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Journal articles on the topic 'Internationell strategi'

Author: Grafiati

Published: 29 June 2021

Last updated: 8 February 2022

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1

Mirzaeva Faziljanovna, Dilafruz, and 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, no. 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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Nashir, Asep Kamaluddin, Yugolastarob Komeini, and Hesti Rosdiana. "Strategic Environment, Strategist, and Strategy." Jurnal Global & Strategis 15, no. 1 (March 29, 2021): 103. http://dx.doi.org/10.20473/jgs.15.1.2021.103-126.

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Tulisan ini bertujuan untuk menjelaskan irisan dan keterkaitan erat antara lingkungan strategis, strategist, dan strategi dalam perkembangan isu-isu keamanan internasional. Selain itu, faktor national will setiap negara memberikan pemahaman berbeda tentang perspektif strategis dan perumusan strategi yang dihasilkan. Hasil dari tulisan ini menjelaskan bahwa lingkungan strategis menjadi preferensi strategist atau para pengambil kebijakan dalam merumuskan kebijakan atau strategi, dengan mempertimbangkan national will untuk menghadapi perkembangan lingkungan strategis. Dengan kata lain, identifikasi lingkungan strategis bagi aktor negara menjadi sebuah keharusan untuk menjamin tercapainya kepentingan nasional. Identifikasi tersebut berkonsekuensi pada pemahaman strategist dalam menyusun strategi untuk mencapai kepentingan nasional sebuah negara.Kata-kata kunci: Lingkungan strategis, National Will, Natuna, Indo-Pasifik This paper aims to explain the links between the strategic, strategic, and strategic environments in the development of international security issues. Furthermore, we seek to explain why a countries national will provide a different understanding of the resulting strategic perspective and strategy formulation. The results of this paper explain that the strategic environment becomes the preference of strategists or policymakers in formulating policies or strategies, taking into account the national will, to adapt to the development of the strategic environment. In other words, identifying the strategic environment for state actors is a must to ensure the achievement of national interests. This identification has consequences on strategic understanding in formulating strategies to achieve the national interest of a country.Keywords: Strategic environment, National Will, Natuna, Indo-Pacific

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Столярова, Е. В. "Стратегия цифровизации международных компаний." Belarusian Economic Journal, no. 3 (92) - 2020 (September 30, 2020): 132–48. http://dx.doi.org/10.46782/1818-4510-2020-3-132-148.

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Wardani, Rama Wijaya Kesuma. "Strategi Komunikasi Badan Amil Zakat Nasional dalam Pengumpulan Zakat Maal." Ilmu Dakwah: Academic Journal for Homiletic Studies 11, no. 1 (June 30, 2017): 151–76. http://dx.doi.org/10.15575/idajhs.v11i1.1551.

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This study aims to find out: communication strategy of National Amil Zakat Agency (Baznas) covering communication management, communication form, and socialization in collecting Zakat Maal. Research in Baznas West Java Province is done using qualitative approach with descriptive method whose data obtained through observation, interview, and documentation. The results of the study found that communication strategy used by Baznas of West Java Province in collecting zalcat maal was done through the implementation of International Standard Operation (ISO) and Strategic Plan (RESTRA) and Initial Activity Plan (RKAT). The form of communication in collecting zakat maal using online media means and face to face communication, with muzakki. While socialization of zalcat gathering maal done continuously through work program branding mechanism of online media and offline. Through this communication strategy Baznas West Java Province managed to increase the amount of zakat gathering maal from the community.Penelitian ini bertujuan untuk mengetahui: strategi komunikasi Badan Amil Zakat Nasional (Baznas) meliputi manajemen komunikasi, bentuk komunikasi, dan sosialisasi dalam pengumpulan Zakat Maal. Penelitian di Baznas Provinsi Jawa Barat ini dilakukan menggunakan pendekatan kualitatif dengan metode deskriptif yang datanya diperoleh melalui observasi, wawancara, dan dokumentasi. Hasil penelitian menemukan bahwa strategi komunikasi yang digunakan oleh Baznas Provinsi Jawa Barat dalam mengumpulkan zakat maal dilakukan melalui penerapan International Standart Operation (ISO) dan Rencana Strategis (RESTRA) serta Rencana Kegiatan Awal Tahun (RKAT). Bentuk komunikasi dalam mengumpulkan zakat maal menggunakan sarana media online dan komunikasi tatap muka, dengan muzakki. Sedangkan Sosialisasi pengumpulan zakat maal dilakukan secara terus-menerus melalui program-program kerja mekanisme branding media online dan offline. Melalui strategi komunikasi ini Baznas Provinsi Jawa Barat berhasil meningkatkan jumlah pengumpulan zakat maal dari masyarakat.

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Wijaya, Hendy, and Erny Carolina. "MEASUREMENT OF THE EFFECTIVENESS STRATEGY IS/IT TO BUSINESS STRATEGY WITH IT BALANCED SCORECARD METHOD AT BINUS INTERNATIONAL JOSEPH WIBOWO CENTER." Infotech: Journal of Technology Information 6, no. 1 (June 10, 2020): 15–20. http://dx.doi.org/10.37365/it.v6i1.72.

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In English : JWC is a campus line from Binus University that supports international standard management and business with the management of the academic development framework-EQUIS. To be able to work together and compete in a globalized world also requires the provision of operational facilities that are supported by the provision and management of information technology. The problem in this study is that companies are implementing an IS / IT strategy but not in accordance with their business strategy. If the strategy used cannot really be done, bankruptcy. The purpose of this research is to study whether the IS / IT strategy refers to the JWC business strategy. Measurement of the compatibility of the IS / IT strategy with this business strategy uses the IT Balance Scorecard, SWOT method to support strategic planning, and the Analytical Hierarchy Process method in determining the importance of interest. Data collection methods used were observation, interviews, literature study, questionnaires. The agreed outcome is an agreement consisting of the best IT SI SI strategy that supports JWC's business strategy. In Indonesian : JWC merupakan lini kampus dari Binus University yang berfokus pada bidang manajemen dan bisnis yang berstandar internasional dengan pengelolaan academic development framework-EQUIS. Untuk mampu bekerja sama dan bersaing didunia global diperlukan juga penyediaan fasilitas operasional yang didukung oleh pemanfaatan dan pengelolaan teknologi informasi. Permasalahan dalam penelitian ini ialah perusahaan menjalankan strategi SI/TI namun tidak sesuai dengan strategi bisnisnya. Apabila strategi yang digunakan tidak benar bisa mengakibatkan kebangkrutan. Tujuan dari penelitian ini adalah untuk mengetahui apakah strategi SI/TI sejalan dengan strategi bisnis JWC. Pengukuran efektivitas strategi SI/TI terhadap strategi bisnis ini menggunakan metode IT Balance Scorecard, SWOT untuk mendukung penentuan strategi, serta metode Analytical Hierarchy Process dalam penentuan bobot kepentingan. Metode pengumpulan data yang dilakukan adalah observasi, wawancara, studi pustaka, kuisioner. Hasil yang dicapai adalah rekomendasi berupa insiatif strategi SI/TI yang terbaik untuk mendukung secara maksimal strategi bisnis pada JWC.

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Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.

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The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.

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Gow, James. "Strategic Pedagogy and Pedagogic Strategy." International Relations 20, no. 4 (December 2006): 393–406. http://dx.doi.org/10.1177/0047117806069401.

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Cravens, David W. "Strategic forces affecting marketing strategy." Business Horizons 29, no. 5 (September 1986): 77–86. http://dx.doi.org/10.1016/0007-6813(86)90057-1.

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9

Klochko, O. A. "PECULIARITIES OF STRATEGIC PLANNING DURING THE INTERNATIONAL STRATEGY DEVELOPMENT." Business Strategies, no. 9 (November 19, 2015): 4. http://dx.doi.org/10.17747/2311-7184-2015-9-4.

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10

Hagen, Birgit, Antonella Zucchella, Paola Cerchiello, and Nicolò De Giovanni. "International strategy and performance—Clustering strategic types of SMEs." International Business Review 21, no. 3 (June 2012): 369–82. http://dx.doi.org/10.1016/j.ibusrev.2011.04.002.

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Griffith, David A., Laurence Jacobs, and R. Glenn Richey. "Fitting strategy derived from strategic orientation to international contexts." Thunderbird International Business Review 48, no. 2 (2006): 239–62. http://dx.doi.org/10.1002/tie.20094.

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Tsai, J., and H. Y. Hung. "International brand strategy of Taiwanese hi-tech enterprises." Agricultural Economics (Zemědělská ekonomika) 53, No. 2 (January 7, 2008): 83–88. http://dx.doi.org/10.17221/903-agricecon.

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This paper compares two Taiwanese high-tech enterprises, Acer and Trend Micro, which choose different international brand marketing strategies due to the diverse managing types and product characteristics. The hardware products and business software sold by Acer and Trend Micro are discussed to reveal their international brand development and marketing strategy. The research findings can be provided for different enterprises for decision-making when they consider their internationalization and brand strategy.

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Mascarenhas, Briance. "The International Specialist Strategy: Financial Funding and Deployment." Multinational Finance Journal 16, no. 1/2 (June 1, 2012): 87–103. http://dx.doi.org/10.17578/16-1/2-4.

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14

VUK, PAVEL, SAŠO NACEVSKI, and RENATA VERTOVŠEK. "OBRAMBNA STRATEGIJA V HIERARHIJI STRATEŠkIH DOkUMENTOV S PODROČJA NACIONALNE VARNOSTI REPUBLIkE SLOVENIJE." CONTEMPORARY MILITARY CHALLENGES, VOLUME 2012/ ISSUE 14/2 (June 30, 2012): 35–55. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.14.2.2.

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Aktualna Obrambna strategija, ki jo je sprejela Vlada Republike Slovenije decembra 2001, je bila izdelana pred več kot desetletjem. Od takrat se je svet zelo spremenil. Dinamika in kompleksnost sodobnih varnostnih razmer sta v sodobnem svetu bistveno bolj prežeti z nepredvidljivostjo, izzivi in problemi, s katerimi se spopada današnji svet, od gospodarske krize prek podnebnih sprememb do boja proti terorizmu, pa so v medsebojni soodvisnosti in zahtevajo celovito razumevanje družbenih pojavov in procesov. Spremembe v mednarodnem varnostnem okolju pomembno vplivajo tudi na vsebino in dinamiko razvoja nacionalnovarnostnega sistema Republike Slovenije in znotraj njega tudi njenega obrambnega sistema. V tem kontekstu je v prispevku posebna pozornost namenjena razumevanju sodobnih obrambnih strategij, mestu in vlogi Obrambne strategije Republike Slovenije v naci- onalnovarnostnem sistemu ter njenemu razmerju do hierarhično višjih in nižjih stra- teških dokumentov s področja nacionalne varnosti Republike Slovenije. The current Defence Strategy adopted by the Government of the Republic of Slovenia in December 2001, was drafted over a decade ago. However, the world has changed significantly since then. The dynamics and complexity of the modern security situation have become much more unpredictable, while the challenges and problems encountered by today’s world, i.e. the economic crisis, climate changes, counterter- rorism etc., are interdependent and demand a comprehensive understanding of social phenomena and processes. The changes in the international security environment have an important impact on the contents and dynamics of the national security system development in the Republic of Slovenia including its defence system. With this in mind, the article devotes special attention to the understanding of modern defence strategies, the place and the role of Defence Strategy of the Republic of Slovenia in the national security system and its relation to hierarchically superior and inferior strategic documents regulating the national security system of the Republic of Slovenia.

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Rahman, Arif. "STRATEGI KOMUNIKASI DALAM PEMBELAJARAN BAHASA INGGRIS (PENELITIAN ETNOGRAFI PADA SEKOLAH INTERNASIOANAL AIScho BSD City)." BAHTERA : Jurnal Pendidikan Bahasa dan Sastra 14, no. 2 (July 30, 2015): 142–55. http://dx.doi.org/10.21009/bahtera.142.04.

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Abstract: This study aims to investigate the communication strategies in English language learning conducted by the learnes of international students of SMP AIScho BSD City. This research conducts a qualitative approach with an ethnography method. The data of 27 learnersâ€™ spoken speech were collected from observation by using audio recorder, field notes and unstructured interview. The data analisis were using performance analysis technique, a futher analysis based on actual speeches and linguistic behaviors.The analysis reveals that the learners employ communication strategies in English language learning consists of verbal communication strategy and nonverbal communication strategy. The finding futher shows that the learnes employ both communication strategies in terms of three reasons; keeping communication obsctacles, to govern language competence and strategic competence.Keywords: communication strategy, Language competence, English language learning strategy. Abstak: Penelitian ini bertujuan untuk mengkaji strategi komunikasi dalam pembelajaran bahasa Inggris oleh siswa pada SMP Internasional AIScho BSD City. Penelitian ini menggunakan pendekatan kualitatif dengan metode ethnografi, adapun data dari 27 subjek penelitian dikumpulkan melalui pengamatan dengan menggunakan audio recorder, catatan lapangan dan wawancara tidak formal. Data penelitian kemudian dianalisis dengan menggunakan teknik analisis performansi yaitu, melakukan analisis berdasarkan tuturan yang terjadi secara alamiah dan kompetensi linguistik. Hasil penelitian menunjukan bahawa siswa SMP menggunakan dua strategi komunikasi yaitu, strategi komunikasi verbal dan strategi komunikasi nonverbal. Hasil penelitian ini juga menunjukan bahawa siswa menggunakan strategi komunikasi dengan dua karakteristik yaitu: untuk dapat mempertahankan jalanya komunikasi, untuk menyatakan maksud tertentu dan untuk menguasai kompetensi bahasa dan menguasai bentuk-bentuk tertentu sebagai kompetensi strategis.Kata Kunci: strategi komunikasi, kompetensi bahasa, strategi belajar bahasa Inggris.

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Gond, Jean-Pascal, Laure Cabantous, and Frédéric Krikorian. "How do things become strategic? ‘Strategifying’ corporate social responsibility." Strategic Organization 16, no. 3 (May 14, 2017): 241–72. http://dx.doi.org/10.1177/1476127017702819.

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How do things become ‘strategic’? Despite the development of strategy-as-practice studies and the recognized institutional importance of strategy as a social practice, little is known about how strategy boundaries change within organizations. This article focuses on this gap by conceptualizing ‘strategi fying’ – or making something strategic – as a type of institutional work that builds on the institution of strategy to change the boundaries of what is regarded as strategy within organizations. We empirically investigate how corporate social responsibility has been turned into strategy at a UK electricity company, EnergyCorp. Our findings reveal the practices that constitute three types of strategifying work – cognitive coupling, relational coupling and material coupling – and show how, together and over time, these types of work changed the boundaries of strategy so that corporate social responsibility became included in EnergyCorp’s official strategy, became explicitly attended to by strategists and corporate executives and became inscribed within strategy devices. By disambiguating the notions of strategifying and strategizing, our study introduces new perspectives for analysing the institutional implications of the practice of strategy.

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Chung, Henry F. L., and Tsuang Kuo. "When and how managerial ties matter in international competitive strategy, export financial and strategic performance framework." European Journal of Marketing 52, no. 1/2 (February 12, 2018): 260–78. http://dx.doi.org/10.1108/ejm-05-2015-0305.

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Purpose This study aims to present two new contingent frameworks that hypothesize the moderation role of managerial ties (MTs) in the international competitive strategy-export financial and strategic performance framework. The purposes of this study are to explore whether a common standardized or individual customized conceptualization consisting of MTs, international competitive strategy and performance can be used to achieve export financial and strategic performance; to offer contingent factors for the current international competitive strategy-export performance framework; and to generalize the roles of MTs in the developed vis-à-vis developing region. Design/methodology/approach This study uses the experience of 114 exporting firms operating in the European Union region to test its theoretical frameworks. MTs include both business and political ties. Findings Business and political ties have completely different moderation effects on the relation between international differentiation/low-cost strategy and export financial/strategic performance. Business ties have a positive influence on the international differentiation strategy-export strategic performance and international low-cost strategy-export financial performance dyads, but a negative effect in the international low-cost strategy-export strategic performance framework. In contrast, political ties are revealed to have a negative effect on the international differentiation/low-cost strategy-export financial performance framework. Originality/value This research advances extant international competitive strategy-export performance literature by revealing the bright and dark sides of business ties and the down side of political ties in the framework. Performance should be investigated in terms of financial and strategic performance. The moderation effect of business ties is more complex than that reported in the developing region; thus, a cross-regional generalization on these ties’ effects is more difficult to establish. In contrast, the dark side effect of political ties is consistent across developed and developing regions; a cross-regional generalization on these ties is more viable. Collectively, the results show that a standardized process for achieving both export financial and export strategic performances is not feasible, while a customized process for each export performance is needed.

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Mukherjee, Jaydeep. "BBMCI: setting up a distribution channel in India." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–10. http://dx.doi.org/10.1108/20450621111123452.

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Subject area International marketing, distribution channel management, market entry, strategic management. Study level/applicability Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing. Case overview The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation. Expected learning outcomes The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves. Supplementary materials Teaching note.

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Schonberger, Richard J. "Is strategy strategic? impact of total quality management on strategy." Academy of Management Perspectives 6, no. 3 (August 1992): 80–87. http://dx.doi.org/10.5465/ame.1992.4274197.

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20

Lockyer, Adam, and Michael D. Cohen. "Denial strategy in Australian strategic thought." Australian Journal of International Affairs 71, no. 4 (January 22, 2017): 423–39. http://dx.doi.org/10.1080/10357718.2017.1278743.

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Sabbaghi, Asghar. "CIM Strategy And Strategic Management: An MIS Perspective." Journal of Applied Business Research (JABR) 7, no. 1 (October 20, 2011): 57. http://dx.doi.org/10.19030/jabr.v7i1.6260.

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This study provides an overview of Computer-Integrated Manufacturing in a conceptual and managerial context, and analyzes the organizational structure and managerial approaches required for successful CIM. CIM is considered as the (vertical) integration of computerized manufacturing systems at the shop floor with Management Information Systems, and as the (horizontal) integration of functional areas from design, manufacturing to business functions. This implies an integrated, company-wide, MIS approach toward CIM rather than a traditional and functional attitude. In this context, the organizational structure that fits CIM technology will be analyzed.

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Lee, Jee-Sue. "The strategic fit between international firms’ human resources and strategy types." INTERNATIONAL BUSINESS REVIEW 4, no. 1 (December 31, 2000): 117. http://dx.doi.org/10.21739/ibr.2000.12.4.1.117.

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McGee, John, and Susan Segal‐Horn. "Strategic space and industry dynamics: The implications for international marketing strategy." Journal of Marketing Management 6, no. 3 (January 1990): 175–93. http://dx.doi.org/10.1080/0267257x.1990.9964126.

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Mirabeau, Laurent, and Steve Maguire. "From autonomous strategic behavior to emergent strategy." Strategic Management Journal 35, no. 8 (August 1, 2013): 1202–29. http://dx.doi.org/10.1002/smj.2149.

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Lembke, Johan. "Global Competition and Strategies in the Information and Communications Technology Industry: A Liberal-Strategic Approach." Business and Politics 4, no. 1 (April 2002): 41–69. http://dx.doi.org/10.2202/1469-3569.1030.

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This article examines the roles of multinational corporations and the European Union (EU) in structuring global competition around wireless standardization. It analyzes the realities of global competition in information and communications technology (ICT) markets from a more liberal-strategic viewpoint than the subsidy-based industry support promulgated by strategic trade theorists in the 1980s and 1990s. According to a liberal-strategic trade perspective, public actors try to tweak the rules of the world economy to structure global competition in ways that enhance job creation, overall competitiveness in high-technology sectors, and domestic welfare, rather than being primarily concerned about import competition. The story of the European approach to global standardization and competition—and the strategic use of international standards bodies by multinational corporations—primarily represents an aggressive outward-oriented strategy. European actors pursued a globally oriented strategy in the European Telecommunications Standards Institute (ETSI) with the objective of aligning Europe with market and policy developments in the rapidly growing markets of the Asia—Pacific region. By downplaying the importance of import competition, often stressed by strategic trade theorists a liberal-strategic approach to the ICT industry focuses on the prospect of cutting-edge innovations based on a coherent industry strategy that looks at the creation of internationally competitive technologies in the longer-term rather than at incremental change and current import competition pressure.

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V.S, Abidha Beegum. "Indian and International Strategies of internal displacement: An overview under International Humanitarian Law." International Journal of Psychosocial Rehabilitation 24, no. 04 (February 28, 2020): 906–18. http://dx.doi.org/10.37200/ijpr/v24i4/pr201064.

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Cardozo, Richard N., Shannon H. Shipp, and Kenneth J. Roering. "Proactive Strategic Partnerships: a New Business Markets Strategy." Journal of Business & Industrial Marketing 7, no. 1 (January 1992): 51–63. http://dx.doi.org/10.1108/eum0000000002761.

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Varadarajan, P. Rajan, Satish Jayachandran, and J. Chris White. "Strategic Interdependence in Organizations: Deconglomeration and Marketing Strategy." Journal of Marketing 65, no. 1 (January 2001): 15–28. http://dx.doi.org/10.1509/jmkg.65.1.15.18129.

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Lee, Eunkyu, and Richard Staelin. "Vertical Strategic Interaction: Implications for Channel Pricing Strategy." Marketing Science 16, no. 3 (August 1997): 185–207. http://dx.doi.org/10.1287/mksc.16.3.185.

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Hunzeker, Michael A., and Kristen A. Harkness. "The Strategy Project: Teaching Strategic Thinking through Crisis Simulation." PS: Political Science & Politics 47, no. 02 (April 2014): 513–17. http://dx.doi.org/10.1017/s104909651400047x.

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ABSTRACTIn an effort to teach strategic thinking, the Center for International Security Studies at Princeton University designed an adaptable model for crisis simulation that could be used in a variety of institutional contexts and with diverse content matter. Moreover, the simulation helped students to develop an understanding of several other important abstract concepts in political science: notably, information uncertainty, friction or “the fog of war,” and bureaucratic stove piping. This article describes the design, content, and implementation of our original simulation. It is based on a “loose-nukes” scenario resulting from the hypothetical collapse of the Pakistani state. We conclude by evaluating the benefits and limitations of the simulation and by suggesting ways in which it could be implemented in other institutional contexts.

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Ahmadjanovna, Mamadjanova Tuygunoy. "Methodology Forming the International Marketing Strategy of Fruit and Vegetable Products." International Journal of Psychosocial Rehabilitation 24, no. 5 (April 20, 2020): 4998–5010. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020208.

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Mousa Al-Janabi, Hazim Hamad. "The Philosophy of Tripartite International Strategy (Law-Force-Security)." Tikrit Journal For Political Science, no. 18 (March 26, 2020): 97. http://dx.doi.org/10.25130/poltic.v0i18.206.

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The research focuses on the importance of the concepts of law, power and security in the international strategy, and the definition of the role and the role of the balance of international relations or not, and show the ability to paint the strategy of the dye, and the research highlights the problem of "How far can be a relationship between law and power and security, In the ladder of international strategy? We try to answer the following main question: Which is the most used law, force or security in the international strategy? A solution to the problem and answer to the question was based on the following hypothesis: the more the international strategy is based on force;” the more violations of international legal norms and norms; the greater the international security, the greater the threat to international security threat”. The objective of the researcher is to define the strategic position occupied by the tripartite (Law - Power - Security) in the global strategic perception, which made bridges for it, is a theoretical choice and a necessity, and to use the analytical approach, which focuses on analysis of international politics, and to address the Most important three – International and how to interpret the movement of the international system

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Roure, Juan, JoséLuis Alvarez, Carlos Garcia-Pont, and José Nueno. "Managing internationally: International dimensions of the managerial task." European Management Journal 11, no. 4 (December 1993): 485–92. http://dx.doi.org/10.1016/0263-2373(93)90013-8.

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Vos, Bart, and Edwin van den Berg. "Assessing International Allocation Strategies." International Journal of Logistics Management 7, no. 2 (July 1, 1996): 69–84. http://dx.doi.org/10.1108/09574099610805539.

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Allocating the operations of multinational enterprises to geographic locations where performance can be optimized has become an important strategic issue. In view of the continuing growth of international trade and foreign direct investment, managers need systematic procedures to determine global allocation strategies. Available frameworks on global business strategy are typically abstract and generalized, making them less suited for the development of tailor‐made allocation strategies. Quantitative allocation models in operations research tend to be biased towards optimizing mathematical algorithms, making them less suited to support managerial decision making. This paper bridges the gap between generic strategy frameworks and highly quantitative operations research models by presenting a scanning tool to support decision making on strategic allocation issues. An important feature of this tool is to systematically filter available data, intended to quality and quantify critical product, process and market characteristics for specific product classes. The scanning tool has been applied in two cases, involving allocation decisions of a European multinational in the fast moving consumer goods industry.

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Choi, Donseung, and Eunho Cho. "International Diversification, Product Strategy, And Firm Value:Evidence From Korea." International Business & Economics Research Journal (IBER) 13, no. 6 (October 31, 2014): 1551. http://dx.doi.org/10.19030/iber.v13i6.8951.

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Existing studies showed inconsistent results for the relationship between international diversification (ID) and firm value. Thus, we primarily examine whether each MNCs product strategy moderates the relationship between ID and firm value. The results show that MNCs product strategy moderates the relationship between ID and firm value as measured by Tobins Q. Specifically, a positive relationship exists between ID and firm value in the firm group pursuing a cost leadership strategy, whereas a negative relationship exists between the same variables in the firm group pursuing a differentiation strategy, suggesting that the strategic fit between product strategy and ID is likely an important factor in the relationship between ID and firm value. Our results remain robust after conducting sensitivity analyses using the price-to-book value (PBR) ratio and individual components of composite ID measures. Accordingly, we conclude that a cost leadership strategy of Korean MNCs is more likely to have a competitive advantage in a foreign market than a differentiation strategy. This study primarily contributes to the literature on ID in that it provides the first evidence on the relationship between ID and firm value that takes into account an MNCs product strategy using the strategic fit perspective.

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Butler, Richard J., and Mick Carney. "Strategy and strategic choice: The case of telecommunications." Strategic Management Journal 7, no. 2 (March 1986): 161–77. http://dx.doi.org/10.1002/smj.4250070205.

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Smothers, Norman P. "Patterns of japanese strategy: Strategic combinations of strategies." Strategic Management Journal 11, no. 7 (November 1990): 521–33. http://dx.doi.org/10.1002/smj.4250110704.

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Satsumi López-Morales, José, and Isabel Ortega-Ridaura. "International strategy of the 500 largest firms in Latin America: an analysis from its mission and vision." Problems and Perspectives in Management 14, no. 3 (November 10, 2016): 634–41. http://dx.doi.org/10.21511/ppm.14(3-3).2016.06.

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A mission and vision well designed are important for the business strategy. In addition, the Latin American firms are a relevant topic, but sub-studied in literature about international business. Thus, the main aim of this paper is identify the presence of international strategy (IS) in the strategic approaches of the 500 largest firms from Latin America. For this purpose, a qualitative technique of content analysis was carried out in official web pages of these firms. Several keywords were analyzed to locate the presence or absence of the IS. These words are: multinational, global, international, internationalization, world, worldwide, among others. With this, 375 firms were identified that mention the IE either its mission, vision or both. Likewise, this sample was subdivided in private firms (338) and state firms (37). The results indicate that the studied firms do not consider mostly the IE in the mission and vision. Another important finding is that companies consider the IS mostly in their vision. In adittion, another important finding is the increased presence of inclusion of IS in the vision of state companies (64.86%) above their private peers. Keywords: international strategy, Latin America, mission, vision, strategic approaches. JEL Classification: M15, M16

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Mang, Paul Y. "Strategic innovation: Constantinos Markides on strategy and management." Academy of Management Perspectives 14, no. 3 (August 2000): 43–45. http://dx.doi.org/10.5465/ame.2000.4468064.

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Reynolds, Scott J. "A Single Framework for Strategic and Ethical Behavior in the International Context." Business Ethics Quarterly 13, no. 3 (July 2003): 361–79. http://dx.doi.org/10.5840/beq200313326.

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Abstract:Scholars have developed many theories of international strategy and many theories of international ethics. Separating strategy and ethics in this way, though, perpetuates a perception that profit and ethics are mutually exclusive. Accordingly, I offer a framework that links international strategy and international ethics. I suggest that at an abstract level the strategic concepts of integration and responsiveness and the ethical concepts of justice and caring are concerned with the same theoretical quandaries. Therefore, in any situation there are behaviors that are both integrative and just and/or both responsive and caring, and these behaviors are both strategic and ethical. To demonstrate the potential descriptive and prescriptive value of the framework, I descend the ladders of abstraction associated with these concepts and apply the framework to two business situations.

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Thomé, Karim Marini, and Janann Joslin Medeiros. "Drivers of successful international business strategy." International Journal of Emerging Markets 11, no. 1 (January 18, 2016): 89–110. http://dx.doi.org/10.1108/ijoem-09-2012-0120.

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Purpose – The purpose of this paper is to identify and describe the drivers of trading company strategy that explain trading company success in international business. Design/methodology/approach – The strategy tripod that results from combining the industry-, resource- and institution-based views, each of which proposes specific drivers of strategic success, was used as the framework for investigating, in a longitudinal perspective, the drivers of the strategy of a trading company and its success in emerging economies. Data were collected using in-depth interviews, document analysis and non-participant observation and analyzed using content analysis techniques. Findings – Rather than a single driver, the authors found that strategic choices were driven at times by the demands of industrial competitiveness, at times by firm resources and capabilities, and at times by institutional conditions. There was evidence neither of a linear chronological order for these drivers, nor of driver obsolescence. On the contrary, findings suggest that drivers are cumulative and interactive. Changes in organizational resources and capabilities or in competitive or institutional environments can force review and re-thinking of strategic objectives. Research limitations/implications – Generalization is affected by the fact that the study focusses on the experience of one individual trading company. Practical implications – From a pragmatic, managerially oriented perspective, the findings show the importance to be alert to all the tripod legs over time, and not belittle the institutional context. This fact is noted by the data, which not realize a timeline or order between the drivers and the strategies adopted by the firm. Originality/value – The paper is of value in showing the drivers of trading company strategy and the determinants of trading company success in emerging economies using a longitudinal perspective rather than the more usual sectional perspective. In addition, the study is original in simultaneously investigating all three legs of the strategy tripod and providing empirical evidence about how the respective drivers interact over time.

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Luciane, Flavia, Scherer Clandia, Maffini Gomes, and Isak Kruglianskas. "The Relationship between Corporate Profile, Strategy, and Performance in International Markets." Journal of International Business and Economy 11, no. 1 (July 1, 2010): 1–24. http://dx.doi.org/10.51240/jibe.2010.1.1.

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One of the core issues of strategy revolves around the relation between strategy and performance. Research studies analyze whether different performances are associated with different strategic attitudes. Given the importance of this issue, the objective of this paper is to describe and analyze the relation between the corporate profile, the adopted strategy and the performance in international markets of firms in the leather and footwear industry from the State of Rio Grande do Sul. The analysis of the corporate profile identified mature, medium-sized and big firms that engage in planning to guide their actions and that are concerned about monitoring changes in the environment with which they work. In regard to the relation between the corporate profile, the adopted strategy and international performance, an analysis of the correlation showed that the main variables that characterize the specific group are the strategic profile, planning, and monitoring of the business environment. It was found that firms with a high Gross Operating Income engage in planning activities on a less consistent basis, do not monitor their business environment and adopt a defensive strategic attitude.

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Budi Santoso, Suryo, and Herni Justiana Astuti Herni Justiana Astuti. "SIKLUS HIDUP ORGANISASI: UPAYA-UPAYA STRATEGIS DALAM MENGHADAPI GEJALA PENURUNAN ORGANISASI AGAR DAPAT “GOING CONCERN” DAN TETAP UNGGUL." EKUITAS (Jurnal Ekonomi dan Keuangan) 9, no. 1 (March 1, 2007): 17. http://dx.doi.org/10.24034/j25485024.y2005.v9.i1.2339.

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Keuntungan dari krisis multi dimensi yang terjadi sejak tahun 1997 di Indonesia banyak yang dapat kita ambil sebagai pelajaran berharga. Diantaranya adalah banyaknya perusahaan yang mengalami gulung tikar dimana sebelumnya dia menjadi salah satu perusahaan yang sangat sukses bahkan disegani di tingkat asia dengan julukan “Macan Asia”. Menjadi organisasi yang unggul (competitive advantage) adalah pilihan yang mau tidak mau harus di ambil jika kita tidak mau kalah dalam persaingan di era globalisasi ini sehingga perusahaan dapat going concern.Upaya strategis yang dapat dilakukan yaitu; dengan konsep glocal strategy yang terdiri dari local, international, multinational, and global strategy approaches; diperlukanya etika di dalam strategi pembuatan keputusan; efektifitas dan komitmen dalam organisasi; harus memiliki tujuh sifat kesadaran organisasi seperti yang disarankan oleh Heaton dan Harung (1999) dan kesadaran emosional serta kesadaran spiritual; modal intelektual organisasi; pembelajaran organisasi dengan mengunakan management by process, experiment, demi transfer of knowledge.

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Leemann, Lucas. "Strategy and Sample Selection: A Strategic Selection Estimator." Political Analysis 22, no. 3 (2014): 374–97. http://dx.doi.org/10.1093/pan/mpt026.

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The development and proliferation of strategic estimators has narrowed the gap between theoretical models and empirical testing. But despite recent contributions that extend the basic strategic estimator, researchers have continued to neglect a classic social science phenomenon: selection. Compared to nonstrategic estimators, strategic models are even more prone to selection effects. First, external shocks or omitted variables can lead to correlated errors. Second, because the systematic parts of actors' utilities usually overlap on certain key variables, the two sets of explanatory variables are correlated. As a result, both the systematic and the stochastic components can be correlated. However, given that the estimates for the first mover are computed based on the potentially biased predicted probabilities of the second actor, we also generate biased estimates for the first actor. In applied work, researchers neglect the potential shortcomings due to selection bias. This article presents an alternative strategic estimator that takes selection into account and allows scholars to obtain consistent, unbiased, and efficient estimates in the presence of both selection and strategic action. I present a Monte Carlo analysis as well as a real-world application to illustrate the superior performance of this estimator relative to the standard practice.

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Wirtz, James J. "Strategic Conventional Deterrence: Lessons from the Maritime Strategy." Security Studies 3, no. 1 (September 1993): 117–51. http://dx.doi.org/10.1080/09636419309347540.

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Romaniuk, Ljudmila. "Application of International Best Practices in Strategic Personnel Management by Domestic Enterprises." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 4(37) (September 28, 2020): 119–29. http://dx.doi.org/10.32515/2663-1636.2020.4(37).119-129.

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The purpose of the article is to define the measures for increasing the efficiency of strategic human resource (HR) management of domestic enterprises in order to improve their competitive positions, considering the international experiences and the current advanced state of human resource management strategy. The article is focused on the analysis of international best practices in HR management. The essence of the concept "strategic human resource management" is studied. The main approaches and factors of the development of a human resource management strategy by the leading corporations of the world are analyzed. The influence of an effective human resource management strategy on competitive positions of international companies is defined. The methods of building an effectively functioning team, the system of moral values and rules of relations between management and employees are analyzed. A survey of respondents was conducted to analyze human resource management strategy at domestic enterprises. The measures are proposed, which take into consideration the modern tendencies in strategic HR management, introduction of which will increase the work efficiency at the domestic enterprises and their overall competitiveness: ensuring the compliance of HR management strategy with the business strategy of the enterprise; implementation of the principles of meritocracy – a system of recruitment, selection and promotion of personnel based on professional and business qualities; development of highly effective and transparent systems for employees, including clearly structured processes of training, mentoring, rotation; creation of personnel reserve; creating a trusting atmosphere in the team; supporting of a steady financial and emotional conditions by creating an effective motivational system; creating of an effective employee evaluation system, based on performance and potential development as well as development of value scales; understanding the strategic importance and key role of talented personnel; implementing of high-level global standards such as safety, health, language, laws and regulations, local practices and etiquette. The realization of necessary strategic changes at different management levels and at the level of an individual enterprise depends on the strategy of human resource management.

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Pattinson, Steven. "Strategic Thinking: Intelligent Opportunism and Emergent Strategy — The Case of Strategic Engineering Services." International Journal of Entrepreneurship and Innovation 17, no. 1 (February 2016): 65–70. http://dx.doi.org/10.5367/ijei.2015.0212.

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This case study focuses on strategic thinking and opportunistic approaches to business growth and diversification. It begins by examining the recent purchase of ‘Quickcover’, a remote-controlled sports pitch covering system, by engineering company Strategic Engineering Services and the company's current dilemma – whether to continue to develop this type of product, or sell it and concentrate on its existing engineering services business. In recent years, Strategic Engineering Services has moved away from traditional heavy engineering and diversified into related areas such as engineering services, oil and gas industry recruitment, plant and equipment hire, instrument calibration and project management. The case considers the relationship between strategic thinking and entrepreneurial approaches to opportunity recognition, exploring the concept of intelligent opportunism as an approach that enables entrepreneurs to develop emergent strategies and take advantage of new opportunities. It explores these concepts in the context of the current dilemma of Strategic Engineering Services.

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Vennesson, Pascal. "Is Strategic Studies Rationalist, Materialist, and A-Critical? Reconnecting Security and Strategy." Journal of Global Security Studies 5, no. 3 (July 18, 2019): 494–510. http://dx.doi.org/10.1093/jogss/ogz032.

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AbstractBetween the 1940s and the 1960s, strategy was at the heart of security studies and closely intertwined with International Relations (IR). Over the past three decades, however, the study of strategy has been relegated to a secondary position in the international security subfield and marginalized in IR theorizing. One important source of this disconnect is the challenge mounted by critical security advocates, who sought to reorient the study of security away from strategic studies. They reached into the philosophy of science and pulled out three familiar dichotomies, rationalism/constructivism, materialism/idealism, and problem-solving/critical theorizing, that they could utilize within security debates. Specifically, they argue that strategic studies leaves out too much of what is really important for security and world politics because it is rationalist, materialist, and retains an uncritical view of knowledge production. In this article, I turn the critical security conventional wisdom on its head and show that strategic studies, exemplified by the ideas of Carl von Clausewitz and Thomas Schelling, actually transcends these dichotomies and hence offers an indispensable source of insights for both security studies and IR.

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Roth, Kendall, and Allen J. Morrison. "Business-Level Competitive Strategy: A Contingency Link to Internationalization." Journal of Management 18, no. 3 (September 1992): 473–87. http://dx.doi.org/10.1177/014920639201800303.

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The contingency fit between the organization and its environment suggests strategic adaptation to contextual conditions. Thus, it may be expected that businesses will use different strategic positioning when confronting an international context. To determine if such a difference does exist, an analysis of the business-level strategy of domestic businesses was compared to businesses engaged in domestic and international activities. Group differences existed suggesting the importance of internationalization as a contingency variable to examining the content of business-level strategy.

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Montero Moncada, Luis Alexander, and Maria Paula Velandia García. "Strategy in the making: Russia-NATO Relations under Strategic Competition." Estudios en Seguridad y Defensa 14, no. 27 (June 30, 2019): 91–114. http://dx.doi.org/10.25062/1900-8325.285.

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In this article, we examine the elements that are being developed by NATO and Russia in a strategic competition in Europe. Having analysed these elements, each sub-system, as described by the Realist Theory of International Relations, is facing major changes in today’s world politics. From Northern Europe to the Balkans and the Black Sea region, the analysis focuses on areas of tension that could potentially become problematic for the interaction between the two actors. Besides, the Baltic region is explained further due to its continuous activity regarding either hybrid or tradition war tactics. Finally, we draw a parallel between NATO, the EU and the USA as main actors in European Security and how the latter has been changing drastically since Donald Trump took office. We conclude by analysing potential risks, scenarios and conflicts between NATO and Russia in short range projections.

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