Thematische Bibliographien / Strategic implementation

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Auswahl der wissenschaftlichen Literatur zum Thema „Strategic implementation“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 8. Februar 2022

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Zeitschriftenartikel zum Thema "Strategic implementation"

Sutomo, Sumengen. „Manajemen Strategis Organisasi Nirlaba“. Kesmas: National Public Health Journal 1, Nr. 4 (01.02.2007): 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 eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

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Sandfreni, Sandfreni, und 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, Nr. 1 (18.06.2019): 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 between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.

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Paisittanand, Sineenad, L. A. Digman und Sang M. Lee. „Strategic Implementation Effectiveness“. International Journal of Strategic Information Technology and Applications 1, Nr. 2 (April 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 infrastructure capabilities (KIC). This study hypothesized that KPC affects strategy implementation effectiveness (SIE) and that KPC affects KIC. The third hypothesis proposed the effect of KIC on SIE by examining the mediating role played by KIC in linking KPC and SIE. 1,321 middle-managers were sent questionnaires via electronic mail and 162 were returned. The findings indicated the presence of a mediation effect of KIC on the relationship between KPC and SIE. This study provides guidelines for middle-managers to better understand how to develop activities of KPC and KIC for SIE. In this study, the authors enhance understanding of the strategic importance of knowledge in an organization, especially in the area of strategy implementation.

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Bergadaà, Michelle. „Strategic Decisions and Implementation“. Journal of Business Research 45, Nr. 2 (Juni 1999): 211–20. http://dx.doi.org/10.1016/s0148-2963(97)00225-7.

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Sisle, Mitch. „Strategic Plan Implementation Begins“. SIMULATION 61, Nr. 4 (Oktober 1993): 256. http://dx.doi.org/10.1177/003754979306100408.

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Harafonova, O. I., und R. V. Yankovoi. „IMPLEMENTATION OF STRATEGIC ALTERNATIVES AND STRATEGIES FOR CHANGES TO ENTERPRISES UNDER CRISIS CONDITIONS“. SCIENTIFIC BULLETIN OF POLISSIA 2, Nr. 2(10) (2017): 57–60. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-57-60.

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

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Nurfadillah, Ni'mah, Ahmad Sarbini und Herman Herman. „Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah“. Tadbir: Jurnal Manajemen Dakwah 4, Nr. 2 (30.06.2019): 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, dengan melakukan Bimsik Haji yang memfokuskan terhadap teori dan praktik. Pada pelaksanaan strategi, bimsik dilakukan semaksimal mungkin oleh para pembimbing yang ahli di bidangnya. Prosedur yang dijalankan oleh KBIH Masjid Raya Bandung dimulai dari pendaftaran sampai dengan pelaksanaan ibadah haji (bimbingan di tanah air, di Arab Saudi dan pasca ibadah haji yang dikumpulkan melalui wadah Jamiatul Hujjaj). Tahapan manajemen strategik dilakukan untuk membantu KBIH menjadikan jemaah haji berkualitas. Kata Kunci: Manajemen, Strategik, Manasik, Kualitas, Jemaah ABSTRACT This study aims to determine the strategic management of the Hajj Ritual Guidanceby KBIH Bandung Great Mosque through the stages of strategy formulation, strategy implementation and strategy evaluation to enhance the quality of prospective pilgrims. In order to obtain a valid data, this study uses descriptive methods with interview, observation and document analysistechniques for collecting the data. The results shows that the strategic management of Hajj Ritual Guidance in KBIH Masjid Raya Bandung is to develop a vision, mission and goals to make an independent pilgrims, by conducting Hajj Ritual Guidancethat focuses on theory and practice. In the implementation of the strategy, Hajj Ritual Guidance carried out as much as possible by the supervisors who are experts in their fields. The procedure that is carried out by the KBIH Bandung Great Mosque starts from registration to the implementation of the pilgrimage (guidance in the homeland, in Saudi Arabia and after the pilgrimage collected through the Jamiatul Hujjajorganisation). The stages of strategic management are carried out to help KBIH make qualified pilgrims. Keywords : Management, Strategic, Manasik, Quality, Pilgrims.

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Graham, Lou, und Lance B. Eliot. „Strategic Tips for Case Implementation“. Information Systems Management 13, Nr. 2 (Januar 1996): 86–88. http://dx.doi.org/10.1080/10580539608906994.

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Rapert, Molly Inhofe, Anne Velliquette und Judith A. Garretson. „The strategic implementation process: evoking strategic consensus through communication“. Journal of Business Research 55, Nr. 4 (April 2002): 301–10. http://dx.doi.org/10.1016/s0148-2963(00)00157-0.

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Dissertationen zum Thema "Strategic implementation"

Zázvorka, Tomáš. „Strategické řízení“. Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-150214.

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The goal of this master's thesis is to perform a strategic analysis, to formulate a strategy on its basis and to propose the way of implementation and control of the strategy for the SAP division of the Pontech s.r.o. company and to contribute to successful implementation of strategic management system in this division and company. The thesis consists of two main parts. In the first, theroretically-metodological, part the terms and theories of strategic management and strategy are explained first and then the most common tools and methods of strategic analysis and further phases of strategic cycle i.e. formulation, implementation and control, which are used in the second, analytical, part, are mentioned. The analysis of macro and microenvironment, the analysis of internal resources and capabilities and the synthesis in the form of SWOT analysis is thus performed gradually, a strategy is formulated on that basis and after all the way of implementation and control of a strategy is performed using the principles of Balanced Scorecard system.

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Leslie, David. „From strategic planning to strategy implementation in the hotel industry in South Africa“. Thesis, University of Pretoria, 2008. http://hdl.handle.net/2263/24321.

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This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical strategy implementation model for the South African hotel industry. The intention of the strategy implementation framework was to serve as a tool that assists in the process of moving from strategic planning to strategy implementation. Both qualitative and quantitative methods were employed for data gathering. The first phase involved five in-depth interviews with executives from three to five star rated hotels. The second phase involved the completion of a structured questionnaire by a sample of 61 three to five star rated hotel managers. Although the data gathering covered the entire strategic management process, there was a specific focus on strategy implementation and the impeders associated with this process within the South African hotel industry. The data from both the phases were analysed and a draft conceptual and practical model was developed. The intention of the researcher was to present a model that is both user-friendly and easy to understand, as well as practical for use by all levels of management with varying educational qualifications, within the hotel industry. A draft model was subsequently presented during a focus group session to a group of hotel executives, managers and management consultants for review. The discussions focussed on a number of aspects relating to the model, including but not limited to the ease of understanding of the model and concepts and its practicality in assisting hotel practitioners move from strategic planning to strategy implementation. Based on the discussions from the focus group, a revised and final model was developed. While the research focussed on the hotel industry in South Africa and therefore its primary application is for the South African hotel industry, further research could be done to investigate the potential application of the model in hotels located in other countries. The model might also be adaptable for use in other service industries. In addition, the research focussed on developing a model that would assist practitioners in the hotel industry move from strategic planning to strategy implementation. During the research, it became apparent that the need for customised hotel industry specific strategy implementation tools is a niche requirement. However, further research must be conducted to investigate, review and ascertain the availability of management and practical tools that could help hotel managers in the monitoring of strategy implementation and if not, a model or scorecard could be developed, taking into account the idiosyncratic nature of the hotel industry.
Thesis (PhD)--University of Pretoria, 2008.
Tourism Management
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Filoušová, Petra. „Návrh strategie firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221622.

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This master´s work deals with the analysis of the current situation of the company and her key competitors. It includes project such as strategy of company, which helps to keep and strengthen the current position of the company on the market.

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Dostál, Lukáš. „Návrh strategie firmy KOSYKA s.r.o“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-224152.

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The thesis solves a new proposal strategy of the company KOSYKA, Ltd.. The theoretical part specifies options strategy and its types. The practical part of the thesis analyzes the current condition of the company and the resulting proposal for a new strategy.

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Jägryd, Rebecka, und Amanda Sörum. „Styrning av strategisk implementering : En studie på Varbergs Stadshotell & Asia Spa“. Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25592.

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Syfte: Syftet med denna studie är att beskriva samt analysera styrningen av strategisk implementering på Varbergs Stadshotell & Asia Spa. Syftet är dessutom att förklara och förstå styrning utifrån begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. Teoretisk referensram: Studiens huvudområde är styrning av strategisk implementering. För att beskriva styrning har vi brutit ner styrning till begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. I referensramen får läsaren en förståelse för uppsatsens huvudområde utifrån redan existerande teorier. Metod: Denna studie tillämpar ett hermeneutiskt synsätt och en induktiv ansats där empiri går mot teori. Resultatet av denna studie togs fram genom en kvalitativ metod med hjälp av personliga intervjuer på Varbergs Stadshotell & Asia Spa. Empiri: Empirin sammanställdes genom fem personliga intervjuer med aktörer från Varbergs Stadshotell & Asia Spa. Intervjuer genomfördes med stöd från framtagna intervjuguider. För att säkerställa trovärdigheten har samtliga intervjuer godkänts av respektive respondent före publicering i denna studie. Slutsats: Vår uppfattning är att den strategiska implementeringen på Varbergs Stadshotell & Asia Spa styrs främst av ägarna och hotelldirektören. Vi har i slutsatsen även kommit fram till att personalen på Varbergs Stadshotell & Asia Spa involveras i beslutsprocessen, genom att få komma med åsikter och idéer. Vår uppfattning är även att de strategiska beslut som rör företagets och avdelningarnas mål samt visioner fattas av ägarna och hotelldirektören.
Objective: The objective of this study is to describe and analyze the management of strategic implementation at Varbergs Stadshotell & Asia Spa. Further, the purpose is to explain and understand management based on the concepts of strategy, strategic leadership, decision-making and strategic implementation. Theoretical framework: This study focuses on the management of strategic implementation. To describe management, we have broken down the term management into the concepts of strategy, strategic leadership, decision-making and strategic implementation. The theoretical framework gives the reader an understanding of the main subject of this thesis based on existing theories. Methods: This study applies a hermeneutic perspective and an inductive approach in which the empirical evidence is analyzed against the theoretical framework. The result of this study was developed through a qualitative research method and interviews were conducted with employees from Varbergs Stadshotel & Asia Spa. Empirical evidence: The empirical data used I this study was compiled through five interviews with employees from Varbergs Stadshotell & Asia Spa. The interviews were conducted using interview guidelines developed by the authors of this study. To ensure credibility, all the interviews were approved and proof read by the respective respondent prior to publication of this study. Conclusion: In our opinion the strategic implementation of Varberg Stadshotell & Asia Spa is primarily controlled by the owners and the hotel manager. We have also reached the conclusion that the staff at Varberg Resort & Spa is involved in the decision making process, by being allowed to express their opinions and ideas. Further, our research shows that the owners and the hotel manager make the strategic decisions relating to the hotel ́s and departmental goals and visions.

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Nel, Nevin Narhan. „The effect of strategic project leadership elements on successful strategic management implementation“. Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018931.

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Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.

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Pires, Carlos Hipólito Alves Mendes. „Eurofrozen: international strategic implementation plan to Brazil“. Master's thesis, NSBE - UNL, 2011. http://hdl.handle.net/10362/10450.

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Thorén, Amanda. „Succeeding with corporate sustainability strategies in multi-business organizations : Drivers and challenges in strategy formulation and implementation“. Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-85499.

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Purpose - The purpose of the current study was to gain a broader understanding of corporate sustainability strategy formulation and implementation in multi-business organizations. Specifically, regarding how to succeed with efficiency, alignment and consensus across strategic levels. Method - The study was conducted through a single case study in a multi-business organization operating in the defense sector globally. A qualitative method with 18 semi-structured interviews to collect data was used to gain a broad contextual understanding of the research questions. The data was inductively analyzed through thematic analysis. Findings - The primary findings of the study are 18 themes of drivers and challenges for successfully formulating and implementing corporate sustainability strategies in multi-business organizations. Considering the drivers and challenges, distinctions between the strategic levels were outlined, and predominantly indicated that the role of the corporate level enables the success. Additionally, a visual understanding of four contradictions that needs to be managed by the corporate level was provided - autonomy and compliance, cooperation and competition, exploitation and exploration, communication bottom-up and top-down. Theoretical and practical implications - The study has contributed theoretically by increasing the knowledge regarding drivers and challenges for formulation and implementation of corporate sustainability strategies in multi-business organizations. Further, the study contributes with managerial support by illustrating distinctions of the key drivers and challenges between the strategic levels, and by visualizing the strategic contradictions that needs to be balanced by the corporate level, to manage corporate sustainability strategies in multi-business organizations successfully. Limitations & Future research - The research concerned the strategic management process, with a focus on the internal organization, whereas the findings revealed the significance of incorporating an external perspective. Thus, future research could further investigate the exchange with external stakeholders. Moreover, this research was limited by being a single case study, and in future research it would be interesting to investigate other industries.
Syfte – Syftet med den här studien var att öka förståelsen kring formulering och implementering av hållbarhetsstrategier i fler-företagsorganisationer. Specifikt gällande hur man lyckas med effektivitet, en gemensam inriktning och konsensus, genom de strategiska nivåerna av ett sådant företag. Metod – Studien har genomförts som en fallstudie på en fler-företagsorganisation inom försvarsindustrin, som finns globalt över hela världen. En kvalitativ metod med 18 semi-strukturerade intervjuer för att samla in data användes för att öka den kontextuella förståelsen av forskningsfrågorna. Den insamlade informationen var sedan induktivt analyserad genom tematisk analys. Resultat – Resultatet av studien var primärt 18 teman av drivkrafter och utmaningar för att framgångsrikt lyckas med hållbarhetsstrategier i fler-företagsorganisationer. Gällande drivkrafterna och utmaningarna har också skillnader mellan de strategiska nivåerna blivit överskådliga, vilka tydligt visar på att företagsnivån spelar den mest avgörande rollen för att lyckas. Dessutom har en visuell förståelse för fyra strategiska motsägelser som behöver hanteras av företagsnivån blivit tillhandahållen – autonomi och efterlevnad, samarbete och tävlan, kortsiktighet och långsiktighet, kommunikation nerifrån-och-upp och uppifrån-och-ner. Teoretiskt och praktiskt bidrag – Studien har bidragit teoretiskt genom att öka kunskapen kring drivkrafter och utmaningar för formulering och implementering av hållbarhetsstrategier i fler-företagsorganisationer. Vidare bidrar studien med praktiskt stöd genom att illustrera skillnader mellan de framträdande drivkrafterna och utmaningarna mellan dom strategiska nivåerna, och genom att visualisera de strategiska motsägelserna som behöver balanseras av företagsnivån, för att lyckas med hållbarhetsstrategier i fler-företagsorganisationer. Begränsningar och framtida forskning – Studien hade ett fokus på den interna organisationen gällande den strategiska lednings processen, men resultatet visade på att ett externt perspektiv också är högst relevant. Så, framtida forskning skulle vidare kunna undersöka utbytet med externa intressenter. Dessutom så har den här studien blivit begränsad av att vara en fallstudie på endast ett företag, framtida forskning skulle kunna vidare undersöka andra industrier.

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Thechtakerng, Sunee. „The Implementation of Strategic Alliances By Thai Firms“. Doctoral thesis, Universitat Autònoma de Barcelona, 2003. http://hdl.handle.net/10803/3954.

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Aquest estudi, l'adopció d'aliances estratègiques per part de les empreses tailandeses, centrat en la relació entre la conducta dels socis, l'estructura de govern de l'aliança i la satisfacció de les empreses que participen en aquests acords en els districtes industrial a Tailàndia, s'ha operacionalitzat integrant la Teoria de Costos de Transacció (TCT), la Teoria dels Drets de Propietat (PRT) i la Teoria del Valor Transaccional (TVT). Les proposicions que s'han derivat d'aquesta integració s'han contrastat mitjançant la informació aportada per 503 empreses d'aquests districtes industrials aplicant unes regressions logístiques. Els resultats han donat suport al model plantejat i han permès contrastar pràcticament totes les hipòtesis formulades en el sentit esperat. Així, les aliances estratègiques que adopten una estructura que suposa la propietat compartida són més probables de ser més efectives com a estructura de govern d'un acord quan la col·laboració és altament complexa en termes d'incertesa, mentre que les estructures que suposen propietat separada són preferides quan els nivells de confiança entre els socis són alts. Els resultats també mostren com les estructures que impliquen propietat separada són més probables de ser escollides com a formes de govern d'una relació quan l'alta probabilitat d'observar un comportament oportunista es compensa pels beneficis futurs esperats de la relació. A més, els resultats de l'anàlisi de variança realitzat suporten amb fermesa que la satisfacció de les empreses amb l'aliança és independent de l'estructura escollida per governar-la si aquesta estructura s'ha seleccionat considerant aspectes de la Teoria dels Costos de Transacció, de la Teoria dels Drets de Propietat i de la Teoria del Valor Transaccional.
Per tant, els resultats de l'estudi suggereixen la necessitat de considerar un marc integrador, constituït per les teories abans esmentades, per estudiar la relació entre conducta dels socis d'una aliança, l'estructura que aquesta adopta i la satisfacció de les empreses participant en l'acord.
This study, the implementation of strategic alliances by Thai firms which focused on the behaviour of partners, the governance structure and the satisfaction outcome of firms in industrial districts in Thailand was operationalized integrating the Transaction Cost Theory (TCT), the Property Rights Theory (PRT), and the Transactional Value Theory (TVT). The propositions were then assessed on the basis of a survey of 503 firms in industrial districts in Thailand. Logistic regression analysis results generally supported the model and hypotheses, suggesting the need for a greater focuses on the TCT, the PRT, and the TVT to study the relationship of partners' behaviour, governance structure, and satisfaction of allied firms. We further found that collaborative alliances (Joint Ownerships) were more likely to be effective as the governance form when collaborations were highly complex in terms of uncertainty, whereas Separated Ownerships were preferred when the level of trust was high between partners. The findings also showed that Separated Ownerships were more likely to be selected when the highest probability for opportunistic behaviour was compensated by the expected future benefits. Moreover, ANOVA analysis result strongly supported that satisfaction of the firm with the alliance should be independent of the implemented structure, if this has been selected taking into account aspects from the TCT, the PRT, and the TVT.

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Herodek, Jan. „Návrh strategie firmy RICADO“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222851.

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This thesis solves the future growth of the joinery RICADO. It contains of present situation analysis and improvement proposal, which follows the analysis. It includes various options of strategies, which the company can follow to achieve a certain level of growth.

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Bücher zum Thema "Strategic implementation"

1947-, Robinson Richard B., Hrsg. Strategic management: Formulation, implementation, & control. Chicago: Irwin, 1995.

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Pearce, John A. Strategic management: Formulation, implementation, and control. 6. Aufl. Chicago: Irwin, 1997.

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A, Pearce John. Strategic management: Strategy formulation and implementation. 3. Aufl. Homewood, Ill: Irwin, 1988.

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1947-, Robinson Richard B., Hrsg. Strategic management: Strategy formulation and implementation. 2. Aufl. Homewood, Ill: R.D. Irwin, 1985.

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A, Pearce John. Strategic management: Formulation, implementation, and control. Boston, Mass: McGraw-Hill, 2007.

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1947-, Robinson Richard B., Hrsg. Strategic management: Formulation, implementation, and control. 4. Aufl. Homewood, IL: Irwin, 1991.

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1947-, Robinson Richard B., Hrsg. Strategic management: Formulation, implementation, and control. 7. Aufl. Boston: Irwin/McGraw-Hill, 2000.

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1947-, Robinson Richard B., Hrsg. Strategic management: Formulation, implementation, and control. 5. Aufl. Burr Ridge, Ill: Irwin, 1994.

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Pearce, John A. Strategic management: Formulation, implementation, and control. Boston: McGraw Hill Irwin, 2009.

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Harold, Kerzner, Hrsg. Strategic planning: Development and implementation. Blue Ridge Summit, PA: TAB Professional and Reference Books, 1988.

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Buchteile zum Thema "Strategic implementation"

Kazanjian, Robert K. „Strategic Implementation“. In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_740-1.

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Kazanjian, Robert K. „Strategic Implementation“. In The Palgrave Encyclopedia of Strategic Management, 1617–21. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_740.

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Campbell, David, David Edgar und George Stonehouse. „Strategic implementation“. In Business Strategy, 246–57. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34439-6_16.

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Amason, Allen C., und Andrew Ward. „Implementation, Adaptation, and Learning“. In Strategic Management, 202–37. Second Edition. | New York : Routledge, 2020. | Revised edition of Strategic management, 2011.: Routledge, 2020. http://dx.doi.org/10.4324/9781003000594-8.

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Radford, K. J. „Implementation Planning“. In Strategic and Tactical Decisions, 159–74. New York, NY: Springer New York, 1988. http://dx.doi.org/10.1007/978-1-4613-8815-9_10.

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Masterman, Guy. „Event implementation“. In Strategic Sports Event Management, 225–50. 4. Aufl. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003046257-9.

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Tomczak, Torsten, Sven Reinecke und Alfred Kuss. „Marketing Implementation and Management Control“. In Strategic Marketing, 223–44. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18417-9_6.

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Auster, Ellen R., Krista K. Wylie und Michael S. Valente. „Planning the implementation details“. In Strategic Organizational Change, 131–47. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230508064_9.

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Grünig, Rudolf, und Richard Kühn. „Defining the implementation“. In Process-based Strategic Planning, 301–14. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16715-7_18.

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Samset, Knut. „Strategic Frames for Implementation“. In Early Project Appraisal, 209–14. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230289925_21.

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Konferenzberichte zum Thema "Strategic implementation"

Pereira, Leandro, Tomas Durao und Jose Santos. „Strategic Communication and Barriers to Strategy Implementation“. In 2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2019. http://dx.doi.org/10.1109/ice.2019.8792813.

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J. Stanković, Jelena, Ivana Marjanović und Milan Marković. „Implementation of Circular Economy as a Sustainable Development Strategy“. In 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2020. http://dx.doi.org/10.46541/978-86-7233-386-2_37.

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Myeongsu Kang, Sangjin Cho, Jongmyon Kim und Uipil Chong. „Implementation of non-stringed guitar using ATMega128“. In 2007 International Forum on Strategic Technology. IEEE, 2007. http://dx.doi.org/10.1109/ifost.2007.4798666.

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Paladino, Dan. „Strategic implementation of wireless technologies“. In Exposition. IEEE, 2008. http://dx.doi.org/10.1109/tdc.2008.4517184.

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Putica, Maja. „Implementation of Internal Audit Strategy Over Activities Related to Outsourcing of Processes in Banks“. In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_1.

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Apenko, Svetlana Nikolaevna. „Green Project Management in the Implementation of the Sustainable Development Strategy of the Enterprise“. In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_23.

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Probal, Imtiaj Ahmed, Fahim Ahmed Hamim, Md Ashraful Islam und Md Abu Bakar Siddik. „Mars Rover and Its Strategic Implementation“. In 2021 International Conference on Information and Communication Technology for Sustainable Development (ICICT4SD). IEEE, 2021. http://dx.doi.org/10.1109/icict4sd50815.2021.9396853.

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Kravchenko, Maria. „Strategic management in transport: Essence and leadership to strategy implementation“. In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4669124.

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Hong-Hee Lee, Hoang M. Nguyen, Tae-Won Chun und Won-Ho Choi. „Implementation of direct torque control method using matrix converter fed induction motor“. In 2007 International Forum on Strategic Technology. IEEE, 2007. http://dx.doi.org/10.1109/ifost.2007.4798517.

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Radosavljević, Marija, und Edisa Dreković. „Identification of Limitations in the Implementation of Process Approach in SMEs in the Republic of Serbia“. In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_153.

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Berichte der Organisationen zum Thema "Strategic implementation"

Kramer, William, Wes Bethel, James Craw, Brent Draney, William Fortney, Brend Gorda, William Harris et al. NERSC Strategic Implementation Plan 2002-2006. Office of Scientific and Technical Information (OSTI), September 2002. http://dx.doi.org/10.2172/827561.

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Baker, Steven F., Steve G. Green, James K. Lowe und Vernon E. Francis. Strategic Mission Implementation: A Value Focused Approach. Fort Belvoir, VA: Defense Technical Information Center, Oktober 1999. http://dx.doi.org/10.21236/ada380258.

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Leary, W. H., Tufte III, Yaphe W. und M. Corporate Information Management for the 21st Century and Enterprise Integration; A DoD Strategic Plan and Implementation Strategy. Fort Belvoir, VA: Defense Technical Information Center, Juni 1994. http://dx.doi.org/10.21236/ada282772.

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Kostoff, Ronald N., und Eliezer Geisler. Science and Technology Text Mining: Strategic Management and Implementation in Government Organization. Fort Belvoir, VA: Defense Technical Information Center, März 2004. http://dx.doi.org/10.21236/ada421060.

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Schofer, Ralph E. Implementation plan - Internal Revenue Service strategic initiatives ERR-9 and ERR-11. Gaithersburg, MD: National Bureau of Standards, 1986. http://dx.doi.org/10.6028/nbs.ir.86-3336.

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Rutherford, Donald L. The Strategic Implementation and Employment of Non-Government Organizations in Contingency Operations. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada377508.

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Gentle, Jake Paul. Operational and Strategic Implementation of Dynamic Line Rating for Optimized Wind Energy Generation Integration. Office of Scientific and Technical Information (OSTI), Dezember 2016. http://dx.doi.org/10.2172/1364098.

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Klein, John J. Strategic Implementation of Navy and Marine Corps Unmanned Combat Air Vehicles With Respect to Military Transformation. Fort Belvoir, VA: Defense Technical Information Center, Mai 2002. http://dx.doi.org/10.21236/ada406509.

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Besser, Christopher S. Strategic Planning for Irwin Army Community Hospital: The Assessment and Implementation of Services, in Order to Meet Fort Riley's Increasing Population. Fort Belvoir, VA: Defense Technical Information Center, Juli 2008. http://dx.doi.org/10.21236/ada493910.

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RADIAN INTERNATIONAL LLC HERNDON VA. Work Implementation Plan Aggressive Remediation Strategy. Fort Belvoir, VA: Defense Technical Information Center, Mai 2000. http://dx.doi.org/10.21236/ada382928.

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