Thematische Bibliographien / Strategic management

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Auswahl der wissenschaftlichen Literatur zum Thema „Strategic management“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 8. Juni 2024

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Zeitschriftenartikel zum Thema "Strategic management"

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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Awaliah, Dewi, Arif Rahman und Dadang Kuswana. „Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur“. Tadbir: Jurnal Manajemen Dakwah 5, Nr. 4 (31.12.2020): 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 Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal. This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.

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Najib, M., und Novan Ardy Wiyani. „Strategic Management Process of Islamic Character Development of Early Children in Islamic Kindergarten“. Ta'dib 21, Nr. 2 (31.12.2016): 165. http://dx.doi.org/10.19109/td.v21i2.1027.

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This research is a field research by using a qualitative research approach. The purpose in this research is to find steps in strategic management process for development character of early children in Islamic kindergarten of al-Irsyad Purwokerto, Central java, Indonesia. The results showed that the process of strategic management to develop Islamic character of early children is done through four processes. First, processing of observation environmental to develop Islamic character in Islamic kindergarten. Second, strategic formulation process for development an Islamic character of early children in Islamic kindergarten. Third, implementating strategic process for develop an Islamic character of early children in Islamic kindergarten. Fourth, strategic assesment process for develop an Islamic character of early children in Islamic kindergarten.Penelitian ini adalah penelitian lapangan menggunakan pendekatan penelitian kualitatif. Tujuan dari penelitian ini adalah untuk menemukan langkah-langkah dalam proses manajemen strategik untuk membentuk karakter anak usia dini di Taman Kanak-kanak (TK) Islam al-Irsyad Purwokerto, Jawa Tengah, Indonesia. Hasil penelitian mengungkapkan bahwa proses manajemen strategik untuk membentuk karakter anak usia dini di TK Islam dilakukan melalui empat langkah. Pertama, proses pengamatan lingkungan untuk membentuk karakter Islami anak usia dini di TK Islam. Kedua, proses formulasi strategi untuk membentuk karakter anak usia dini di TK Islam. Ketiga, proses penerapan strategi untuk membentuk karakter anak usia dini di TK Islam. Keempat, proses penilaian strategik untuk membentuk karakter anak usia dini di TK Islam.

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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, Nr. 1 (29.06.2022): 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 teknik analisis deskriptif. Penelitian ini bertujuan untuk mengetahui proses perencanaan, pelaksanaan, dan evaluasi manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen. Pada kajian manajemen strategik dalam mewujudkan kualitas pendidikan di MTs Negeri 7 Kebumen ini, menunjukkan bahwa: (1) Perencanaan strategik di MTs Negeri 7 Kebumen meliputi empat kegiatan yaitu pengembangan visi, misi, dan tujuan, perencanaan jangka pendek, menengah dan panjang, identifikasi faktor internal dan eksternal, serta penyusunan strategi. (2) Pelaksanaan manajemen strategik diMTs Negeri 7 Kebumen mancakup empat kegiatan yaitu menentukan kebijakan madrasah, memotivasi pendidik dan tenaga kependidikan, mengalokasikan sumber daya manusia, dan mengembangkan budaya strategi. (3) Evaluasi manajemen strategik di MTs Negeri 7 Kebumen meliputi tiga kegiatan yaitu memonitor seluruh hasil, mengukur kinerja individu dan madrasah, mengambil langkah perbaikan. Kata Kunci : manajemen strategik, kualitas pendidikan Strategic management has an urgent role in improving the quality of education. This study aims to determine: (1) How strategic planning in realizing the quality of education in MTs Negeri 7 Kebumen (2) How to implement strategic management in realizing the quality of education in MTs Negeri 7 Kebumen (3) How to evaluate strategic management in realizing the quality of education in MTs Negeri 7 Kebumen. This research is a descriptive qualitative research, the data collected through the methods of observation, interviews, documentation, triangulation, and analyzed by descriptive analysis techniques. This study aims to determine the process of planning, implementing, and evaluating strategic management in realizing the quality of education at MTs Negeri 7 Kebumen. In this study of strategic management in realizing the quality of education at MTs Negeri 7 Kebumen, it shows that: (1) Strategic planning at MTs Negeri 7 Kebumen includes four activities, namely developing vision, mission, and goals, short, medium and long term planning, identifying factors internal and external, as well as strategy formulation. (2) The implementation of strategic management at MTs Negeri 7 Kebumen includes four activities, namely determining madrasa policies, motivating educators and education staff, allocating human resources, and developing a strategic culture. (3) Evaluation of strategic management at MTs Negeri 7 Kebumen includes three activities, namely monitoring all results, measuring individual and madrasa performance, and taking corrective steps.

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Mjaku, Gentiana, und Ph D. c. „Strategic Management and Strategic Leadership“. International Journal of Scientific and Research Publications (IJSRP) 10, Nr. 8 (24.08.2020): 914–18. http://dx.doi.org/10.29322/ijsrp.10.08.2020.p104113.

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Stoney, Christopher. „Strategic management or strategic Taylorism?“ International Journal of Public Sector Management 14, Nr. 1 (Februar 2001): 27–42. http://dx.doi.org/10.1108/09513550110387057.

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Hron, J. „Knowledge and strategic management“. Agricultural Economics (Zemědělská ekonomika) 52, No. 3 (17.02.2012): 101–6. http://dx.doi.org/10.17221/5001-agricecon.

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The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

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Board, Editorial. „Strategic Management“. Global Journal of Enterprise Information System 9, Nr. 3 (27.09.2017): 115. http://dx.doi.org/10.18311/gjeis/2017/17985.

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Foster, M. J., Cliff Bowman und David Asch. „Strategic Management.“ Journal of the Operational Research Society 39, Nr. 4 (April 1988): 416. http://dx.doi.org/10.2307/2582124.

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Tate, Bernard, und Gordon E. Greenley. „Strategic Management“. Journal of the Operational Research Society 42, Nr. 1 (Januar 1991): 99. http://dx.doi.org/10.2307/2583005.

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Dissertationen zum Thema "Strategic management"

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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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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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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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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Kurcová, Kateřina. „Strategická analýza Rádia Jihlava“. Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-76407.

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Annotation The diploma thesis deals with the strategic analysis of Radio Jihlava. The aim of the thesis was to find out the contemporary situation of the firm and to suggest another strategy to it, which would be more successful in the competitors fight. The theoretical part is concentrated on explication of basic concepts from the strategic management field, explication of the concepts of strategy and strategic management, description of strategic analysis methods. This part is essential for elaboration of the practical part referring to the explained concepts and analyses. The described analyses are solved in the practical part. The analyses results should be the basic for a change or creation of a new company strategy. The conclusion of the diploma thesis generally evaluates the cotemporary company strategy and suggests a strategy change.

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Kubíska, Ladislav. „Strategie podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162551.

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The aim of this diploma thesis is to create a strategic analysis of particular company. The strategic analysis will be divided into the analysis of external and internal environment. A strategy of future development of the company which is based on the results of selected analyses will be created afterwards. Agrostroj Pelhřimov a.s. (a joint-stock company) was chosen for the purposes of analysis.

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Štěpán, Kamil. „Strategická analýza podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-192375.

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The aim of the thesis is to define short term strategy for the company selling printing technology and complementary services. In the first part of the thesis theoretical background is described, including definition of the strategic planning and management, strategic analysis and different types of strategy. In the practical part strategic imperatives are defined, external and internal analysis performed, then SWOT analysis and strategic factors influencing the company are defined. In the next step strategic options are proposed as a reaction on identified strategic factors. Finally rewards and risks of each option are evaluated and action plans of realization are defined.

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Bücher zum Thema "Strategic management"

Sirotkin, Sergey, und Natal'ya Kel'chevskaya. Strategic management. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/958515.

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The textbook outlines the basics of strategic management in an industrial enterprise. In particular, the concept and types of industrial enterprise strategies are considered, the methodological basis for the formation of corporate, business and functional strategies is described, as well as approaches to evaluating the effectiveness of the strategy and methods for selecting the optimal strategy of an industrial enterprise are presented. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For undergraduate students studying in the areas of "Economics" and "Management", postgraduate students, teachers and specialists in the field of strategic management.

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A, Pearce John, und Robinson Richard B. 1947-, Hrsg. Strategic management practice: Readings in strategic management. Homewood, IL: Irwin, 1991.

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M, Birkinshaw Julian, Hrsg. Strategic management. Northampton, MA: Edward Elgar Pub., 2005.

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1956-, Miller Alex, Hrsg. Strategic management. New York: McGraw-Hill, 1993.

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Ansoff, H. Igor. Strategic Management. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230590601.

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1941-, Hunger J. David, Hrsg. Strategic management. 2. Aufl. Reading, Mass: Addison-Wesley, 1987.

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Barinov, Vladimir, und Dmitriy Busalov. Strategic management. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1391566.

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This tutorial is not just another of the many books on a well-known topic. The main emphasis is placed on connecting many, at first glance, well-known things and helping students and managers to better understand the need and meaning of strategic management as a set of actions for the consistent development of an organization in an increasingly competitive environment. For the Russian reader, this is also important because competition in our country is only "gaining momentum", and understanding its nature is necessary both to preserve business and to achieve personal success. Meets the requirements of the federal state educational standards of higher education of the latest generation. For university students and postgraduates studying the peculiarities of enterprise management in a competitive environment, as well as for companies regardless of their size and field of activity, managers involved in the development of business development strategies.

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Gus'kov, Yuriy, und Tat'yana Gus'kova. Strategic management. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1095689.

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The textbook presents in a systematic form the main content of the eponymous academic discipline, which is based on the results of the work of foreign and domestic specialists in the field of management of socio-economic systems, as well as the authors ' own research. The specifics of the activities of future specialists in the field of management, who carry out management in the conditions of modern Russia, are taken into account. Meets the requirements of the federal state educational standards of higher education of the latest generation. It is developed in accordance with the working programs of the discipline and is intended for students studying in the areas of training 38.03.01 "Economics" and 38.03.04 "State and Municipal Management", as well as for undergraduates, postgraduates and teachers.

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White, Colin. Strategic Management. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-55477-1.

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Bowman, Cliff, und David Asch. Strategic Management. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18702-7.

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Buchteile zum Thema "Strategic management"

Brown, William A. „Strategic Management“. In The Jossey&;#x02010;Bass Handbook of Nonprofit Leadership and Management, 217–39. Hoboken, NJ, USA: 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, 55–77. London: 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, 49–70. London: 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, 149–66. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26896-2_7.

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Perunovic, Branko, Louise Dunk und Jill Aylott. „Strategic Management“. In Why Hospitals Fail, 149–56. Cham: 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, 3–15. London: Macmillan Education UK, 1986. http://dx.doi.org/10.1007/978-1-349-18213-8_1.

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Hughes, Owen E. „Strategic Management“. In Public Management and Administration, 208–27. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00305-8_10.

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Kittlaus, Hans-Bernd, und Samuel A. Fricker. „Strategic Management“. In Software Product Management, 189–218. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-642-55140-6_5.

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O’Brien, Danny, und Ben Corbett. „Strategic Management“. In Contemporary Issues in Sport Management: A Critical Introduction, 149–62. 1 Oliver’s Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2016. http://dx.doi.org/10.4135/9781473919761.n12.

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Poulis, Efthimios. „Strategic Management“. In Business and Management Practices in Greece, 141–54. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230306530_7.

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Konferenzberichte zum Thema "Strategic management"

Arshinina, Polina. „Strategic Management for Logistics“. 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_57.

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Đorđević, Dragana. „Usability of Management Accounting Techniques in Crisis Circumstances“. In 29th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2024. http://dx.doi.org/10.46541/978-86-7233-428-9_435.

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Management accounting has a wide set of various techniques for the purpose of decision-making, planning, coordination, control and motivation through performance measurement, budgeting, responsibility centers, transfer pricing, costing and cost allocation. Over the past two decades, the need to explain the mechanisms of business decision-making by expanding the focus from the internal environment to factors of the external environment such as exchange rate fluctuations, inflation, slowing down of economic activity, volatility of the stock market and others has been clearly manifested. The strategic aspect and non-financial information, as important aspects of decision-making in crisis conditions, influenced the development of new and improvement of existing management accounting techniques. In the post-corona era, the central focus of management accounting tools and techniques becomes sustainability and accelerated technology adoption, so management accounting practices must be adapted accordingly. The intention of the work is twofold. First, the work tries to point out the environmental factors and influences that are the impetus for necessary changes and adaptability of the management accounting technique in the crisis circumstances. Second, the aim of the paper is a critical review of the current literature on the issue of the use of management accounting techniques in conditions of crisis and unpredictability in various types of entities and industry sectors. Finally, the aim of the paper is to consider whether new and proactive management accounting techniques are applied in crisis conditions or whether the management's focus is on the short-term realization of income and profit.

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Ab. Rahima, Siti Sakinah. „Leveraging Strategic Knowledge And Strategic Competence For Strategy Formulation“. In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.72.

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Lapina, Tatiana. „Humanistic Management as the New Human Resource Management Strategy“. 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_120.

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Rui Zhang und Yi Zhang. „New strategic mode: strategic ecology management“. In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1499432.

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Schmuck, Roland. „Strategic Management Consulting in Hungary“. 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_47.

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Vuković, Bojana, Dejan Jakšić, Teodora Tica und Nedeljko Tica. „STRATEGIC ASPECTS OF EARNINGS MANAGEMENT“. In 28th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2023. http://dx.doi.org/10.46541/978-86-7233-416-6_51.

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Turcan, Gizem. „Intersection Of Strategic Management And Management Information Systems Disciplines: Analysis Of Theories“. In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.14.

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Craze, Andrew, Pete Davis und Matthew Clark. „Strategic Environmental Assessment for UK LLW Management“. In ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2009. http://dx.doi.org/10.1115/icem2009-16392.

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NDA is delivering a Strategic Environmental Assessment (SEA) to underpin the UK Nuclear Industry Low Level Waste Strategy. The purpose of this assessment is embed sustainability issues into our decision making and to fulfil our requirements under the European Union’s Strategic Environmental Assessment (SEA) Directive (2004/42/EU) and transposing UK Regulations, and to underpin the development of the strategy. The outputs of the SEA have provided input into particular aspects of the strategy, leading to a more robust and better informed result. Development of options to be assessed under the SEA has looked at a number of factors, including: • what the strategy is aiming to achieve; • expectation from stakeholders as to what should be addressed; • consideration of tactical approaches to implementation of the strategy in addition to high level strategic issues; • links to other projects and programmes (for example the Environmental Safety Case for the Low Level Waste Repository. The SEA aims to provide a robust assessment of the environmental and sustainability impacts of alternative strategies for providing continued capability and capacity for the management and disposal of LLW in the UK. The assessment also considers other, more tactical, issues around implementation of the strategy, for example: issues around the location of LLW management facilities; the environmental impacts of alternative waste treatment options (metal recycling etc); considerations of alternative approaches to the classification of radioactive waste and opportunities that would result. Critical to the development of the SEA has been the involvement of statutory and non-statutory stakeholders, who have informed both the output and the approach taken.

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POPA, Ionuț-Claudiu, Marian NĂSTASE und Raluca-Giorgiana (CHIVU) POPA. „STRATEGIC CYBERSECURITY MANAGEMENT“. In International Management Conference. Editura ASE, 2023. http://dx.doi.org/10.24818/imc/2022/03.15.

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Cybersecurity, as well as its management, is a broad issue facing organizations today. The latter must undertake the necessary measures to deal with these threats through complex management processes. Emphasis is placed on placing cyber security management in a strategic context so that the decision-making process on cyber security management enables vital individuals, such as the cyber security manager, in unison with other senior managers, to identify and solve cyber security issues. Problems by designing and implementing appropriate countermeasures that prevent cyber attacks. By accepting that cyber security is a shared responsibility, the cyber security manager can work with managers from various organizations and ensure that a unified approach is taken to counter the different cyber attacks. Through this article, we emphasize the importance of strategic management at the organizational level, especially in the current context, when the valences of cyber security are extremely important at the organizational level. In this article, we have carried out quantitative research in the form of a questionnaire, and among the objectives can be listed: analyzing the opinions of some Romanian specialists on how strategic management evolves in the implementation of new technologies, highlighting the best tools that are used in this process and what are the perspectives regarding the implementation of new technologies

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Berichte der Organisationen zum Thema "Strategic management"

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

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

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

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Roseta Palma, Catarina, und 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. Fort Belvoir, VA: Defense Technical Information Center, April 1992. http://dx.doi.org/10.21236/ada276574.

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

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COLLINS, M. S. FY 2001 Hanford Waste Management Strategic Plan. Office of Scientific and Technical Information (OSTI), Februar 2001. http://dx.doi.org/10.2172/805997.

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Scott, John, Angela Higginson, Zoe Staines, Liuissa Zhen, Vanessa Ryan und Mark Lauchs. Strategic review of Cape York Income management. Queensland, Australia: Queensland University of Technology, Dezember 2018. http://dx.doi.org/10.5204/rep.eprints.123533.

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Wright, Kenneth L. Transformation and Change Management for Strategic Leaders. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404197.

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Huber, Carol M. The Strategic Enterprise Model for Information Management. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada363946.

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