Zeitschriftenartikel: „Strategický analýza“

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Richter, Jiří, und Miroslav Mašlej. „Realisation of Strategic Analysis from the Point of View of Strategic Documents Elaborators in the Czech Armed Forces“. Vojenské rozhledy 28, Nr. 1 (11.03.2019): 16–29. http://dx.doi.org/10.3849/2336-2995.28.2019.01.016-029.

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Domachowska, Agata. „Analiza strategicznej narracji ASEAN-u“. Athenaeum Polskie Studia Politologiczne 54, Nr. 2 (30.06.2017): 23–37. http://dx.doi.org/10.15804/athena.2017.54.02.

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FABJAN, ALJAŽ. „ANALIZA STRATEŠKEGA KONCEPTA NATA 2010“. CONTEMPORARY MILITARY CHALLENGES, VOLUME 2012/ ISSUE 14/4 (30.10.2012): 31–46. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.14.4.2.

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Nato je v času svojega obstoja sprejel sedem strateških konceptov. Okoliščine, v katerih so bili sprejeti, so bile zelo različne, pri čemer si vsi delijo enak namen, to je definiranje temeljnih nalog in usmerjanje delovanja zavezništva. Nato je po hladni vojni iskal novo težišče delovanja, s čimer je začel spreminjati svoj značaj. Sprva obrambna organizacija, namenjena izvajanju kolektivne obrambe, je začela širiti obseg nalog, območje delovanja in postopoma prevzemala nove varnostne naloge. Odločitev za izdelavo novega strateškega koncepta je bila sprejeta zlasti zaradi obsežnih sprememb v mednarodnem varnostnem okolju, novih varnostnih tveganj in oblik odzivanja nanje. Koncept je bil sprejet novembra 2010 v Lizboni. Zastavljen je bil zelo ambiciozno, saj prinaša več bistvenih sprememb, med katerimi izstopata iz- enačitev pomena kriznega upravljanja in kooperativne varnosti z zagotavljanjem ko- lektivne obrambe ter širitev interpretacije 5. člena Washingtonske pogodbe. Koncept krepi pomen celostnega pristopa pri izvajanju kriznega upravljanja ter sodelovanja zavezništva z drugimi mednarodnimi organizacijami, določa razvoj novih zmoglji- vosti, širi geografsko območje svojega delovanja ter nalaga nadaljnje preoblikovanje organizacije. NATO has so far adopted seven strategic concepts. The circumstances in which they were adopted differentiated substantially, but they all share the same goal which is to define the core tasks and route the wok of the Alliance. After the Cold War, NATO sought a new focus of its activity by which it began changing its character. What was initially a defense organization, dedicated to the implementation of collecti- ve defense, began to expand the scope of its tasks, operating range and gradually assuming new security missions. The decision to create the new Strategic Concept was adopted mainly because of major changes in the international security environment, new security risks and forms of response. The new strategic concept was adopted in November 2010 in Lisbon and has been designed in a very ambitious manner. It includes several signi- ficant changes, two of the most striking ones being the equalization of importance of crisis management and cooperative security by providing collective defense, and wider interpretation of Article 5 of the Washington Treaty. The concept reinforces the importance of a comprehensive approach in the implementation of crisis ma- nagement and cooperation of the Alliance with other international organizations. It requires the development of new capabilities within NATO; expands its geographi- cal area of operations, and requires further transformation of the organization

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Bartusková, Terezie. „EVALUATION OF EXTERNAL STRATEGIC ANALYSES BY AHP METHOD“. Acta academica karviniensia 15, Nr. 2 (30.06.2015): 18–30. http://dx.doi.org/10.25142/aak.2015.015.

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Jemala, Marek. „Strategic Business Alliances: Qualitative Analysis of Specific Factors of Business Clusters“. Acta Oeconomica Pragensia 17, Nr. 4 (01.08.2009): 19–33. http://dx.doi.org/10.18267/j.aop.276.

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Chlebowicz, Piotr. „Strategiczna analiza kryminalna. Rozwiązania belgijskie“. Opolskie Studia Administracyjno-Prawne 15, Nr. 3 (25.09.2017): 51–61. http://dx.doi.org/10.25167/osap.1243.

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The article is mainly aimed at explaining and highlighting some characteristic features of a strategic crime intelligence analysis. The paper concentrates also on issues such as definition and scope of a strategic intelligence analysis. The author draws the attention to the experience of Belgian police services in the field strategic intelligence analysis.

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Bal, Monika. „Analiza sektora organizatorów turystyki z wykorzystaniem mapy grup strategicznych“. Gospodarka Materiałowa i Logistyka 2020, Nr. 5 (20.05.2020): 36–41. http://dx.doi.org/10.33226/1231-2037.2020.5.5.

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Melichar, Josef, Miroslav Mašlej und Alena Šafrová-Drášilová. „Utilization of Selected Methods of Strategic Analysis in Key Documents of The Czech Ministry of Defence“. Vojenské rozhledy 25, Nr. 4 (09.12.2016): 20–34. http://dx.doi.org/10.3849/2336-2995.25.2016.04.020-034.

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Nowicka, Klaudia. „Turystyka w dokumentach strategicznych gmin wiejskich województwa pomorskiego = Tourism in strategic documents of rural communes in the Pomorskie Voivodeship“. Studia Obszarów Wiejskich 53 (2019): 63–76. http://dx.doi.org/10.7163/sow.53.5.

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Za cel niniejszego opracowania autorka postawiła sobie określenie, jakie znaczenie ma turystyka w rozwoju społeczno-gospodarczym gmin wiejskich województwa pomorskiego, na podstawie zapisów dokumentów strategicznych. Aby zrealizować tak postawiony cel autorka poddała analizie dostępne aktualne dokumenty strategiczne dla 74 gmin, korzystając z analizy komputerowej oraz kontekstowej wszystkich dostępnych tekstów. Szczegółowej analizie poddano wybrane fragmenty opracowań, tj. rozdziały dotyczące celów strategicznych i operacyjnych oraz analizy SWOT. Badanie dotyczyło tych celów oraz elementów analizy SWOT, które w sposób bezpośredni związane były z rozwojem turystyki w gminie. Ponadto, analiza pozwoliła na określenie, w jakim stopniu strategie rozwoju gmin wiejskich województwa pomorskiego są narzędziem przydatnym w długofalowym planowaniu rozwoju społeczno-gospodarczego w odniesieniu do rozwoju branży turystycznej w gminie.

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Szabó, Károly, László Szabó und Ágnes Csanádi. „Strategic analysis of Zalaegerszeg Proving Ground“. Journal of Engineering Management and Competitiveness 10, Nr. 1 (2020): 38–47. http://dx.doi.org/10.5937/jemc2001038s.

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Nikolić, Miloš, und Ljiljana Stošić-Mihajlović. „Strategic analysis of the business of the enterprise“. Trendovi u poslovanju 8, Nr. 1 (2020): 28–36. http://dx.doi.org/10.5937/trendpos2001028n.

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Vaněk, Michal, Milan Mikoláš und Kateřina Žváková. „Evaluation Methods of Swot Analysis / Metody Vyhodnocení Swot Analýzy“. GeoScience Engineering 58, Nr. 2 (01.06.2012): 23–31. http://dx.doi.org/10.2478/gse-2014-0036.

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Abstract Strategic management is an integral part of top management. By formulating the right strategy and its subsequent implementation, a managed organization can attract and retain a comparative advantage. In order to fulfil this expectation, the strategy also has to be supported with relevant findings of performed strategic analyses. The best known and probably the most common of these is a SWOT analysis. In practice, however, the analysis is reduced to mere presentation of influence factors, which does not allow more precise determination of a strategic concept. The content of the article tries to remove this drawback, submitting for public discussion two possible approaches to evaluate the SWOT analysis providing important information for the selection process of an organization's strategic orientation.

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Lemešová, Miroslava. „Instrumental-Strategic Approaches of Students during Learning — Ethnographic Analysis of School Action“. Journal of Pedagogy / Pedagogický casopis 2, Nr. 1 (01.01.2011): 44–59. http://dx.doi.org/10.2478/v10159-011-0003-3.

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Žák, Vojtěch. „Disertační práce z didaktiky fyziky obhájené v České republice v letech 2004 až 2013 – přehled a analýza“. Scientia in educatione 6, Nr. 2 (13.12.2015): 35–50. http://dx.doi.org/10.14712/18047106.235.

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Cílem této studie je analyzovat disertační práce z didaktiky fyziky obhájené v posledních letech v České republice. Strategickým cílem je reflektovat vývoj a stav didaktiky fyziky, a přispět tak k jejímu rozvoji (a také k rozvoji dalších oborových didaktik). K výzkumu byl použit kvalitativní přístup, metodou sběru dat byla analýza jednotlivých disertačních prací. Analyzovány byly práce obhájené v letech 2004 až 2013 na některé z českých vysokých škol. Kromě základního přehledu, jako je zejména počet prací obhájených v jednotlivých letech, se studie soustřeďuje na analýzu metod sběru dat použitých v disertačních výzkumech, stupeň školy (vzdělávání), jehož problematiku práce řeší, fyzikální obsah a zaměření práce z hlediska vzdělávání. Ukazuje se, že počet obhájených prací se v posledních letech obecně zvyšuje. Nejčastěji používanými metodami sběru dat jsou dotazník a didaktický test. Práce se nejvíce zaměřují na střední školy (z nich nejčastěji na gymnázia) a zabývají se různými fyzikálními oblastmi. Jsou často zaměřeny na začlenění určitého fyzikálního nebo interdisciplinárního tématu do kurikula (např. biofyziky), na hodnocení a informační technologie.

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MingHsiung Ying, und HaoHsuan Huang. „Item Selection Strategic via Social Network Analyze“. International Journal of Digital Content Technology and its Applications 5, Nr. 3 (31.03.2011): 333–42. http://dx.doi.org/10.4156/jdcta.vol5.issue3.33.

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Ševkušić, Ljubiša. „Analysis of balance sheet in function making strategic decisions“. Ekonomski izazovi 7, Nr. 13 (2018): 41–49. http://dx.doi.org/10.5937/ekoizazov1813041s.

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Aslan, Imran, Orhan Çınar und Vilmantė Kumpikaitė. „CREATING STRATEGIES FROM TOWS MATRIX FOR STRATEGIC SUSTAINABLE DEVELOPMENT OF KIPAŞ GROUP / DARNAUS VYSTYMOSI KIPAS GRUPĖJE STRATEGIJŲ KŪRIMAS REMIANTIS GGSS MATRICA“. Journal of Business Economics and Management 13, Nr. 1 (21.02.2012): 95–110. http://dx.doi.org/10.3846/16111699.2011.620134.

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The aim of this study is to develop new strategies for sustainable development of a group and to establish a holding from several companies by considering the regulations in the World Trade, recent developments in textile sector and raising conflicts among stakeholders. In this study, internal analysis of the group was carried out with interviews, observations and surveys. To prepare external analysis, the economical situation of Turkey and the World was researched and categorized under standard PEST (Political – Economic – Sociocultural – Technological) categories. Later, SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the group was prepared and most significant factors were chosen. Important problems were identified and the purposes and objectives of the firm were determined by focusing on opportunities. In the light of these factors, TOWS (Threats, Opportunities, Weaknesses, and Strengths) matrix was prepared to combine external and internal factors of the enterprise in order to deploy strategies. A new organization structure of the group was determined and presented based on these strategies. Santrauka Šio straipsnio tikslas – pateikti Turkijos Kipas grupės, veikiančios tekstilės ir aprangos pramonėje, darnaus vystymosi strategijas, reorganizuojant grupę į holdingą. Tokiam organizacijos apsisprendimui įtakos turėjo pasaulio prekybos reguliavimo tekstilės sektoriaus pokyčiai, auganti Kinijos tekstilės produkcijos pasiūla ir vidinių konfliktų tarp suinteresuotų asmenų grupės viduje augimas. Šiame tyrime pristatoma vidinė Kipas grupės aplinkos analizė. Ji atlikta remiantis interviu, stebėjimo ir apklausos rezultatais. Išorinė aplinkos analizė ir Turkijos bei pasaulio ekonominė situacija analizuota remiantis PEST analize. Vėliau parengta SSGG (stiprybių, silpnybių, galimybių, grėsmių) grupės analizė ir išskirti reikšmingiausi veiksniai, darantys poveikį. Orientuojantis į išskirtas galimybes, buvo nustatyti strateginiai organizacijos tikslai ir uždaviniai. Kitu žingsniu, remiantis atlikta analize, buvo atlikta dar viena – šį kartą GGSS (galimybių, grėsmių, silpnybių, stiprybių) analizė. Ji sujungė išanalizuotus išorinius ir vidinius organizacijos aplinkos veiksnius, siekiant sudaryti darnaus vystymosi strategijas. Dėl to Kipas grupei buvo pasiūlyta nauja organizacinė struktūra.

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FURLAN, BRANIMIR. „RUDOLF MAISTER – STRATEŠKI VODJA“. CONTEMPORARY MILITARY CHALLENGES, VOLUME 2013/ ISSUE 15/4 (30.10.2013): 73–81. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.15.4.8.jub.

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Major Rudolf Maister je leta 1918 samoiniciativno prevzel vojaško poveljstvo v Mariboru in na spodnjem Štajerskem. S tem dejanjem je odločilno posegel v dogajanja v severovzhodni Sloveniji po koncu prve svetovne vojne. Dobesedno čez noč se je povzpel s taktične na strateško raven poveljevanja. Na podlagi teoretičnega modela učinkovitega vodje na strateški ravni in njegovih dejanj od leta 1918 do 1919 je bila opravljena analiza njegovih sposobnosti. V članku avtor utemelji osebnostne lastnosti, motive in sposobnosti Rudolfa Maistra, ki upravičujejo njegovo naglo napredovanje od majorja do generala. In 1918, Major Rudolf Maister took over military command in Maribor and in south eastern Styria on his own initiative. This had a decisive impact on the events in north eastern part of Slovenia after WWI. Literally over night, he was promoted from a commander at the tactical level to the strategiclevel commander. A theoretical model of an efficient leader at the strategic level and his acts from 1918 to 1919 served as a tool for the analysis of his ability. The article outlines the character features, motives, and ability of Rudolf Maister, which justify his accelerated promotion from Major to the rank of General.

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Jukić, Dinko. „Ekvilibrij korporativne marke: analiza identiteta“. Oeconomica Jadertina 8, Nr. 2 (12.12.2018): 34–47. http://dx.doi.org/10.15291/oec.2739.

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The paper presents and analyses contemporary corporate brand models, brand personality constructs as well as model C2ITE. Equilibrium of the corporate brand is constituted by an integrated model of different theoretical approaches to brand phenomena. The primary model is acquired as hexagonal brand identity, as it is also a starting construct that unites the derived models. The corporate brand is causal and depends on joint communication with all C2ITE features. The corporate brand origin is the corporate identity displayed and interpreted by the ACID test model. Corporate identity is essential for several reasons: it enables further creation of the corporate brand, image and other constructs, but also because of the strategic dimension of brand positioning in consumer consciousness. The design of the brand personality is confirmed by the CBBE model dimensions. The corporate brand equilibrium is suggested by the diversification of identity, image and personality. The corporate brand must have the ability to react quickly to market changes, as well as developed collaborative approach to all participants.

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Šiman, Jakub, und Josef Smolík. „Analýza bezpečnostní politiky během Mistrovství světa ve fotbale 2014 v Brazílii“. Studia sportiva 9, Nr. 2 (21.12.2015): 29–45. http://dx.doi.org/10.5817/sts2015-2-3.

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The case study analyzes the security policy of FIFA 2014 World Cup in Brazil. This study aims to present the greatest risks associated with organizing events of such magnitude and analyze strategic Brazils approach to ensure security during the championship. Among the biggest security risks of the championship were classified areas as terrorism, crime, social protests, spectator violence and hooliganism, cyber threats and health hazards. The paper also focuses on the actual process of championships and the consequences which brought about.

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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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Van Riel, Cees B. M. „Tracking strategic alignment with EcQ - The Strategic Alignment Monitor“. Organicom 4, Nr. 7 (14.12.2007): 46. http://dx.doi.org/10.11606/issn.2238-2593.organicom.2007.138942.

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Este artigo discute e analisa uma nova medida desenvolvida especificamente para mensurar o alinhamento interno das empresas e seus determinantes. Essa medida é denominada “EcQ® - Monitor de Alinhamento Estratégico”. Como identificar se os empregados estão alinhados às questões estratégicas da empresa? O EcQ permite mensurar esse alinhamento e revela os pontos fracos e fortes de seus determinantes.

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Thomson, Kirsty. „Lack of Annual Reports Make it Difficult to Analyze Library Strategic Credibility“. Evidence Based Library and Information Practice 6, Nr. 2 (24.06.2011): 34. http://dx.doi.org/10.18438/b80k8n.

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Objective – To investigate whether libraries achieve strategic credibility by assessing if strategic planning goals match the achievements described in annual reports. Design – Content analysis of annual reports and strategic plans from a sample of Association of Research Libraries (ARL). Setting – Academic libraries in Canada and the United States of America. Subjects – A random sample of 12 Canadian and 16 American academic libraries. All libraries were members of ARL. Methods – The researcher contacted the directors of 28 ARL libraries and asked for copies of their strategic plans and annual reports. She also visited the websites of libraries to obtain the reports. The contents of the strategic plans and annual reports were analyzed, and trends in the Canadian and American strategic plans were identified. Main Results – This study found that only 39% of ARL libraries produce annual reports, making it difficult to assess if libraries have strategic credibility, as their strategic plans cannot be assessed against annual reports. The strategic plans gathered in this study were analyzed and emerging themes were identified. These included physical library space (renovations, expansions or new buildings); offsite storage; assessment (both of the libraries’ services, and of information literacy training); development activities such as fundraising and marketing; and personnel issues. Cultural differences also were found in the strategic plans, with American libraries being more focused on trends such as digitization and institutional repositories, and Canadian libraries’ plans being more focused on users’ needs. Trends in annual reports were not reported due to the small number of annual reports in the sample. Conclusion – This study gives a snapshot of the trends in strategic plans of ARL members. It shows that many ARL members do not produce an annual report, and that it is therefore difficult to assess if their strategic plans are implemented successfully. The article hypothesizes that the communication of achievements may now be part of development and marketing efforts, rather than traditional annual reports.

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Tereszkiewicz, Filip. „Analiza dokumentów strategicznych Unii Europejskiej: Human Security jako paradygmat unijnej polityki przeciwdziałania terroryzmowi“. Studia nad Autorytaryzmem i Totalitaryzmem 40, Nr. 1 (22.06.2018): 39–52. http://dx.doi.org/10.19195/2300-7249.40.1.4.

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AN ANALYSIS OF EU STRATEGIC DOCUMENTS: MAKING HUMAN SECURITYA PARADIGM WITHIN EUROPEAN UNION COUNTERTERRORISM POLICYThis paper analyses European Union strategic documents for evidence that EU counterterrorism policy is founded on the Human Security HS approach. It concentrates on three main strategic documents: the EU Counter-Terrorism Strategy 2005, the European Agenda on Security 2015, and the EU Global Strategy 2016 which define the EU’s current approach to terrorism. Three determinants are established to research whether counterterrorism policy is founded on the HS paradigm: a people-centred approach, the presence of a wide range of threats, and a strong presence of non-state actors. The analysis shows that counterterrorism policy is constructed on the HS paradigm, however with strong and influential leverage from member states. This paradigm was chosen by EU institutions because it guarantees a strong position of EU agencies in contrast to the traditional member state-centred approach to security. It helps also to show that EU security policy makes citizens a priority, which could increase legitimacy of the EU in the eyes of its people.

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Arifin, Firman. „Analisa Perencanaan Strategis Sistem Informasi di Departemen Manajemen Aset Bina Nusantara“. ComTech: Computer, Mathematics and Engineering Applications 1, Nr. 2 (01.12.2010): 875. http://dx.doi.org/10.21512/comtech.v1i2.2626.

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The objective of this paper is to analyse portofolio application and information technology that is used today in Asset Management Department of Bina Nusantara so it could be made a strategic planning information system that could accommodate business needs. The discussion is focused to a strategic analysis that is applied today and its improvement in the future including information technology structure. The conclusion from this paper is along with a good information technology strategic planning, expected work effectivity and efficiency could be reached.

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Lalić, Srđan, Amra Gadžo und Benina Veledar. „Analysis of the prevalence of strategic management accounting techniques and the level of development of the cost system in large companies in Bosnia and Herzegovina“. Anali Ekonomskog fakulteta u Subotici, Nr. 44 (2020): 11–20. http://dx.doi.org/10.5937/aneksub2044011l.

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The paper has two research goals. The first goal is to investigate the prevalence of certain techniques of strategic management accounting in large companies in Bosnia and Herzegovina (hereinafter BiH), while the second research goal is to analyze the dependence of the number of strategic management accounting techniques used and the degree of development of the cost system in the company. For the purposes of this research, we collected survey questionnaires from 110 large companies based in BiH. The results of the research show that the three most common techniques of strategic management accounting in large companies in BiH are: Quality Costing (52.73%), Strategic Pricing (51.82%) and Benchmarking (50.91%), while the least common techniques are: Life Cycle Costing (11.82%), Attribute Costing and Integrated Performance Management Systems (with 12.73% each), and Activity Based Costing/ Management (17.27%). One-way analysis of variance (ANOVA) tested the differences in the number of strategic management accounting techniques used and the level of development of the cost system in companies. Companies that applied on average two techniques of strategic management accounting belonged to the first level of development, those that applied on average four techniques belonged to the second level of development, while companies that have the third level of cost system development on average applied six techniques of strategic management accounting. There were no companies in the sample with the fourth and fifth level of development of the cost system.

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Vallaster, Christine, und Oliver Koll. „Participatory group observation – a tool to analyze strategic decision making“. Qualitative Market Research: An International Journal 5, Nr. 1 (März 2002): 40–57. http://dx.doi.org/10.1108/13522750210414508.

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Tomaszewski, Krzysztof. „Strategic Importance of Natural Gas in Polish Energy Policy: A Critical Analysis“. Athenaeum Polskie Studia Politologiczne 60, Nr. 4 (31.12.2018): 77–96. http://dx.doi.org/10.15804/athena.2018.60.05.

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Strojny, Jacek, und Bogusław Stankiewicz. „Wielowymiarowa analiza przedsiębiorczości – metodologia, narzędzia i znaczenie dla społeczeństwa informacyjnego“. Przedsiębiorczość - Edukacja 5 (01.01.2009): 117–32. http://dx.doi.org/10.24917/20833296.5.10.

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Information Society produce a set of phenomena important to almost all aspects of social andeconomical development. In this article the authors focus on one of these phenomena, knownas the entrepreneurship. The special features of global Information Society create pressure onall of the entities that are forced to entrepreneurial behaviors to survive. That means the entrepreneurshipis becoming one of the most important instruments of competition nowadays.Accordingly the evaluation of this phenomenon is necessary. The authors suggests methodologyand instruments that help to measure this process. They also propose procedures useful fortwo kinds of processes - in scientific research and in strategic analysis as well.

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Atkočiūnienė, Zenona Ona, Erika Janiūnienė und Giedrė Plepytė-Davidavičienė. „Informacijos valdymo Lietuvos Respublikos ministerijose kritinė analizė“. Informacijos mokslai 67 (01.01.2014): 7–25. http://dx.doi.org/10.15388/im.2014.0.3107.

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Organizacijų, pramonės šakų ir visuomenės valdymo lygmenyse cirkuliuojanti informacija ir žinios suvokiamos kaip strateginis išteklius, lemiantis šalies ekonominio potencialo darnų augimą bei konkurencinį pranašumą. Šiandieną informacijos valdymas tampa daugiau strategine nei funkcine priemone, sutelkta į organizacijos informacijos, žmonių ir technologinių išteklių planavimą, organizavimą, kontrolę ir koordinavimą, siekiant įgyvendinti bendrą organizacijos strategiją.Viešojo sektoriaus informacijos vadybos tyrėjai akcentuoja informacijos vadybos svarbą, kuri užtikrina institucijos strateginių tikslų siekimą, optimizuoja sprendimų priėmimo procesą, gerina kokybiškos informacijos panaudojimą priskirtų funkcijų vykdymui, užtikrina efektyvų informacinių paslaugų teikimą piliečiams bei verslo organizacijoms, skatinant pakartotinį informacijos naudojimą. Straipsnio tikslas – išanalizuoti ir įvertinti informacijos valdymo situaciją Lietuvos Respublikos ministerijose1.Pagrindiniai žodžiai: informacijos svarba, informacijos planavimas, informacinės technologijos, viešasis sektorius, informacijos paieška, informacijos kokybė, informacinė elgsena, informacijos vertinimas.Information management in Lithuanian ministries: critical analysisZenona Ona Atkočiūnienė, Erika Janiūnienė, Giedrė Plepytė-Davidavičienė SummaryInformation and knowledge are understood as a strategic resource which influences the state’s sustainable economic development and competitive advantage on organizational, industrial and public levels of management. Today, information management is becoming rather a strategic than a functional tool focusing on the planning, organization, control and coordination of information, human and technological resources in order to implement the organization’s strategy. This strategic approach is applied to public institutions by seeking to create and implement a coherent information management strategy which could offer universal information to citizens and businesses, promote information reusing, optimize public institutions’ information management.The aim of the study was to analyze and evaluate the information management situation in the Lithuanian public sector. The research was funded by the Research Council of Lithuania “Information management in the Lithuanian public sector: a critical analysis and perspectives of changes” and was focused on qualitative and quantitative methods. In this article, a group of scientists presents results of a quantitative survey which was conducted using an online questionnaires and questioning the staff of Lithuanian ministries. The quantitative survey data indicate the importance of information and maturity issues in the fields of information technology use, information behavior, institutions’ information quality and the information activities of the ministries.

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Žák, Vojtěch. „Metody sběru dat využívané didaktikou fyziky v mezinárodním prostředí“. Scientia in educatione 7, Nr. 2 (31.12.2016): 18–33. http://dx.doi.org/10.14712/18047106.349.

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Strategickým cílem výzkumu, jehož součástí je tato přehledová studie, je reï¬ektovat vývoj a současný stav didaktiky fyziky (physics education research, dále PER). Cílem této studie je podat přehled metod sběru dat, a podpořit tak diskuzi o metodách výzkumu využívaných v této oblasti. K řešení výzkumného problému byl použit kvalitativní přístup a za metodu sběru dat obsahová analýza výzkumných sdělení. Za zdroj těchto textů byla zvolena databáze SCOPUS, přičemž analýza se omezila na relevantní časopisecké články, které byly publikovány v letech 2010 až 2014 a které jsou psány anglicky. Celkem bylo analyzováno 146 článků. Jako metody sběru dat jsou využívány v oblasti PER dotazník, interview a didaktický (zejména konceptuální) test. Dále se uplatňuje analýza nejrůznějších dokumentů, pozorování, příp. další metody. Přínosem pro další výzkum v oblasti PER, ať na mezinárodní nebo lokální úrovni, může být fakt, že v mezinárodním prostředí existují standardizované výzkumné nástroje, zejména konceptuální testy a různé dotazníky. Protože tato studie abstrahuje do značné míry od fyzikálního obsahu, mohou být uvedená zjištění přínosná i pro výzkumníky v oblasti science education research.

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Jarzęcki, Marek, und Jacek Mizerka. „Elements of the Prospect Theory in Strategic Investment Games“. Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse, Rynki Finansowe, Ubezpieczenia 2015, Nr. 74/1 (30.04.2015): 433–46. http://dx.doi.org/10.18276/frfu.2015.74/1-37.

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Lukić, Radojko, und Dragana Vojteski-Kljenak. „Analysis of food retail efficiency in Serbia“. Poslovna ekonomija 14, Nr. 2 (2020): 1–18. http://dx.doi.org/10.5937/poseko18-26786.

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It is well known that the problem of analyzing the efficiency of all companies, including trading companies, is very topical, significant and complex. In the context of the above mentioned, mathematical methods and models are increasingly being applied. With this in mind, this paper explores the effectiveness of food retailers in Serbia using AHP and DEA methods. Of all the observed optimization criteria (cost of goods sold, operating costs, gross margin and net profit), the most significant one was the cost of goods sold. The most efficient food retailer in Serbia is Delhaize Serbia. Mercator-S is inefficient according to DEA analysis. In order to improve the efficiency of food retailers in Serbia, it is necessary to look up to the Western models and apply new business models (private brand, multichannel sales, organic food sales and others) and new concepts of strategic management accounting as well as strengthen the digitalization of business.

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Czachór, Zbigniew. „Europejska Strategia Bezpieczeństwa 2003–2008. Analiza politologiczna“. Przegląd Politologiczny, Nr. 2 (02.11.2018): 23–37. http://dx.doi.org/10.14746/pp.2010.15.2.3.

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In 2003, the Council of Europe, the highest political organ of the European Union, resolved to adopt the European Security Strategy. This document outlined three fundamental objectives for the EU: stability and good governance in the area of the EU’s closest neighbors; creating an international order that would be based not only on bilateral relations, but primarily on efficient multilateral relations; and preventing threats, whether new or traditional. The Strategy assumed that the EU would take the responsibility for international security both in the realm of ‘peace keeping’ (peace and defensive missions) and ‘peace-making’ (peace and offensive missions). Defining the threats that the European Union needs to defy, the Strategy enumerates local conflicts, terrorism, the proliferation of weapons of mass destruction and their potential use against the territory of the EU and its member states, collapsing states, and conflicts breaking out in such states and their neighborhood, as well as organized crime. The assessment of numerous threats to internal and external security, presented in the European Security Strategy, remains up-to-date. There have also emerged new threats for Europe that result from the need to ensure energy security, primarily with respect to the diversification of energy sources. The significance of climate change to international security has increased. The same applies to IT security or piracy. The EU has been rather anxious about the intensification of frozen conflicts, in particular the outbreak of war between Russia and Georgia. The Polish Ministry of Foreign Affairs has indicated that the enlargement process is a significant stabilizing factor in the EU neighborhood. Fundamental importance is also attached to the review of cooperation principles with the USA, the crucial role of the UN in the international system, and cooperation with regional organizations, such as the African Union. There is also the need to develop a strategic partnership with NATO, in particular in terms of operational cooperation. Another key factor in the strengthening of the EU’s global position is the development of a civil and military crisis response system.

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Pedreira, Adriana Calmon de Brito, und Augusto de Oliveira Monteiro. „COMPETITIVIDADE E EVOLUÇÃO DA BOVINOCULTURA DE CORTE NO ESTADO DA BAHIA: UM ESTUDO BASEADO EM RECURSOS ESTRATÉGICOS“. RDE - Revista de Desenvolvimento Econômico 1, Nr. 39 (April 2018): 237. http://dx.doi.org/10.21452/rde.v1i39.5095.

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Este trabalho apresenta um estudo da competitividade e desempenho da bovinocultura de corte no Estado da Bahia com base na Resources Based View – RBV. Analisa as características gerais do setor, as possibilidades de inovação nos contextos tecnológico, or

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Hanafi Fadli, Lathif. „STRATEGIC MANAGEMENT ANALISIS SWOT Pada PT. Gajah Tunggal Tbk“. Jurnal Ekonomi Manajemen Sistem Informasi 1, Nr. 2 (27.12.2019): 106–14. http://dx.doi.org/10.31933/jemsi.v1i2.61.

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Department PT Gajah Tunggal adalah salah satu perusahaan yang bergerak dala m sektor industri otomotif dan komponen khususnya produksi ban turut memberikan konstribusi terhadap perkembangan industri dalam negeri. PT Gajah Tunggal harus meningkatkan daya saingnya seiring dengan meningkatnya tantangan global. Dengan melaku kan analisa daya saing menggunakan metode SWOT analysis, diharapkan dapat mengetahui kekuatan posisi bisnis PT Gajah Tunggal terhadap para pesaing nya. Tujuan penulis ini adalah untuk mendapatkan subyek data apa yang perlu diketahui o leh PT Gajah Tunggal setelah mempelajari kondisi perusahaan, perkembangan pasar ban dan persaingan industri ban melalui analisa yaitu membandingkannya dengan SWOT analysis meliputi Strengths (Kekuatan), Weaknesses (Kelemahan), Opportunities (Peluang), Threats (Hambatanyang dimiliki oleh PT. Gajah Tunggal dalam upaya memperoleh keunggulan bersaing. Hasil analisa dapat disimpulkan bahwa saat ini PT.Ga jah Tunggal Tbk me miliki strategi yang baik dala m me manfaat kan potensi-potensi yang dimiliki perusahaan untuk memperoleh keunggulan bersaing yaitu dengan menggunakan strategi kompetitif menggunakan [matrik SWOT dan strategi diversifikasi (produk pasar) Strengths (Kekuatan) Opportunities (Peluang), Weak nesses (Kelemahan) Opportunities (Peluang), Strengths (Kekuatan) Threats (Hambatan), Weak nesses (Kelemahan) Threats (Hambatan)

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Yetgin, Feuzullah, und Natalija Lepkova. „A COMPARATIVE ANALYSIS ON HOUSING POLICIES IN TURKEY AND LITHUANIA“. International Journal of Strategic Property Management 11, Nr. 1 (31.03.2007): 47–64. http://dx.doi.org/10.3846/1648715x.2007.9637560.

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The housing sector is a very important sector in the national economy worldwide. The greater importance of the housing sector is broadly defined, to include financing, upgrading, repairs, management, valuation, taxation and population. The article presents a comparative analysis on housing policies in Turkey and Lithuania. The housing strategies ‐their differences and similarities – of Turkey and Lithuania are presented in the article. Strategic principles and preferences of housing are analysed in the countries under investigation. Some economic aspects are underlined. The policies of social housing of investigated countries are presented. The housing problems of both analysed countries are described. Special attention is paid to sustainable housing and social cohesion in housing. Būsto politikos Turkijoje ir Lietuvoje lyginamoji analizė Santrauka Busto sektorius yra labai svarbus sektorius visame pasaulyje. Didele įtaka busto sektoriui turi finansavimas, remontai, valdymas, vertinimas, mokesčiai, gyventoju skaičius. Straipsnyje atliekama būsto politikos Turkijoje ir Lietuvoje lyginamoji analize, pateikiami Turkijos ir Lietuvos būsto strategijų bendri bruožai ir skirtumai, analizuojami strategijų principai ir prioritetai. Analizuojama gyventoju skaičiaus įtaka būsto sektoriui. Akcentuojami tam tikri ekonominiai aspektai. Ištirta ir pateikta socialinio būsto politika nagrinėjamose šalyse. Pateikiamos būsto problemos dviejose analizuojamose šalyse. Atskiras dėmesys nukreiptas į subalansuota būstą ir socialine sanglauda būsto srityje, taip pat apžvelgta būsto nuomos rinka bei susijusios problemos. Pateikiama Turkijos ir Lietuvos SSGG analize.

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Nisa’, Fahliyatun, und Makhsushoh Turrif’ah. „STRATEGIC QUALITY PLANNING DALAM MEMBANGUN MADRASAH UNGGUL“. journal PIWULANG 1, Nr. 2 (28.03.2019): 137. http://dx.doi.org/10.32478/ngulang.v1i2.235.

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This article is reflective writing in managing and developing madrasah. The study is based on experience and analysis of various sources and expectations for building exellent Islamic Schools (madrasah). Some steps in strategic quality planning in an effort to build exellent madrasah are conceptualized into 7 steps : 1). Formulate the vision, mission, values, goals and exellent programs with consideration not to get out of the corridor of national education goals and the peculiarities of the madrasah; 2). Analyze the madrasa market by considering location, needs, and carrying capacity; 3). The need for a SWOT analysis that can be divided into internal and external analysis and important success factors contained in the vision and mission statement, 4). Short-term detailed planning through the Annual Work Plan, 5). Following the standard determined; 6). Quality costs related to the creation, identification, repair and removal of damage; and 7). supervision and evaluation to what extent the institution is able to achieve its mission and strategic goals. Tulisan ini merupakan refleksi penulis dalam mengelola dan mengembangkan madrasah. Kajian didasarkan pada pengalaman dan analisis berbagai sumber serta harapan-harapan untuk membangun madrasah unggul. Beberapa langkah dalam strategic quality planning dalam upaya membangun madrasah unggul terkonsepkan kedalam 7 langkah, yaitu: 1). Merumuskan visi, misi, nilai-nilai, tujuan dan program unggulan dengan pertimbangan tidak keluar dari koridor tujuan pendidikan Nasional serta kekhasan madrasah; 2). Analisa pasar madrasah dengan mempertimbangkan lokasi, kebutuhan, dan daya dukung; 3). Perlunya analisa SWOT yang dapat dibagi ke dalam analisa internal dan eksternal serta faktor penting sukses yang tertuang dalam statemen visi dan misinya, 4). Perencanaan detail jangka pendek melalui Rencana Kerja Tahunan, 5). Mengikuti standar yang ditetapkan; 6). Biaya mutu terkait dengan penciptaan, pengidentifikasian, perbaikan dan pencagahan kerusakan; serta 7). pengawasan dan evaluasi sejauh mana institusi mampu mencapai misi dan tujuan strategisnya.

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Elaraby, Ibrahim Sayed. „Using Data Mining Technique to Analyze Student's Performance“. INTERNATIONAL JOURNAL OF RESEARCH IN EDUCATION METHODOLOGY 5, Nr. 2 (30.08.2014): 586–91. http://dx.doi.org/10.24297/ijrem.v5i2.3903.

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Educational organizations are one of the important parts of our society and playing a vital role for growth and development of any nation. With the help of Data Mining, which is an emerging technique, one can efficiently learn from historical data and use that obtained knowledge for predicting future behaviour of concern areas. Growth of current education system is surely enhanced if Data Mining has been adopted as a futuristic strategic management tool. The Data Mining tool is able to facilitate better resource utilization in terms of student performance, course development and finally the development of nation's education related standards. This paper focuses on capabilities of data mining in context of education, Also it compare three of the most common data mining techniques (ID3, C4.5 and REPTree).

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Kannan, Rajgopal, Shuangqing Wei und Vasu Chakravarthy. „Using Misbehavior to Analyze Strategic versus Aggregate Energy Minimization in Wireless Sensor Networks“. International Journal of Distributed Sensor Networks 2, Nr. 3 (Juli 2006): 225–49. http://dx.doi.org/10.1080/15501320600558666.

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Margarita Mejía, Claudia, und Luis Ricardo Navarro Díaz. „Una revisión a los conceptos de comunicación estratégica y gestión pública en el marco de procesos organizacionales participativos“. Ad-gnosis 5, Nr. 5 (30.12.2016): 113–26. http://dx.doi.org/10.21803/adgnosis.v5i5.208.

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Este artículo analiza procesos de comunicación estratégica en la construcción de identidad, cultura y participación ciudadana, como pilares para asegurar la efectividad de la gestión pública en la búsqueda del cumplimiento de los objetivos y fines de las organizaciones. En este marco, se propone una revisión teórica que aborda el concepto de comunicación estratégica en relación con procesos de desarrollo de la gestión pública de las organizaciones. El impacto del estudio, no solo se encuentra en la posibilidad de ser asumido como referente teórico para la toma de decisiones por parte de los líderes de diversas organizaciones, sino en ofrecer reflexiones y procesos comunicati-vos pertinentes para realizar procesos de seguimiento y control por parte de los actores sociales pertenecientes a una organización

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Lakusic, Stjepan. „Seismic vulnerability of an existing strategic RC building using non linear static and dynamic analyses“. Journal of the Croatian Association of Civil Engineers 72, Nr. 07 (August 2020): 617–26. http://dx.doi.org/10.14256/jce.2122.2017.

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Strzelczyk, Agata, und Katarzyna Kulig-Moskwa. „Wizja przyszłości zawodowej młodych ludzi – analiza badań własnych według płci“. Central European Review of Economics and Management 16, Nr. 3 (15.10.2016): 229. http://dx.doi.org/10.29015/cerem.261.

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A vision of the future is an expression of strategic approach to life in relation to the organization as well as people. The ability to predict and manage oneself in the professional area is defined as career path planning. The objective of the article is to present and analyse the author’s own research on the identification of the state and determinants of career paths planned by young people by gender who live in Lower Silesia. The measurement was conducted by a company Ogólnopolski Panel Badawczy Sp. z o.o. [a limited liability company] using the nationwide survey panel Ariadna in June 2015. The research method was representative for a specific population, that is inhabitants of the voivodship of Lower Silesia, aged 18-28. 643 people participated in the survey. The study did not find any statistically significant differences in the attitudes towards professional future as presented by women and men in the age bracket between 18 and 28 years old. The female vision of the future relates more to the job security need. Women more frequently hold pro-social attitudes and take up social activities. In the assessment of their own competences, women judged themselves more favourably on coping with stress, while men were more likely to report here effective communication skills. It should be mentioned that surveys have their limitations, as they may reflect attitudes which are merely declarative and not real. It would be advisable to carry out a more in-depth research by developing a method based on qualitative research methods.

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Mery Salu, Petrus Peleng Roreng und Fransiskus Randa. „COST PRODUCT ANALYSIS AND STRATEGIC PLANNING PDAM TIRTA BANTIMURUNG KABUPATEN MAROS“. Jurnal Buana Akuntansi 3, Nr. 2 (13.06.2018): 42–54. http://dx.doi.org/10.36805/akuntansi.v3i2.865.

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Penelitian ini bertujuan untuk menganalisis Harga pokok produksi air per m3 dengan menggunakan metode Full costing pada Perusahaan Daerah Air Minum (PDAM) Tirta Bantimurung Kabupaten Maros dan membuat rencana strategi PDAM Tirta Bantimurung Kabupaten Maros menggunakan balanced scorecard untuk meningkatkan pelayanan meliputi kuantitas, kualitas dan kontinuitas. Hasil Penelitian ditunjukkan bahwa Analisa biaya produksi air di PDAM Tirta Bantimurung Kabupaten Maros dari tahun 2015 – 2017 semakin meningkat menggunakan metode full costing dan metode full cost recovery dengan tarif penjualan air tidak mengalami perubahan dari tahun 2015 – 2017, namun tarif rata – rata masih diatas dari tarif dasar dan tarif rata-rata masih diatas dari harga pokok produksi sehingga perusahaan masih mampu untuk menutupi biaya operasional atau full cost recovery. Rencana strategi yang akan dilakukan untuk meningkatkan kinerja berdasarkan analisa balanced scorecard adalah meningkatkan pendapatan penjualan air melalui penyesuaian tarif, reklasifikasi pelanggan, restrukturisasi tarif, melakukan efesiensi biaya dan yang paling prioritas adalah menurunkan tingkat kehilangan air dari 41,64% menjadi maximum 20% sesuai standar nasional. Berdasarkan analisa biaya produksi di PDAM Tirta Bantimurung Kabupaten Maros tahun 2015 – 2017 bahwa tarif rata-rata sudah mampu menutupi harga pokok produksi atau sudah Full Cost Recovery namun empat perspektif belum semuanya mencapai nilai maksimum karena air yang diproduksi belum semuanya menghasilkan pendapatan akibat tingginya tingkat kehilangan air. Perusahaan mengalami kendala untuk menurunkan tingkat kehilangan air tersebut karena dibutuhkan investasi yang besar sedangkan kemampuan keuangan perusahaan sangat terbatas. Hal ini dapat dilihat dari hasil analisa kinerja perusahaan indikator Return On Equity (ROE) hanya 1,68% dari target minimal 5% dan Rasio Operasi (RO) hanya 0,98 dari target 0,5. Kata Kunci : Cost Product, Full costing recovery; strategic planning;

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Lukić, Zoran, und Amela Mustafić. „Značaj Strateškog Upravljanja za Rast iBB Razvoj Poslovnih Sistema / The Importance of Strategic Management for Growth and Development of Business Systems“. ECONOMICS 3, Nr. 1 (01.06.2015): 37–66. http://dx.doi.org/10.1515/eoik-2015-0013.

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Rezime Savremeni uslovi poslovanja postaju sve veći izazov za definisanje strategija poslovanja i odlučivanja. Poseban problem uticaja sve većeg broja faktora se definiše kod strateških oblasti iz javnog sektora. U cilju kvalitetnog odlučivanja, top menadžment preduzeća mora imati veliki broj kvalitetnih i blagovremenih informacija. Tržišna orijentacija preduzeća je kontinuirani proces koji polazište ima u posjedovanju informacija sa tržišta, njihovoj interpretaciji u mehanizmima preduzeća, te u kvalitetnoj analizi tih podataka u cilju donošenja efikasnih odluka. U procesu stvaranja, alokacije informacija u preduzeću i reakciji na tako prikupljene informacije učestvuju sve organizacione jedinice, kao i svi nivoi menadžmenta. Pri tome je cjelokupan proces okrenut prema stvaranju uslova za profitabilno poslovanje, ali i za maksimalno zadovoljenje potreba potrošača. Top menadžment u skladu sa tim mora da vodi adekvatnu stratešku politiku planiranja i funkcionisanja, koja u sebe uključuje dinamiku među organizacionim jedinicama, te takvu organizacionu strukturu koja određuje i omogućava tržišnu orijentaciju. Kao rezultat procesa provođenja svih elemenata strateškog menadžmenta, razvijaju se sposobnosti preduzeća koje predstavljaju preduslov za ostvarivanje konkurentskih prednosti koje se ostvaruju kod potrošača, zaposlenih i putem poslovanja preduzeća. U donošenju poslovnih, a, posebno, strateških odluka, koriste se informacije o potrošačima, ali i informacije iz okruženja koje mogu uticati na reakciju preduzeća. Iz svega navedenog, može se zaključiti da analiza potrošača i praćenje prilika i prijetnji, odnosno uticaja internih i eksternih faktora, omogućava tržišno orijentisanom preduzeću da ostvari konkurentske prednosti, ali, istovremeno, da stvori sve uslove za kontinuiran rast i razvoj.

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Tworzydło, Dariusz, und Norbert Życzyński. „Analysis of selected aspects of planning strategic and operational image activities in the context of Polish companies“. Annales Universitatis Mariae Curie-Skłodowska, sectio H, Oeconomia 48, Nr. 1 (04.06.2014): 183. http://dx.doi.org/10.17951/h.2014.48.1.183.

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Aziz, Abdul, und Teddie Darmizal. „Perencanaan Strategis Sistem Informasi dan Teknologi Informasi di Dinas Pendapatan, Pengelolaan Keuangan dan Aset Kabupaten Kampar (Model Strategis Ward and Peppard)“. Jurnal CoreIT: Jurnal Hasil Penelitian Ilmu Komputer dan Teknologi Informasi 2, Nr. 2 (29.12.2016): 1. http://dx.doi.org/10.24014/coreit.v2i2.2355.

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Pengelolaan Keuangan dan Aset Kabupaten Kampar sebagai sistem perangkat daerah yang berfungsi dalam Pendapatan, Pengelolaan Keuangan dan Aset Daerah dalam menjalankan tugas, pokok dan fungsinya tidak terlepas dari kinerja bidang-bidang yang memiliki peran dan fungsinya masing-masing yang telah menjadi sebuah mekanisme kerja yang dinamis. Permasalahan yang terjadi di DPPKA Kampar. Pertama, Belum adanya portofolio aplikasi SI untuk mendukung bisnis. Kedua, infrastruktur yang belum memadai. Ketiga, tidak memiliki sub bagian yang mengelola SI/TI. Keempat, sulit menentukan investasi TI yang tepat. Maka diperlukan membuat suatu perencanaan strategis SI dan TI untuk DPPKA Kampar. Perencanaan strategis SI/TI ini dibuat dengan menggunakan framework ward and peppard dengan beberapa metode analisa yaitu analisa value chain, dengan memetakan apa saja aktivitas utama dan pedukng yang ada di DPPKA Kampar dan menganalisa permasalahan setiap aktivitas. Untuk melihat kekuatan, kelemahan, peluang dan ancaman maka digunakan analisa SWOT (Strenght, Weakness, Oppurtunity, Thread). Faktor-faktor yang menjadi keberhasilan dan bisa menyelesaikan masalah dan kebutuhan maka digunakan analisa CSFs (Critical Success Factors). Analisa McFarlan Strategic Grid digunakan untuk memetakan aplikasi yang ada di DPPKA Kampar berdasarkan kategori yaitu support, Key Operational, Strategic dan High Potential. Hasil yang dicapai melalui metode analisa tersebut adalah rekomendasi berupa 20 sistem informasi, 10 teknologi informasi dan 4 manajemen SI dan TI. Sistem informasi dan teknologi informasi tersebut dibuat dalam bentuk roadmap yang akan diterapkan selama 5 tahun kedepan oleh DPPKA Kampar.

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Heriadi, Agustono, Mohammad Suyanto und Sudarmawan Sudarmawan. „Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri“. Creative Information Technology Journal 1, Nr. 1 (02.04.2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

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Retnawati, Lestari. „PERENCANAAN STRATEGIS SI/TI DENGAN METODE ANALISA SWOT DAN BSC UNTUK MENINGKATKAN DAYA SAING DI UNIVERSITAS XYZ“. JISKA (Jurnal Informatika Sunan Kalijaga) 2, Nr. 3 (22.03.2018): 135. http://dx.doi.org/10.14421/jiska.2018.23-02.

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ABSTRACT XYZ University is an institution that has applied ICT in academic and non academic operations. ICT infrastructure has been built to connect campus A and campus B with wired and wireless based connectivity to support the running of various information systems as a campus conceptual system. The information system owned by XYZ University has not been fully integrated. There are several systems such as Academic Information System, e-learning, financial system, staffing system, e-Slip and various other applications that are not fully integrated yet. The many systems and applications are an asset to XYZ University's institutions, because in its development it has taken quite a bit of time and resources. Therefore, the institution must fully utilize to support the institution in accelerating the achievement of the vision and mission that has been set so that the application of ICT be aligned with the business interests of the institution of Wijaya Kusuma University Surabaya. Then the institution must prepare a strategic information system / information technology (SI / IT). From here the initial idea of the need for a research entitled "Strategic Planning SI / IT With SWOT and BSC Methods At XYZ University. The final result of this study is the portfolio of applications required by XYZ University. Strategic Planning SI / IT With SWOT and BSC Methods At XYZ University aims to provide an overview and recommendation on internal and external business and SI / IT conditions and IT / IT policy management and Information Technology policy at XYZ University. Keywords: Strategic Planning SI / TI, application portfolio, SWOT Analysis, BSC Analysis.

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Soldecka, Natalia. „Strategic imagination of polish managers in daily newspaper articles“. Nowoczesne Systemy Zarządzania 13, Nr. 2 (28.06.2018): 65–74. http://dx.doi.org/10.37055/nsz/129511.

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Wyobraźnia strategiczna, mimo że często pomijana, jest jedną z kluczowych kompetencji menedżerskich w zarządzaniu strategicznym. Rola wyobraźni strategicznej w zarządzaniu uwidacznia się szczególnie wyraźnie w rzeczywistości charakteryzującej się dużą zmiennością i niepewnością. Z uwagi na istotną rolę mediów w kształtowaniu opinii społeczeństwa, w niniejszym artykule podjęłam próbę analizy sposobu postrzegania wyobraźni menedżerskiej na podstawie wybranych artykułów prasy codziennej. Z oczywistych względów tekst ten nie wyczerpuje tematu, ale stanowi punkt wyjścia do jego zgłębienia w przyszłości.

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