Thematische Bibliographien / Strategic management / Zeitschriftenartikel
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Zeitschriftenartikel zum Thema „Strategic management“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 8. Juni 2024

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1

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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9

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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10

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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Dess, Gregory G., Mike W. Peng und David Lei. „Strategic Management“. Journal of Leadership & Organizational Studies 20, Nr. 4 (09.10.2013): 373–74. http://dx.doi.org/10.1177/1548051812471859.

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Foster, M. J. „Strategic Management“. Journal of the Operational Research Society 39, Nr. 4 (April 1988): 416–17. http://dx.doi.org/10.1057/jors.1988.72.

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Tate, Bernard. „Strategic Management“. Journal of the Operational Research Society 42, Nr. 1 (Januar 1991): 99–100. http://dx.doi.org/10.1057/jors.1991.16.

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14

Hopewell, Barry. „Strategic management“. Long Range Planning 36, Nr. 3 (Juni 2003): 317–18. http://dx.doi.org/10.1016/s0024-6301(03)00035-9.

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Johnson, Liz J. „Strategic Management“. JONA: The Journal of Nursing Administration 20, Nr. 9 (September 1990): 7???10. http://dx.doi.org/10.1097/00005110-199009000-00003.

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J. Harrington, Robert, und Michael C. Ottenbacher. „Strategic management“. International Journal of Contemporary Hospitality Management 23, Nr. 4 (31.05.2011): 439–62. http://dx.doi.org/10.1108/09596111111129977.

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Jain, Neha. „Strategic Management“. Vision: The Journal of Business Perspective 17, Nr. 1 (März 2013): 89–90. http://dx.doi.org/10.1177/0972262912469699.

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Šoljaková, Libuše. „Relation between Strategic Management Accounting and Strategic Management“. Český finanční a účetní časopis 2013, Nr. 4 (01.12.2013): 183–90. http://dx.doi.org/10.18267/j.cfuc.366.

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Paramitha, Janna, und H. H. Daniel Tamburian. „Studi Manajemen Strategis Instagram @cchannel_id dalam Menjangkau Publik“. Prologia 4, Nr. 1 (26.02.2020): 98. http://dx.doi.org/10.24912/pr.v4i1.6440.

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Nowadays digital media hold an important role in people's lives. An important role that has helped the community is the rise of digital media like Instagram.C Channel Indonesia is one of the companies engaged in digital media, which is Instagram. Strategic management on Instagram @cchannel_id is important to be done in order to know the direction of a company. The long and short term strategies of the company are the determinants of the direction the company is headed for. Strategic Direction Instagram C Channel Indonesia wants to make number one digital media for Indonesian women and build community. The purpose of this study is to find out about strategic manajemen Instagram C Channel Indonesia's in reaching the publit. The theory used in this research is the theory of strategic management, strategic communication, New Media, and trust. The research method is qualitative with case studies. Informants who are key informants deal with Strategic Social Media, Strategic Digital Media, Strategic Human Resources, Head of Media and Production, and Instagram followers of @cchannel_id. The results show that strategic communication guides the company's strategic direction by building consumer trust in the long term strategic direction determined by C Channel Indonesia. Saat ini media digital memegang peran penting dalam kehidupan masyarakat. Peran penting yang ikut membantu masyarakat adalah munculnya media digital seperti instagram. C Channel Indonesia merupakan salah satu perusahaan yang bergerak dibidang media digital salah satunya di Instagram. Manajemen strategis di instagram @cchannel_id penting untuk dilakukan agar mengetahui arah suatu perusahaan. Strategi jangka panjang dan pendek dari perusahaan adalah penentu arah yang sedang dituju perusahaan. Arah Strategis Instagram C Channel Indonesia ingin menjadikan media digital nomor satu bagi para perempuan Indonesia dan membangun komuniti. Tujuan penelitian ini adalah mengetahui studi manajemen strategis Instagram C Channel Indonesia dalam menjangkau publik. Teori yang digunakan dalam penelitian ini adalah teori manajemen strategis, komunikasi strategis, New Media, komunikasi dan Public Relations. Metode penelitian menggunakan kualitatif deskriptif. Informan yang menjadi narasumber kunci menangani Sosial Media Strategis, Media Digital Strategis, Human Resources Strategis, Head of Media and Production dan followers Instagram @cchannel_id. Hasil penelitian menunjukan bahwa komunikasi strategis menuntun arah strategis perusahaan dengan membangun kepercayaan konsumen dan menjangkau publik untuk dapat menuju ke strategi jangka panjang yang telah ditentukan oleh C Channel Indonesia.
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Snyman, Retha, und Cornelius Johannes Kruger. „The interdependency between strategic management and strategic knowledge management“. Journal of Knowledge Management 8, Nr. 1 (Februar 2004): 5–19. http://dx.doi.org/10.1108/13673270410523871.

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Grundy, Tony. „Strategic project management and strategic behaviour“. International Journal of Project Management 18, Nr. 2 (April 2000): 93–103. http://dx.doi.org/10.1016/s0263-7863(98)00076-3.

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Bonn, Ingrid, und Chris Christodoulou. „From strategic planning to strategic management“. Long Range Planning 29, Nr. 4 (August 1996): 543–51. http://dx.doi.org/10.1016/0024-6301(96)00046-5.

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Hasanudin, Hasanudin, Dadang Kusnawan und Dewi Sadiah. „Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter“. Tadbir: Jurnal Manajemen Dakwah 4, Nr. 3 (30.09.2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.

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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter. This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.
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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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Djordjevic, Branislav. „The Nature of Strategic Management“. Archives of Business Research 2, Nr. 4 (30.08.2014): 28–39. http://dx.doi.org/10.14738/abr.24.178.

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Suriansha, Reza, und Hendro Sasongko. „Enterprise Architecture Management and its Role in Corporate Strategic Management“. Journal of Economics and Business UBS 11, Nr. 1 (20.06.2022): 72–78. http://dx.doi.org/10.52644/joeb.v11i1.83.

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Enterprise Architecture (EA) merupakan salah satu aspek penting dalam mengintegrasikan sistem informasi manajemen perusahaan secara terstruktur. Akan tetapi, peneliti berpendapat banyak perusahaan belum mengimplementasikan sistem EA secara maksimal. Saat ini, perusahaan hanya mengimplementasikan aktivitas EA dalam mengintegrasikan operasional perusahaan dengan penggunaan teknologi, sedangkan EA secara luas mencakup proses bisnis sehingga perusahaan dapat mengembangkan strategi dalam meningkatkan bisnisnya. Tujuan penelitian ini adalah 1. Untuk memberikan gambaran rinci tentang EA sebagai instrumen potensial untuk manajemen strategis perusahaan 2. Untuk mengetahui dukungan yang dapat diberikan oleh manajemen EA, sebagai praktik keseluruhan dalam mengembangkan dan memelihara EA dalam manajemen strategis perusahaan dan pada konsepsi apa arsitektur bisnis ini didasarkan 3. Untuk menganalisis manajemen EA yang perlu dikembangkan untuk meresapi manajemen strategis perusahaan dengan lebih dalam. Penelitian ini menggunakan metode wawancara semi terstruktur dengan menggunakan tiga faktor yaitu motivasi bisnis, model bisnis dan eksekusi bisnis. Kesimpulan penelitian ini adalah adanya tiga lapisan kerangka kerja yang saling terkait, yaitu motivasi bisnis, model bisnis dan eksekusi bisnis. EA telah diterapkan dalam tugas manajemen strategis perusahaan seperti dalam analisis strategis, pilihan strategis, desain eksekusi bisnis, penilaian kesiapan transformasi bisnis, perencanaan implementasi strategis, tinjauan strategi dan tata kelola strategis.
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Ekowati, Dian. „Pengaruh Implementasi Quality Management System ISO 9001:2000 terhadap Kinerja Rumah Sakit Duren Sawit“. Kesmas: National Public Health Journal 2, Nr. 3 (01.12.2007): 127. http://dx.doi.org/10.21109/kesmas.v2i3.268.

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Upaya organisasi meningkatkan produksi jasa pelayanan kesehatan melalui implementasi Quality Management System ISO 9001:2000 secara sistematis, menyeluruh dan sinambung seharusnya mampu menampilkan kinerja yang efektif dan efisien. Penelitian ini bertujuan untuk memperoleh gambaran mengenai peran implementasi QMS ISO 9001:2000 terhadap kinerja Rumah Sakit Duren Sawit yang akan diukur melalui pendekatan kerangka strategis Balanced Scorecard serta identifikasi kesenjangan dalam organisasi untuk menganalisis kesiapan implementasi manajemen strategis Balanced Scorecard di Rumah Sakit Duren Sawit. Hasil penelitian menggambarkan bahwa melalui pemahaman dan implementasi yang QMS ISO 9001:2000 konsistensi, Rumah Sakit Duren Sawit mampu menghasilkan kinerja organisasi yang efektif dan efisien. serta berhasil menganalisis kesiapan Rumah Sakit Duren Sawit untuk mengimplementasikanmanajemen strategis Balanced Scorecard melalui identifikasi kesenjangan dalam mengumpulkan sumber informasi untuk mengukur indikator-indikator hasil yang merupakan rambu-rambu bagi keberhasilan pencapaian sasaran strategis organisasi.Kata kunci : QMS ISO 9001:2000, kerangka strategi, balance scorecardAbstractThe organization effort to improve health care service production through implementation of Quality Management System ISO 9001:2000 in a systematic, comprehensivelyand continuously should results in effective and efficient performance. This study objective is to observe the role of Quality Management System ISO 9001:2000 implementation on performance of Duren Sawit Hospital measured by Balance Scorecard strategic frame approach to analyze the readinessof the hospital to implement Balance Scorecard strategic management. The study results show that through understanding and consistent implementation of QMS ISO 9001:2000 Duren Sawit Hospital can produce effective and efficient organization performance. This study also provide analysis on the readiness of Duren Sawit Hospital to implement Balance Scorecard strategic management and identify the gaps of sources of information to measure indicators toachieve organization strategic objectives.Keywords : QMS ISO 9001:2000, strategic frame, balance scorecard
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Duçi, Ejona. „The Relationship between Management Accounting, Strategic Management Accounting and Strategic Cost Management“. Academic Journal of Interdisciplinary Studies 10, Nr. 5 (05.09.2021): 376. http://dx.doi.org/10.36941/ajis-2021-0146.

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The object of the paper is to study the relationship between management accounting, strategic management accounting and strategic cost management. The Aim is to define each of them based on a systematic literature review of different accounting literatures in strategic management accounting, to emphasize the relation between them. The paper attempts to offer definitions of Strategic cost management based on different authors throw the years and also to reveal a relationship that exists between Strategic Management Accounting and other disciplines. The enduring value of contextual view of management accounting and its content emphasizes power and relationship between Management Accounting, Strategic Management Accounting and Strategic Cost Management. The methodology used for this paper is descriptive and comparative based on a systematic literature review from different books and journals, especially Scopus indexed journals taken by Elsevier, emerald insight and other trustable library sources. The paper explores a comparative analysis between management accounting and strategic management accounting. Practical limitations of this paper have been mainly focused on having access to Scopus indexed journals. Also, another limitation encountered is related with electronic library which in our country is very difficult and even impossible to have free access in reading and downloading related papers. The intention was to identify similarities and differences between Strategic Management Accounting and Strategic Cost Management and also the relationship that exists between them. The paper concluded that Strategic management has as its primary goal the efficient use of all resources while focusing on the competitive advantage of an organization. Hence, SMA could be considered as an integral part of the strategic management; an interaction of the management and the SMA techniques is important for the more efficient management of an entity. Received: 19 June 2021 / Accepted: 23 August 2021 / Published: 5 September 2021
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Bybee, Karen. „Strategic Health Management“. Journal of Petroleum Technology 62, Nr. 08 (01.08.2010): 68–69. http://dx.doi.org/10.2118/0810-0068-jpt.

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Starik, Mark, und Archie B. Carroll. „Strategic Environmental Management“. Proceedings of the International Association for Business and Society 2 (1991): 455–87. http://dx.doi.org/10.5840/iabsproc1991218.

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Starik, Mark, und Minna Halme. „Strategic Environmental Management“. Proceedings of the International Association for Business and Society 5 (1994): 1053–64. http://dx.doi.org/10.5840/iabsproc1994588.

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Taylor, James, Rui Brites, Fernanda Correia, Minoo Farhangmehr, Brites Ferreira, Maria de Lourdes Machado, Cláudia Sarrico und Maria José Sá. „Strategic Enrolment Management“. Higher Education Management and Policy 20, Nr. 1 (04.02.2008): 1–17. http://dx.doi.org/10.1787/hemp-v20-art7-en.

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Farid, Ola. „Strategic Management Identity“. American Journal of Industrial and Business Management 12, Nr. 05 (2022): 995–1005. http://dx.doi.org/10.4236/ajibm.2022.125051.

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Koray ERENTÜRK, Mustafa. „STRATEGIC MANAGEMENT CONSCIOUSNESS“. International Journal of Social Humanities Sciences Research (JSHSR) 7, Nr. 58 (01.01.2020): 2226–30. http://dx.doi.org/10.26450/jshsr.1980.

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Shrivastava, Dr Paul. „Ecocentering Strategic Management“. Ruffin Series of the Society for Business Ethics 2 (2000): 23–43. http://dx.doi.org/10.5840/ruffinx200023.

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Rawls, S. Waite, und Charles W. Smithson. „STRATEGIC RISK MANAGEMENT“. Journal of Applied Corporate Finance 2, Nr. 4 (Januar 1990): 6–18. http://dx.doi.org/10.1111/j.1745-6622.1990.tb00183.x.

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Souza, José Ademir de, Orandi Mina Falsarella, Celeste Aida Sirotheau Corrêa Jannuzzi und Samuel Carvalho De Benedicto. „Corporate Strategic Management“. International Journal for Innovation Education and Research 7, Nr. 1 (31.01.2019): 241–58. http://dx.doi.org/10.31686/ijier.vol7.iss1.1311.

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A sustentação do tema é uma das principais organizações, uma vez que a saúde é sustentável e alinhada com os indicadores sociais e ambientais para melhorar a imagem corporativa e a melhor vantagem competitiva. Por meio de componentes de Planejamento Estratégico de Negócios, contamos com as ferramentas de gerenciamento do Balanced Scorecard, é possível realizar as práticas do ambiente de produção com a implementação de metas e objetivos estratégicos, porém essa integração ainda não é traduzida como real meio ambiente e contraído pela atividade central da empresa dentro da perspectiva da sustentabilidade.Portanto, este estudo é baseado em uma estratégia de gestão baseada no Balanced Scorecard, que também considera os indicadores de desempenho de sustentabilidade, dentro da economia, dimensões sociais e ambientais, a fim de permitir que os gestores se desenvolvam e sigam a organização Planejamento Estratégico de Negócios e Gestão estática está funcionando no nível operacional de sustentabilidade desejável. Como metodologia, o estudo baseou-se em uma pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório.o estudo baseou-se em pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório. o estudo baseou-se em pesquisa qualitativa-quantitativa, exploratória e prescritiva. Como este é o seu método de estudo, as estatísticas e critérios hídricos, sob parâmetros qualitativos e quantitativos, são suas estratégias e metas em direção às operações para um desempenho de sustentabilidade satisfatório.
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Heugens, Pursey P. M. A. R. „Strategic Issues Management“. Business & Society 41, Nr. 4 (Dezember 2002): 456–68. http://dx.doi.org/10.1177/0007650302238778.

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Gruis, Vincent, und Nico Nieboer. „Strategic housing management“. Property Management 22, Nr. 3 (Juli 2004): 201–13. http://dx.doi.org/10.1108/02637470410544995.

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Gibson, Virginia. „Strategic Property Management“. Property Management 12, Nr. 3 (September 1994): 9–14. http://dx.doi.org/10.1108/02637479410064223.

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Jack, John. „Strategic Facilities Management“. Property Management 12, Nr. 4 (Dezember 1994): 40–43. http://dx.doi.org/10.1108/02637479410071063.

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Murthy, D. N. P., A. Atrens und J. A. Eccleston. „Strategic maintenance management“. Journal of Quality in Maintenance Engineering 8, Nr. 4 (Dezember 2002): 287–305. http://dx.doi.org/10.1108/13552510210448504.

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Bursic, Karen M., und David I. Cleland. „Strategic Technology Management“. Engineering Management Journal 3, Nr. 2 (Juni 1991): 21–29. http://dx.doi.org/10.1080/10429247.1991.11414619.

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RICHARDS, ALBERT. „Strategic Technology Management“. R&D Management 24, Nr. 1 (Januar 1994): 109–10. http://dx.doi.org/10.1111/j.1467-9310.1994.tb00858.x.

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Slack, Trevor. „Strategic recreation management“. European Sport Management Quarterly 13, Nr. 3 (Juni 2013): 380–81. http://dx.doi.org/10.1080/16184742.2013.784794.

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Sandelands, Eric. „Strategic logistics management“. Logistics Information Management 7, Nr. 3 (März 1994): 1–48. http://dx.doi.org/10.1108/09576053199400001.

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Fojt, Martin. „Strategic logistics management“. Logistics Information Management 8, Nr. 5 (Mai 1995): 1–56. http://dx.doi.org/10.1108/09576053199500001.

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Fojt, Martin. „Strategic logistics management“. Logistics Information Management 9, Nr. 5 (Mai 1996): 1–63. http://dx.doi.org/10.1108/09576053199600001.

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Hoek, Janet. „Strategic Advertising Management“. Australasian Marketing Journal (AMJ) 9, Nr. 2 (Januar 2001): 90–91. http://dx.doi.org/10.1016/s1441-3582(01)70180-2.

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Nixon, Bill, und John Burns. „Strategic management accounting“. Management Accounting Research 23, Nr. 4 (Dezember 2012): 225–28. http://dx.doi.org/10.1016/j.mar.2012.09.005.

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