivi e metodi. Dopo l’addio nel 2004 del suo CEO e fondatore, Michael Dell, qualcosa si ruppe e l’azienda non risultò più effcace ed efficiente come quei suoi primi vent’anni di esistenza. Michael dovette tornare alla guida dell’azienda da lui stesso creata nel 2007, stravolgendo totalmente la strategia e ciò che gli aveva permesso di ottenere la leadership del mercato solo qualche anno prima. Decise di aprire al canale di vendita indiretto per raggiungere e soddisfare anche le richieste di quei consumatori facenti parte il 70% del mercato, ovvero coloro che preferivano toccare e vedere il prodotto che poi avrebbero acquistato. Inizia così nel 2007 Dell 2.0, caratterizzata da strette alleanze, non solo con i fornitori ma anche con rivenditori e distributori e da una serie di acquisizioni che stanno permettendo all’azienda di allargare le proprie vedute e il proprio bacino d’utenza. Tutto questo obbliga l’azienda a rivedere la gestione della propria Supply Chain, dovendo gestire un attore in più, un attore con un elevato potere contrattuale assicurato dalla propria posizione nella Supply Chain a contatto diretto con il cliente finale. Questa tesi, vista la mia fortunata esperienza in Dell durata sei mesi, mira a studiare e a capire quanto appena esposto nel migliore dei modi e con un pizzico di esperienza personale, confrontando la prima parte della strategia dell’azienda texana con il cambio epocale avvenuto appena cinque anni fa. Una tesi e uno studio che vi appassionerà nella lettura e vi farà scoprire l’importanza dell’integrazione e della gestione della Supply Chain aziendale orientata al cliente.

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Staněk, Filip. "Strategie podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-71996.

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The subject of this thesis is to process a future development strategy of a specific firm based on its strategy analysis. The thesis consists of theoretical and practical part, where the theoretical part describes methods and procedures, which are subsequently used in the practical part. The practical part then analyses external and internal environment of the company, based on which SWOT analysis is created. A proposal of the firm's future development is put together from the obtained data, which also corresponds with the mission and vision of the company, and is described further in more detail within the functional strategies of the individual strategy business units. At the end, the chosen strategy is evaluated from the perspective of suitability, acceptability and viability.

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Hubačka, Miroslav. "Strategická analýza společnosti Zepter International s.r.o." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-11124.

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The aim of this work is to describe tools and methods that are used to carry out strategic analysis and using these tools and methods to carry out strategic analysis of Zepter International Ltd. Finally, this work propose the necessary recommendations and measures which should be guided by the company.

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Bárta, Lukáš. "Návrh obchodní strategie podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224604.

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This diploma thesis deals with the creation of business strategy for the development of small company. Especially at improving competitiveness and expansion of the branch network of retail stores with cheese. The thesis is based on the theoretical knowledge. In the analytical part is analyzed the current situation and based on the results is designed business strategy for the development of the company.

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Králová, Pavla. "Strategie podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193804.

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The subject of the diploma thesis is the processing of a future development strategy of a concrete company based on its strategy analysis. The thesis is divided on two main parts, where the first describes theoretical and methodological bases, whose findings are then used in the second, practical part. To achieve the company's future strategy is used to approach of the strategic planning cycle. In its analytical part is analyzed the external and internal environment of the company by which are proposed options for the future development of the company in a strategic part, based on acceptance criteria. Finally, in the implementation of the strategic planning cycle are long-term strategic objectives of the selected company decomposed to short-term goals, providing the operational management.

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Riegelová, Lucie. "Strategická analýza podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-197267.

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This thesis entitled "Strategic analysis of a company" concerns the theory and practice of strategic management of a company development. It includes a general characteristic of strategic planning and management, strategic analysis and various types of strategies. It also has a complete strategic analysis of a specific company. In conclusion, the thesis is focused on the specific outputs strategic analysis along with the proposal of recommendations, which should contribute to a successful development of a new branch of the described personnel agency.

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Hořáková, Lucie. "Návrh strategie rozvoje konkurenceschopnosti obchodní firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222052.

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Diplomová práce se zabývá problematikou rozvoje konkurenceschopnosti obchodní firmy v Brně. V teoretické rovině je zaměřena na odborné poznatky a nejnovější trendy v oblasti strategie a konkurenceschopnosti. Na základě literárního průzkumu analyzuje a zhodnocuje stávající přístup k strategickému plánování v dané společnosti. V rámci analytické části je provedena strategická analýza firmy. Na základě literární rešerše a strategické analýzy je zpracován návrh strategie, který si klade za cíl přispět k efektivnějšímu řízení interních procesů, systematičtějšímu přístupu ke strategickému plánování a v konečném důsledku k zvýšení konkurenceschopnosti firmy.

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Marek, Jan. "Strategické podnikatelské aktivity vybraného podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-124837.

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The subject of the Graduation theses "Strategic Business Activities of Outward Bound - Česká cesta, s.r.o." is creation developing strategy of choosen enterprise. Starting point is the strategic analysis of external and internal environment, which show and describe the most important impacts taking effect at a given enterprise. Based on these impacts is deduced mission and vision of an enterprise and long-term goals. In closing part of the thesis is choosen one of the generic strategies and gives suggestions how to strategy realize.

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Livres sur le sujet "Strategica management"

Sainaghi, Ruggero. La gestione strategica dei distretti turistici. CUSL, 2006.

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Gay, Sergio. Flessibilità strategica dei sistemi di produzione: Guida ai nuovi modelli di gestione strategica dell'impresa d'organizzazione e direzione della produzione. F. Angeli, 1986.

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Baccarani, Claudio. Mutamenti ambientali e condotta strategica delle imprese municipalizzate. CEDAM, 1988.

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Sassoon, Enrico. Management dell'ambiente: La nuova priorità strategica per gli anni Novanta. il Sole 24 ore libri, 1993.

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Morzenti, Giovanni. Banca e impresa: Analisi strategica di modelli e sistemi organizzativi. ISEDI, 1992.

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Morzenti, Giovanni. Banca e impresa: Analisi strategica di modelli e sistemi organizzativi. ISEDI, 1992.

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Magni, Filippo. Delta sostenibile: Pianificazione strategica per un nuovo modello di sviluppo turistico in aree fragili. Il poligrafo, 2021.

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Traversa, Giuseppe. Pianificazione e controllo in un'amministrazione pubblica: Metodi e strumenti per la pianificazione strategica e controllo direzionale. Aracne, 2003.

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Borgese, Antonino. Il percorso strategico creativo: Un nuovo approccio al management in un'economia che cambia : tecniche per il disegno dell'innovazione strategica e per la sua realizzazione. FrancoAngeli, 2000.

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Fabio, Corno, ed. L' Innovazione: Leva strategica per il successo dell'impresa : convegno internazionale svoltosi nei giorni 10-11 febbraio 1989 presso la sede CIS di Valmadrera-Lecco. CEDAM, 1990.

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Chapitres de livres sur le sujet "Strategica management"

De Chirico, Pasquale, Pasquale Di Fazio, Santa Bambace, and Francesco Salerno. "Gestione strategica aziendale." In Management in radiologia. Springer Milan, 2010. http://dx.doi.org/10.1007/978-88-470-1717-7_14.

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Iskan, Stefan, and Erwin Staudt. "Change Management: Ein reaktives Krisenwerkzeug oder die hohe Kunst des Managements?" In Strategic Change. Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-03287-6_3.

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Ratten, Vanessa, and João Leitão. "Strategic Innovation-Strategies for Entrepreneurship and Resilience." In Contributions to Management Science. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-87112-3_1.

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Sooampon, Sutti. "Strategic Planning: Developing Strategies for Technology Ventures." In Applied Innovation and Technology Management. Springer Nature Singapore, 2025. https://doi.org/10.1007/978-981-96-2837-7_2.

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Brown, William A. "Strategic Management." In The Jossey&;#x02010;Bass Handbook of Nonprofit Leadership and Management. John Wiley &;#38; Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119176558.ch8.

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Elcock, Howard. "Strategic Management." In Managing the New Public Services. Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22646-7_3.

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Elcock, Howard. "Strategic Management." In Managing the New Public Services. Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24723-3_3.

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Hughes, Owen E. "Strategic Management." In Public Management and Administration. Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26896-2_7.

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Perunovic, Branko, Louise Dunk, and Jill Aylott. "Strategic Management." In Why Hospitals Fail. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56224-7_15.

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Howe, W. Stewart. "Strategic Management." In Corporate Strategy. Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_1.

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Actes de conférences sur le sujet "Strategica management"

BĂLAN, Emanuela Ana-Maria. "Exploring the dimensions of contemporary museum management." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.003.

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Museums have acquired new roles, thus becoming active actors in society against the backdrop of the expectations of cultural consumers. In addition, consumers now have a higher demand for Romanian museums after visiting great European museums. The managerial approach continues to change considerably, reaching the point where it focuses more on aspects such as activism, sustainability, diversity, inclusion, and interactivity to encourage and bring together people from diverse socio-cultural backgrounds around a museum. Speaking about interactivity, one of the ways of attracting a diverse public is the adoption of new technologies such as VR and AI. The paper outlines some of the main dimensions and sub-dimensions associated with the management of a modern museum. It discusses how managerial best practices align with the new ICOM definition of a museum, using the latter as a benchmark. More specifically, modern museum management means participation, sustainability, activism, and new technologies. The investigation suggests that the definition adopted by ICOM is, to some extent, outdated compared to practice and cannot be relied upon alone to define the management of a modern museum.

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GRIGORESCU, Adriana, and Diana-Cristina LUNGU. "Bibliometric analysis of human resource management and innovation: insights from a VOS Viewer." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.019.

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The proposed research topic is one of great importance in the current context of technology development and digitalization worldwide. The global context of recent years has shown us that we have to deal with rapid changes, and adaptability to these changes greatly influences the activity of any organization, especially through the lens of people, without whom no public or private institution could exist. Human resource management is critical to encourage innovation in an organization. Although research addressing the use of innovation in human resource management has been around for many years, this field is always influenced by the evolution of technology and society. This study addresses this lacuna of human resource management uses in promoting innovation in literature. Data from Scopus 850 and Web of Science 788 articles were analyzed. The bibliometric analysis provided significant insights into innovation and the HRM research landscape, particularly concerning key authors and countries. Further, the thematic classification of the extant literature identified the following six major research themes: knowledge management, Industry 4.0, performance management, behavior research, sustainability, and personal training. These findings are used to propose directions for further research in this field on how to integrate innovation and human resource management for organizational success effectively

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MARIN, Radu. "Boosting job satisfaction for talent management efficiency and reducing intentional turnover intention – a literature review." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.029.

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Organizations confronted with the challenges of globalization and the development of a global labor market, with an economic environment in a permanent change, in which information and technological knowledge evolve and become obsolete very rapidly, must face these new challenges to maintain competitiveness and efficiency. In the knowledge economy, competitive advantage is based on recruitment, training, retaining talented employees, and maintaining increased job satisfaction, some of the most critical aspects contributing to keeping valuable employees within the organization. Job satisfaction is a key factor contributing to the turnover intention reduction of the most talented workers. Increasing the employee’s job satisfaction level also contributes to leveraging their efficiency, supporting the organization to achieve its goals. Job satisfaction (found in the literature also under work satisfaction) is a topic researched for over a century. Research on this concept was developed in the last part of the previous century and this century, given that increasing employee job satisfaction is very important in the knowledge economy. The study proposes to investigate the relationship between job satisfaction (the main concept), turnover intention, and talent management. We’ve performed a literature review and bibliometric analysis based on job satisfaction and talent management. After performing the literature review and the bibliometric analysis, we’ve concluded that there are strong relationships between job satisfaction, turnover intentions, and talent management.

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BAG, Raul Cristian, and Dalia POLEAC. "Decision management in the european central bank. LDA modelling for COVID and the Ukraine war." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.002.

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The European Central Bank tries to make its decision-making process transparent and open to the general public. As part of the initiative, they offer all of the speeches the board members gave at the executive meetings. The goal of this paper is to use modern statistical techniques developed in the area of natural language processing to gain insight into the decisions and directions that the ECB made in the last years during multiple crises, namely the stopping of the economy during the COVID-19 period and the problems for the European economy during the war in Ukraine. To do this, we are using Latent Dirichlet Allocation (LDA), finding out the main topics of discussion and identifying the main issues and directions of the ECB. Moreover, we will also generate a dynamic topic model of the text corpus to provide a richer set of information about the positions taken in the ECB leadership during COVID-19 and the war in Ukraine. The main economic problems, such as inflation or the spike of interest rates, can be found by topic analysis of the ECB speeches and other directions, such as the push for a digital currency in the EU or the push for a greener economy, that tend to change during big crises, and the way their frequency changes in the speeches tend to be linked with the important outside events. Our paper combines modern statistical techniques and institutional transparency data showing how these can be used to understand the European economy better.

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URSACHE, Vlad-Mihai. "Known and unknown knowledge risks in times of transition and change." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.045.

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Although many studies have been carried out in the knowledge management domain, organizational knowledge risks is still a less explored field, difficult to analyze, and full of challenges, with areas of high interest, especially in the current transition and unpredictable changes. This paper aims to study the correlations in the knowledge management domain with the knowledge risk, focusing on the known and unknown knowledge risks and the challenges in these times of transitions and change in which uncertainties are more frequent than they seem at first sight and risks become more challenging to anticipate, to calculate and evaluate them. Organizations are pressured to constantly develop new methods to ensure the sound management of knowledge risks and have less time to deal with all the uncertainties, particularly with unknown risks. Knowledge risks and known knowledge risks have been examined from various angles; unknown knowledge risks have only been examined in a few papers. The analysis of unknown risks will help enforce the management of any organization because of the unprecedented access to information improvements in academic research; the current landscape of knowledge risks management represents a key point for managers in any organization, and if it is not given the necessary attention, sooner or later the system will fail. Thanks to text mining and scientific mapping analysis with VOSviewer software version 1.6.19, we could identify important insights about the evolution of the concept of knowledge risks. This has been accomplished using a database generated from the core collection of Web of Science. The term co-occurrence analysis-based text mining helped to provide a deeper insight into current and future workspace dynamics in the knowledge management of known and unknown risks.

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GOGA, Alexandru-Silviu, and Mircea BOȘCOIANU. "Sustainability and risks of introducing AI." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.017.

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The paper highlights that innovation and sustainability are paramount challenges in the modern world, requiring new approaches considering environmental concerns. Artificial Intelligence is identified as a valuable tool to address these challenges by accelerating innovation in various domains, including renewable energy, energy efficiency, waste reduction, and environmental monitoring. The paper provides specific examples of AI applications in these areas. The risks of AI implementation in industrial management are examined, including concerns related to bias, transparency, safety, job displacement, loss of control, malicious use, and societal disruption. Mitigation strategies for these risks are outlined, emphasizing careful planning, human oversight, data quality, ethical guidelines, and industry collaboration. Case studies illustrate real-world incidents and concerns related to AI in industrial settings, including Tesla's Autopilot system, Amazon's hiring algorithm, Clearview AI's facial recognition technology, and Toyota's recent production disruption. In conclusion, the paper uses multiple research methods to emphasize the need for a balanced approach to AI adoption. It recognizes its potential benefits and the importance of addressing associated risks to ensure responsible and safe usage in industrial management.

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HIRTIE, Dumitrita-Dorina. "Coaching practices: a narrative literature review." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.021.

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Practitioners, educators, and researchers have shown interest in coaching as a human development intervention. As such, coaching has been under the scrutiny of evidencebased methods of development for a while. However, research and theorizing coaching are underway due to its foundational interdisciplinarity and even transdisciplinary. Coaching presents diverse approaches, usually influenced by multiple disciplines. In this direction, in the coaching literature, we can identify studies and classifications that pertain to psychology, organizational and management theories, philosophy, education, communication, and neuroscience, to name the most known. Predominantly a nondirective practice, coaching can also employ directive aspects. In this direction, we ask, what disciplines contributed to the body of knowledge in coaching, and what approaches evolved from these disciplines? The study explores these questions through a narrative literature review.

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SUCIU, Denisa Paula, Loredana Andreea BIRGOVAN, Elena Simina LAKATOS, and Oana Bianca BERCEA. "Business models for social entrepreneurs in the circular economy." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.042.

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Business models and the circular economy are two critical aspects of management practice that have recently sparked a lot of study attention. This research explores circular business models while presenting various methods organizations may apply to develop a circular business model. The move of giant corporations from the linear economic model to the circular model has lately acquired traction, with every practitioner in the market attempting to make their environment as sustainable as possible. The financial, social, and environmental benefits motivate them to transform. In reality, small firms are making the macroeconomic shift from one economic model to another. A thorough understanding of building circular business models is required to encourage and foster the adoption of the circular economy. Existing circular economy business models are restricted in their transferability, and there is no comprehensive framework to assist all types of enterprises in developing a circular business model.

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DUMITRESCU, Eliza-Elena, Cristina LEOVARIDIS, and Gabriela POPESCU. "Client service departments in advertising agencies between pandemic and post-pandemic." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.015.

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The present work aims to identify the main features of the activity of the Client Service department in advertising agencies in Romania during the pandemic and post-pandemic period. After a theoretical presentation of the role of this department within an agency, the paper focuses on the applicative approach, consisting of two parts: a qualitative content analysis of the sites in the field to identify the potential changes that have taken place and continue to take place in advertising agencies in our country, from the beginning of the pandemic until now, with an emphasis on possible changes in customer relations according to the specialized media; and a qualitative research carried out through interviews with advertisers from the Client Service departments of two Romanian agencies, as well as with advertisers with management positions from six other advertising agencies in Romania, intending to identify how the pandemic influenced the activity of advertising agencies advertising, especially of Customer Service departments, and what will be its potential post-pandemic changes.

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IONESCU, Ana-Maria, and Mauro ROMANELLI. "Smart cities development in the context of SARS-CoV-2 pandemic." In Strategica. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.025.

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The COVID-19 pandemic has affected urban communities, generating the need for various strategies offered by the governments. This paper aims to explore the situation of smart cities in the context of the COVID-19 crisis, focusing on COVID-19 nonpharmaceutical interventions and COVID-19 impact on smart city development. The research is based on an exploratory study and analysis without setting a systematic literature review. The suggested findings are based on expertise in collecting, processing, and analyzing data from different sources. They emphasize the importance of advanced technology, innovation, and collaboration between citizens, public and private entities. Some smart cities adapted their advanced technology and non-pharmaceutical interventions for an efficient response against the COVID-19 pandemic, while others presented a slow response. Smart city projects involve collective learning processes and innovation for a long-term horizon for urban growth. The critical factors in the development of the smart cities market include the growth of urbanization to generate the adoption of various solutions referring to efficient management, demand for fast transport, public safety, a healthy environment, and efficient energy consumption. The paper represents a good source of information for governments, scholars, and researchers. By reviewing the paper, solutions to improve citizens’ quality of life could be taken.

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Rapports d'organisations sur le sujet "Strategica management"

Coffman, James M. Army Installations: Mobilization and Management Strategies of Strategic Consequence. Defense Technical Information Center, 2005. http://dx.doi.org/10.21236/ada432803.

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Baker, Ken L. Creating Strategic Energy Management. Office of Scientific and Technical Information (OSTI), 2018. http://dx.doi.org/10.2172/1424443.

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DEPARTMENT OF DEFENSE WASHINGTON DC. Strategic Management Plan. FY11. Defense Technical Information Center, 2010. http://dx.doi.org/10.21236/ada535842.

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Roseta Palma, Catarina, and Ana Brasão. Strategic Games in Groundwater Management. DINÂMIA'CET-IUL, 2004. http://dx.doi.org/10.7749/dinamiacet-iul.wp.2004.39.

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Brandenburg, Paul L. A Framework for Strategic Management. Defense Technical Information Center, 1992. http://dx.doi.org/10.21236/ada276574.

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Mallon, Lawrence G. Strategic Mobility 21 Project Management Plan. Defense Technical Information Center, 2006. http://dx.doi.org/10.21236/ada458292.

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Tur-Viñes, V., and M. González-Río. Youtubers and Community Management strategies. Revista Latina de Comunicación Social, 2019. http://dx.doi.org/10.4185/rlcs-2019-1384en.

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Fordham, Wayne. Grounds Management Cost Reduction Strategies. Defense Technical Information Center, 1993. http://dx.doi.org/10.21236/ada268510.

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Owen, Michael D., James F. Lux, and Damian D. Franzenburg. Weed Management Strategies in Soybeans. Iowa State University, Digital Repository, 2006. http://dx.doi.org/10.31274/farmprogressreports-180814-1285.

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Owen, Michael D., James F. Lux, and Damian D. Franzenburg. Weed Management Strategies in Corn. Iowa State University, Digital Repository, 2001. http://dx.doi.org/10.31274/farmprogressreports-180814-1314.

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