Thematische Bibliographien / Strategy

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Auswahl der wissenschaftlichen Literatur zum Thema „Strategy“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 31. Juli 2024

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Zeitschriftenartikel zum Thema "Strategy"

Chaves Barroso, Marta. „Strategic Advertising Mechanisms. From Copy Strategy to Iconic Brands.“ Comunicación Revista Internacional de Comunicación Audiovisual Publicidad y Literatura 1, Nr. 20 (2022): 66–69. http://dx.doi.org/10.12795/comunicacion.2022.v20.i01.05.

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Tjedahwati, Tjedahwati, Rizal Syarief und Hartrisari Hardjomidjojo. „STRATEGI PEMASARAN CV DIANA PHON BOGOR DENGAN PENDEKATAN STAKEHOLDER ENGAGEMENT STRATEGY“. Jurnal Teknologi Industri Pertanian 28, Nr. 2 (August 2018): 191–98. http://dx.doi.org/10.24961/j.tek.ind.pert.2018.28.2.191.

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Gray, Paul. „Strategy, Strategy, Strategy“. Journal of Information Systems Management 5, Nr. 3 (Januar 1988): 85–87. http://dx.doi.org/10.1080/07399018808962934.

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Matzler, Kurt, Johann Füller, Katja Hutter, Julia Hautz und Daniel Stieger. „Crowdsourcing strategy: how openness changes strategy work“. Problems and Perspectives in Management 14, Nr. 3 (27.09.2016): 450–60. http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.

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Strategy development has traditionally been exclusive and secretive. Social software offers new opportunities to harness the collective intelligence of the crowd within organizations and allows more open, participatory modes of strategizing. This paper describes this new phenomenon of open strategy though crowdsourcing and discusses its implications for research and practice. It draws on first examples of crowdsourcing strategy and is further based on observations and theoretical reflections. To understand the phenomenon with its requirements and consequences, a number of questions and challenges are identified which remain to be investigated. These include how the process of opening up needs to be designed, how individuals can be motivated to engage, for which topics and under which conditions crowdsourcing strategy is a suitable approach, how strategies emerge in such initiatives, the appropriate role of management, and how corporate culture affects and is affected by crowdsourcing strategy. Open strategy through crowdsourcing is a newly emerging empirical phenomenon, which seems to fundamentally change the strategist’s work. More open and inclusive ways of strategizing not only offer new opportunities, but also create some challenges for organizations. This paper deepens the insights in this new phenomenon and identifies seven topics critical for research and management practice. Keywords: strategy, crowdsourcing, collective intelligence. JEL Classification: M19

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Lacharity, Jacob J., und Armen Zakarian. „Evolution of a Chemical Strategy Toward the Synthesis of Unsymmetrically Oxidized Nuphar Alkaloids“. Synlett 30, Nr. 14 (27.06.2019): 1632–42. http://dx.doi.org/10.1055/s-0037-1611866.

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Here we describe the frustrations, joys, and unexpected turns experienced in our journey toward a successful strategy directed at the total synthesis of unsymmetrically oxidized Nuphar thioalkaloids. While many adjustments were made to our initial synthesis plan, our general approach to the construction of the central bis(spirothiolane) moiety remained unchanged. Specifically, each iteration of our synthesis design involved the formation of the thiaspirane motif through the stereodivergent coupling of a thietane with a metal carbenoid, followed by a Stevens-type rearrangement of the resulting sulfonium ylide.1 Introduction2 First-Generation Strategy3 Second-Generation Strategy4 Third-Generation Strategy5 Conclusion

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A.Nithya, A. Nithya. „Advertising Strategy“. Paripex - Indian Journal Of Research 2, Nr. 2 (15.01.2012): 1–3. http://dx.doi.org/10.15373/22501991/feb2013/1.

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Nowira, Puti Annisa, und Rianita Puspa Sari. „Strategi Persaingan Jamu Gunanty Menggunakan Matriks: Internal Eksternal, Bowman Strategy, Grand Strategy dan Profil Kompetitif“. JISI: Jurnal Integrasi Sistem Industri 8, Nr. 2 (02.09.2021): 53. http://dx.doi.org/10.24853/jisi.8.2.53-64.

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Jamu Gunanty memiliki pangsa pasar yang cukup luas, namun tidak menutup kemungkinan ada kompetitor yang bergerak dalam bidang yang sama. Keberhasilan perusahaan dalam persaingan yang semakin kompetitif tergantung pada keunggulan bersaingnya. Penelitian ini bertujuan untuk mengkaji faktor penentu keberhasilan, posisi bersaing, serta merumuskan alternatif strategi bersaing pada UMKM Jamu Gunanty. Analisis Strategi Persaingan menggunakan matriks Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Competitive Profile Matrix (CPM), Internal External (IE), Grand Stratagy dan analisis Bowman Strategy. Hasil penelitian menunjukkan bahwa nilai bobot matriks Internal Factor Evaluation (IFE) sebesar 2,75 (relatif sedang) dan External Factor Evaluation (EFE) 3,01 (posisi kuat). Pada matriks Internal External (IE) strategi yang harus dilakukan adalah growth and build. Pada matriks kompetitif Jamu Gunanty dengan menggunakan dua kompetitor berada pada posisi kedua atau tengah. Posisi bersaing berdasarkan matriks bowman strategy, Jamu Gunanty berada pada posisi hybrid (harga relatif murah, nilai produk standar).

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Mirzaeva Faziljanovna, Dilafruz, und Gao Yongqian. „Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms“. International Journal of Management Science and Business Administration 2, Nr. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.

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Baharudin, Razana, und Mohamed Ibrahim. „Pengaruh Penjajaran Strategik di Antara Strategi Sistem Maklumat dan Strategi Pengurusan Organisasi Terhadap Kejayaan Sistem Maklumat“. Management Research Journal 6 (22.10.2017): 11–21. http://dx.doi.org/10.37134/mrj.vol6.2.2017.

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Ward, Andrea. „Strategy and more strategy“. Nursing Older People 12, Nr. 8 (01.11.2000): 30. http://dx.doi.org/10.7748/nop.12.8.30.s17.

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Dissertationen zum Thema "Strategy"

Krajník, Jaroslav. „Strategie malé firmy“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-151515.

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This thesis is devoted to small business strategy. In the theoretical section all the important parts of the strategic cycle are gradually summarized. The practical section is closely linked with the theoretical one and gradually applies the theoretical knowledge from the first part to the specific example of a small business. After determining the vision and the mission a detailed internal and external analysis is described for small business. Than particular models are being applied on the specific case in order to determine the strategies for the chosen company. Based on the information gathered, the thesis deals with the evaluation of strategies, their selection and design of their implementation in practice. These three essential procedures are set out as a goal of this thesis. In the end, we get to evaluate the strategy chosen according to various criteria, its proposal to introduce into practice and recommendations for future action by the company as well as their justification.

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Kašpar, Ondřej. „Návrh strategie malé firmy“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-194157.

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The thesis is divided into individual chapters of the theoretical and practical part. The aim is to develop and evaluate strategies for the company STAKOSOLAR Ltd. stemming both from the theoretical knowledge as well as the specific data obtained in this company. Theoretical findings were drawn from literature and other resources dealing with this issue. The practical part is devoted to the characteristics of the chosen company, applying the knowledge provided in the theoretical part on the case, the selected small businesses. Attention will be focused on the individual steps of the strategic cycle starting from firm conviction of the company's management about the necessity of defining a strategy, up to design and plan of implementation of a specific strategy for the business. The thesis outlines some of the possible options for future development, assesses their demands and the pros and cons of the possible.

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Langsmo, Linus, Niklas Malmgren und Pascal Nisan. „Strategi - Making sense of strategy“. Thesis, Örebro universitet, Handelshögskolan vid Örebro Universitet, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-55949.

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Marková, Lenka. „Konkurenční strategie firmy“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-374724.

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The diploma thesis is focused on creation of competitive strategy of medium size firm. It analyzes current status of a company, which is specialized in the manufacture and sale of electric motors. The thesis investigates impal of external eviroment on the firm and it also analyses internal enviroment. The thesis defines strategic targets, contains proposal of competitive strategy of the company and time of its implementation.

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Fukalová, Urszula. „Marketingová a komunikační strategie pro firmu Lackfolie,s.r.o“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-162339.

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The aim of this thesis is to analyze the current marketing and communication strategy of the company Lackfolie s.r.o. This thesis is divided into two parts - theoretical and practical. As for the theoretical part, it deals with the notion of marketing, it describes the overall marketing process and the individual parts of the marketing mix. In the first chapter of the practical part the company Lackfolie s.r.o. is presented. It is followed by the strategic analysis and the desription of the current corporate strategy. The last chapter concentrates on the recommendations connected to the marketing and communication strategy.

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Majnuš, Ondřej. „Návrh konkurenční strategie společnosti“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224585.

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The diploma thesis focuses on creation of a corporate competitive strategy of the construction company. It contains strategic analysis of the company, which is based on theoretical knowledge in the thesis. It suggests corporate competitive strategy and its implantation on based set company goals and the strategic analysis.

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Kalábová, Martina. „Návrh business strategií pro oblasti stravování sdružení Party Styl“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222850.

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This diploma thesis deals with strategic planning and is elaborate for company which carry business in sector gastronomy. The aim of the work is by the help of theoretical solutions and strategic analysis to propose a change that would help the company further develop its business, which is plan for year 2011.

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Isoherranen, V. (Ville). „Strategy analysis frameworks for strategy orientation and focus“. Doctoral thesis, Oulun yliopisto, 2012. http://urn.fi/urn:isbn:9789514297885.

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Abstract The primary research target of this dissertation is to develop new strategy analysis frameworks, focusing on analysing changes in strategic position as a function of variations in life cycle s-curve/time/typology/market share/orientation. Research is constructive and qualitative by nature, with case study methodology being the adopted approach. The research work is carried out as a compilation dissertation containing four (4) journal articles. The theoretical framework of this dissertation is built from strategy analysis, as well as from strategy orientation and typology theories. Strategy analysis focuses to examining the strengths of business positioning; understanding the external and internal factors that influence a position or orientation. In strategy analysis, several frameworks or tools can be used. The SWOT, PEST, Five Forces, Four Corners, Value Chain, and Blue Ocean strategy profile analysis frameworks are introduced in this research. Strategy orientation or focus can be described as the underlying attributes of a company’s strategy, which directs decision making and orients the activities within a company towards a specific course. Using strategy orientation or focus as a means of innovating and guiding decision making fosters an environment conducive to strategizing, thereby facilitating the formulation of the actual strategies followed by the company. In this dissertation, the Miles and Snow (1978) strategy typology is introduced along with market orientation, product orientation, technology orientation, and customer orientation (focus). This research contributes to existing literature in that it provides a set of strategy analysis frameworks. Each of the frameworks answers a specific research question within the research target. The frameworks created are life cycle with a strategy typology framework, four-way strategy orientation framework, strategy orientation framework with market share analysis, and orientation with a typology framework. All these frameworks can be used individually. Together, they build an analysis toolbox that can generate valuable information from analysis. The developed strategy analysis frameworks are tested with two case companies’ strategy materials taken from publicly available annual reports. The case companies are Nokia and Amer. Empirical results show that the developed strategy analysis frameworks can generate new information regarding case businesses strategy, and detect changes in strategic positions. The theoretical implications of this dissertation contribute to research on strategy analysis, and are a result of combining the perspectives adopted in the strategy analysis frameworks with those of the strategy orientation domain, thereby creating new strategy orientation analysis frameworks. Areas for further research include the linkage of business success to orientations, transformation strategies, and consumer focus as elements of strategy formulation
Tiivistelmä Tämän tutkimuksen tavoitteena on kehittää uusia strategian analyysikehikoita, joitten tavoitteena on tutkia muutoksia strategisessa asemassa. Muutosten lähteenä voivat olla vaihtelut elinkaaren/ajan/typologian/markkinaosuuden tai orientaation suhteen. Tutkimus on konstruktiivista ja laadullista, käyttäen case-tapaus menetelmää. Tutkimus on toteutettu julkaisuväitöskirjana, sisältäen neljä (4) tieteellistä julkaisua. Tämän tutkimuksen teoriaosuus on rakennettu strategia-analyysin, strategisen suuntautumisen ja typologian teorioista. Strategia-analyysissa tutkitaan yrityksen strategisen aseman vahvuutta, pyrkien ymmärtämään ulkoisten ja sisäisten tekijöiden vaikutuksen asemaan tai strategian suuntautumiseen. Strategia-analyysissa voidaan käyttää useita analyysikehikoita tai työkaluja. Tämän tutkimuksen teoriaosuudessa esitellään SWOT, PEST, Five Forces, Four Corners, arvoketju ja sinisen meren strategian analyysikehikot. Strategiseksi suuntaumiseksi tai keskittymiseksi voidaan luonnehtia niitä strategian piileviäkin ominaisuuksia, jotka tosiasiassa ohjaavat päätöksentekoa ja suuntavat yrityksen toimintoja kohti tiettyä päämäärää. Strateginen suuntautuminen tai keskittyminen ohjaa yrityksen todellisen strategisen suunnan määrittämistä. Tutkimuksen teoriaosuudessa esitellään Miles ja Snown (1978) strategiatypologia, kuten myös markkinasuuntautunut, tuotesuuntautunut, teknologiasuuntautunut ja asiakaskeskeisen strategian tunnuspiirteet. Tämän tutkimuksen tuloksena on syntynyt kokoelma strategian analyysikehikoita. Jokainen rakennettu analyysikehikko vastaa erilliseen tutkimuskysymykseen tutkimustavoitteen sisällä. Rakennetut kehikot ovat elinkaarimallin ja strategia typologia -analyysikehikko, neljän-suunnan strategisen suuntautumisen analyysikehikko, strategisen suuntaumisen ja markkinaosuuden analyysikehikko sekä strategisen suuntautumisen ja typologian analyysikehikko. Kaikkia näitä kehikoita voidaan käyttää erikseen strategian analysointiin. Yhdessä nämä kehikot muodostavat arvokkaan analyysityökalupakin. Kehitettyjä strategian analyysikehikkoja on testattu kahden case yrityksen strategia-aineistolla, jotka ovat olleet saatavilla julkisista vuosikertomuslähteistä. Case yrityksinä ovat Nokia ja Amer. Tutkimustulokset osoittavat, että kehitetyt analyysikehikot pystyvät tuottamaan uutta tietoa case yritysten strategiasta ja havainnoimaan muutoksia strategisessa asemassa. Tämän tutkimuksen tulokset luovat uutta tietoa strategisesta analyysista. Tutkimus yhdistää strategia-analyysin ja strategisen orientaation tutkimusta, ja luo uusia strategisen suuntautumisen analyysikehikoita. Jatkotutkimuskohteina voivat olla niin yrityksen liiketaloudellisen menestyksen suhde strategiseen orientaatioon, muutosstrategiat sekä asiakaskeskeisyys osana strategian muodostamista

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

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

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Fabuš, Pavel. „Návrh strategie rozvoje malé a střední firmy podnikající v odpadovém hospodářství“. Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75555.

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The diploma Thesis is aimed to the application of strategy planning cycle for the small and medium enterprise operating in the waste management industry. The main goals of the Thesis were the internal and external analysis of the company. Considering the results to propose and evaluate some strategic options for the further development of the company and make an appropriate recommendation to the management. According to the results of the analysis the competitive advantage of the company is its specific know-how and the strong work team. The two proposed strategy variants are based on the gained data of the analysis. The first option of the company development is focused on the improvement of its processes and the company as a whole. The second strategy variant is aimed to the development of services provided. After the assessment of the variants from the three points of view: suitability, acceptability and feasibility, only the first variant seemed to be acceptable. Eventually the first option was recommended to the management of the company.

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Bücher zum Thema "Strategy"

McKenna, William G. The strategic alignment of information technology strategy and business strategy. Dublin: University College Dublin, 1996.

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Brody, Richard I. Strategic defences in NATO strategy. London: International Institute for Strategic Studies, 1987.

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A, Pearce John. Strategic management: Strategy formulation andimplementation. 2. Aufl. Homewood, Ill: R.D. Irwin, 1985.

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Indonesia. Departemen Perindustrian dan Perdagangan., Hrsg. Strategi industri nasional =: National industrial strategy. Jakarta: Departemen Perindustrian dan Perdagangan, 2001.

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Pruijm, Rudolf Alexander Maria. Corporate strategy and strategic information systems. Alphen aan den Rijn [etc.]: Samsom BedrijfsInformatie, 1990.

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Chartered Institute of Management Accountants. Strategic level: Management accounting : financial strategy. Berkshire, UK: Kaplan Publishing, 2008.

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

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Ivan, Costin Harry, Hrsg. Readings in strategy and strategic planning. Fort Worth: Dryden Press, 1998.

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

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Moore, J. I. Writers on Strategy and Strategic Management. London: Penguin Group UK, 2009.

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Buchteile zum Thema "Strategy"

Campbell, David, David Edgar und George Stonehouse. „Strategy and strategic management“. In Business Strategy, 2–14. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34439-6_1.

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Yükselen, Hasan. „Strategy and Strategic Discourse“. In Strategy and Strategic Discourse in Turkish Foreign Policy, 21–57. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39037-2_2.

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Boxall, Peter, und John Purcell. „Strategy and strategic management“. In Strategy and Human Resource Management, 31–54. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-40765-8_2.

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Daniell, Mark. „The Evolution of Business Strategy“. In Strategy, 15–37. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_1.

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Daniell, Mark. „Content Phase I: Diagnosis“. In Strategy, 189–224. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_10.

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Daniell, Mark. „Content Phase II: Design“. In Strategy, 225–56. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_11.

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Daniell, Mark. „Content Phase III: Implementation“. In Strategy, 257–80. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_12.

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Daniell, Mark. „The Executive Summary“. In Strategy, 281–85. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_13.

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Daniell, Mark. „Getting Started on Your Own Strategy“. In Strategy, 286–95. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_14.

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Daniell, Mark. „Principles of the New Paradigm“. In Strategy, 38–57. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230522855_2.

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Konferenzberichte zum Thema "Strategy"

Savetpanuvong, P., und U. Tanlamai. „Modeling strategy with Strategic Neuron®“. In Technology (ICMIT 2008). IEEE, 2008. http://dx.doi.org/10.1109/icmit.2008.4654426.

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Forsell, Marko. „Strategy Tetrad for Evaluating Strategic Choice“. In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.108.

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Opryshko, Tetiana, und Pavlo Skladannyi. „Analysis of European Experience in Library Information Services and Cybersecurity of Scientific Library Users“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2020. http://dx.doi.org/10.20535/2020.213182.

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Yakubova, Tatiana. „Management of the collections of the Library Collections and Historical Collections Department of the National Library of Ukraine of V.I. Vernadsky, attribution of book marks in printed catalog materials“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2020. http://dx.doi.org/10.20535/2020.213198.

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Marynych, Tetiana. „Theoretical and Applied Aspects of a Library Strategic Management“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2020. http://dx.doi.org/10.20535/2020.213247.

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Sosidko, Iryna. „Transformation of Library Activities for «Digital Natives» Service“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2020. http://dx.doi.org/10.20535/2020.213250.

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Willecki, Jacek. „LIBRARY PROJECTS FINANCED FROM NON-UNIVERSITY FUNDS AS A FORM OF IMPLEMENTATION OF THE STRATEGY DEVELOPMENT OF TECHNICAL ACADEMIC LIBRARIES IN POLAND“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2020. http://dx.doi.org/10.20535/2020.213251.

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Czyżak, Dominika. „SOME PROBLEMS OF THE UNIVERSITY LIBRARY“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2020. http://dx.doi.org/10.20535/2020.213252.

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Perederii, Iryna, und Ruslan Hula. „Digital Communications as a Development Factor of the Modern Library Institution“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2024. http://dx.doi.org/10.20535/2024.306041.

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This paper analyzes the types of digital communications of a modern library institution. The role of library digital communications in creating library electronic resources, services and providing information needs of remote users is indicated. The key aspects of digital communications of the modern library are defined.

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Koloskova, Galina. „Digital Communications as a Development Factor of the Modern Library Institution“. In Strategy Development of Libraries. Kyiv, Ukraine: National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute”, 2024. http://dx.doi.org/10.20535/2024.306092.

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Berichte der Organisationen zum Thema "Strategy"

Lewis, Billy L., und Thomas Daly. Strategic Homeporting: National Strategy or Bureaucratic Politics? Fort Belvoir, VA: Defense Technical Information Center, Januar 1992. http://dx.doi.org/10.21236/ada440793.

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Risberg, Robert H. Improving the United States' Strategic Communication Strategy. Fort Belvoir, VA: Defense Technical Information Center, März 2008. http://dx.doi.org/10.21236/ada478672.

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Krulak, C. C. Strategy. Fort Belvoir, VA: Defense Technical Information Center, November 1997. http://dx.doi.org/10.21236/ada573949.

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Julian, Gregory. Transforming the Department of Defense Strategic Communication Strategy. Fort Belvoir, VA: Defense Technical Information Center, März 2006. http://dx.doi.org/10.21236/ada449380.

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Goetz, T. T. Determination and Effectiveness of WWII Strategic Bombing Strategy. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada420055.

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Leonhard, Robert R. Dialectic Strategy. Fort Belvoir, VA: Defense Technical Information Center, November 1993. http://dx.doi.org/10.21236/ada288864.

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Newman, Lee A. Rethinking Strategy. Fort Belvoir, VA: Defense Technical Information Center, April 1992. http://dx.doi.org/10.21236/ada258439.

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Brattman, Marian, und Aidan Waterstone. Research Strategy. Tusla: Child and Family Agency, Februar 2015. http://dx.doi.org/10.52516/rs0001.

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The Tusla Research Strategy sets out a long term action plan for active engagement within the context of the Tusla Corporate Plan and a sector wide strategic approach to knowledge about children’s lives.

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Jordan, Frank E., und III. A Strategic Approach to the Maritime-Continental Strategy Debate. Fort Belvoir, VA: Defense Technical Information Center, Februar 1987. http://dx.doi.org/10.21236/ada436918.

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Anderson, Youngeun, und D. C. Welling. Geo-Strategic Context: South Asia, A National Security Strategy. Fort Belvoir, VA: Defense Technical Information Center, Februar 1998. http://dx.doi.org/10.21236/ada441982.

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