Relevant bibliographies by topics / Strategic action / Journal articles

Journal articles on the topic 'Strategic action'

To see the other types of publications on this topic, follow the link: Strategic action.
Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Strategic action.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Mackenzie, Hazel. "Strategic action." Paediatric Nursing 4, no. 3 (April 1992): 15–16. http://dx.doi.org/10.7748/paed.4.3.15.s16.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Eden, Colin, and Chris Huxham. "Action-Oriented Strategic Management." Journal of the Operational Research Society 39, no. 10 (October 1988): 889. http://dx.doi.org/10.2307/2583040.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

BIEDIGER, JERRY, TRACY DECICCO, TIMOTHY GREEN, GREG HOFFMAN, DAVID LEI, KARTHIK MAHADEVAN, JANE OJEDA, JOHN SLOCUM, and KYLE WARD. "Strategic Action at Lenovo." Organizational Dynamics 34, no. 1 (January 2005): 89–102. http://dx.doi.org/10.1016/j.orgdyn.2004.11.007.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Eden, Colin, and Chris Huxham. "Action-Oriented Strategic Management." Journal of the Operational Research Society 39, no. 10 (October 1988): 889–99. http://dx.doi.org/10.1057/jors.1988.155.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Hay, Michael, and Jean-Claude Usunier. "Time and Strategic Action." Time & Society 2, no. 3 (September 1993): 313–33. http://dx.doi.org/10.1177/0961463x93002003002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Brooksbank, Roger, and David Taylor. "Strategic marketing in action." Marketing Intelligence & Planning 25, no. 1 (February 13, 2007): 31–44. http://dx.doi.org/10.1108/02634500710722380.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Jennings, Kenneth, and Frederick Westfall. "Benchmarking for Strategic Action." Journal of Business Strategy 13, no. 3 (March 1992): 22–25. http://dx.doi.org/10.1108/eb039489.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Rabinder James, Michael. "Communicative Action, Strategic Action, and Inter-Group Dialogue." European Journal of Political Theory 2, no. 2 (April 1, 2003): 157–82. http://dx.doi.org/10.1177/147488510300202623.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

James, Michael Rabinder. "Communicative Action, Strategic Action, and Inter-Group Dialogue." European Journal of Political Theory 2, no. 2 (April 2003): 157–82. http://dx.doi.org/10.1177/147488510322003.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Dusenbury, Carolyn. "The Strategic Plan in action." College & Research Libraries News 50, no. 8 (September 1, 1989): 711–12. http://dx.doi.org/10.5860/crln.50.8.711.

Full text
APA, Harvard, Vancouver, ISO, and other styles
11

Morgan, Richard K. "Strategic environmental assessment in action." Journal of Integrative Environmental Sciences 8, no. 3 (September 2011): 241–42. http://dx.doi.org/10.1080/1943815x.2011.574705.

Full text
APA, Harvard, Vancouver, ISO, and other styles
12

Carvalho, Teresa, and Rui Santiago. "Gender as a “strategic action”." Equal Opportunities International 28, no. 7 (September 25, 2009): 609–22. http://dx.doi.org/10.1108/02610150910996434.

Full text
APA, Harvard, Vancouver, ISO, and other styles
13

MacLean, Donald, and Robert MacIntosh. "Strategic change as creative action." International Journal of Strategic Change Management 4, no. 1 (2012): 80. http://dx.doi.org/10.1504/ijscm.2012.045827.

Full text
APA, Harvard, Vancouver, ISO, and other styles
14

Bower, D. S. "Strategic conservation action for frogs." Animal Conservation 21, no. 2 (April 2018): 106–7. http://dx.doi.org/10.1111/acv.12410.

Full text
APA, Harvard, Vancouver, ISO, and other styles
15

Hoffmann, Arthur, and Kerry Longhurst. "German strategic culture in action." Contemporary Security Policy 20, no. 2 (August 1999): 31–49. http://dx.doi.org/10.1080/13523269908404220.

Full text
APA, Harvard, Vancouver, ISO, and other styles
16

Iyer, Ganesh, and Hema Yoganarasimhan. "Strategic Polarization in Group Interactions." Journal of Marketing Research 58, no. 4 (June 22, 2021): 782–800. http://dx.doi.org/10.1177/00222437211016389.

Full text
Abstract:
The authors study the phenomenon of strategic group polarization, in which members take more extreme actions than their preferences. The analysis is relevant for a broad range of formal and informal group settings, including social media, online platforms, sales teams, corporate and academic committees, and political action committees. In the model, agents with private preferences choose a public action (voice opinions), and the mean of their actions represents the group’s realized outcome. The agents face a trade-off between influencing the group decision and truth-telling. In a simultaneous-move game, agents strategically shade their actions toward the extreme. The strategic group influence motive can create substantial polarization in actions and group decisions even when the preferences are relatively moderate. Compared with a simultaneous game, a randomized-sequential-actions game lowers polarization when agents’ preferences are relatively similar. Sequential actions can even lead to moderation if the later agents have moderate preferences. Endogenizing the order of moves (through a first-price sealed-bid auction) always increases polarization, but it is also welfare enhancing. These findings can help group leaders, firms, and platforms design mechanisms that moderate polarization, such as the choice of speaking order, the group size, and the knowledge members have of others’ preferences and actions.
APA, Harvard, Vancouver, ISO, and other styles
17

Wilson, Ian. "From Scenario Thinking to Strategic Action." Technological Forecasting and Social Change 65, no. 1 (September 2000): 23–29. http://dx.doi.org/10.1016/s0040-1625(99)00122-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
18

Asahina, Kenta. "Neuromodulation and Strategic Action Choice inDrosophilaAggression." Annual Review of Neuroscience 40, no. 1 (July 25, 2017): 51–75. http://dx.doi.org/10.1146/annurev-neuro-072116-031240.

Full text
APA, Harvard, Vancouver, ISO, and other styles
19

Eriksen, Erik Oddvar, and Jarle Weigård. "Conceptualizing Politics: Strategic or Communicative Action?" Scandinavian Political Studies 20, no. 3 (September 1997): 219–41. http://dx.doi.org/10.1111/j.1467-9477.1997.tb00193.x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
20

Younger, Jon, René Sorensen, Christine Cleemann, Aaron Younger, Allan Freed, and Sanne Moller. "Accelerating strategic change through action learning." Strategic HR Review 12, no. 4 (June 14, 2013): 177–84. http://dx.doi.org/10.1108/shr-02-2013-0013.

Full text
APA, Harvard, Vancouver, ISO, and other styles
21

TAMURA, Suguru, and Hiroo MATSUDA. "Policy Action for Strategic International Standardization." Journal of the Japan Society for Precision Engineering 74, no. 1 (2008): 12–15. http://dx.doi.org/10.2493/jjspe.74.12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
22

Arons, Bernard S. "Forbidden Agendas: Strategic Action in Groups." International Journal of Group Psychotherapy 42, no. 2 (April 1992): 312–13. http://dx.doi.org/10.1080/00207284.1992.11490698.

Full text
APA, Harvard, Vancouver, ISO, and other styles
23

Schimmelfennig, Frank. "Strategic Action In A Community Environment." Comparative Political Studies 36, no. 1-2 (February 2003): 156–83. http://dx.doi.org/10.1177/0010414002239375.

Full text
Abstract:
In this article, the author proposes a synthetic approach to the analysis of institutional effects on EU policy making by combining a rationalist theory of action with a constructivist assumption on the social environment: Actors in European integration act strategically on the basis of individual specific policy preferences but do so in a community environment that affects their strategies and the collective interaction outcome. This synthetic approach draws on the work of Erving Goffman and is based on the "sequencing" of rationalist and constructivist propositions. Furthermore, this approach will be most salient when the institutional rules in question are constitutive and legitimate and resonate with national values and norms. Following the design of controlled competition, the author argues that this sequencing better explains the EU's decision to expand to the East than either rationalist or constructivist propositions alone.
APA, Harvard, Vancouver, ISO, and other styles
24

MCCARTHY, MEGAN. "STRATEGIC ENVIRONMENTAL ASSESSMENT: RHETORIC OR ACTION?" Australian Planner 33, no. 3 (January 1996): 125–31. http://dx.doi.org/10.1080/07293682.1996.9658096.

Full text
APA, Harvard, Vancouver, ISO, and other styles
25

JOHNSON, JAMES. "Habermas on Strategic and Communicative Action." Political Theory 19, no. 2 (May 1991): 181–201. http://dx.doi.org/10.1177/0090591791019002003.

Full text
APA, Harvard, Vancouver, ISO, and other styles
26

Peter, Marc K., Corin Kraft, and Johan Lindeque. "Strategic action fields of digital transformation." Journal of Strategy and Management 13, no. 1 (January 8, 2020): 160–80. http://dx.doi.org/10.1108/jsma-05-2019-0070.

Full text
Abstract:
Purpose The purpose of this paper is to capture the collective understanding of digital transformation (DT) across Swiss businesses and establish a reference framework based on the strategic action field (SAF) theory. Design/methodology/approach A number of Swiss associations provided their databases for an online survey. The large sample includes 2,590 participants from 1,854 organisations and delivered over 4,200 descriptions of DT, categorised into seven SAFs. A cross tabulation of SAF combinations by firm size identified 127 possible SAF combinations which constitute the common understanding of DT. Findings The data set allowed the identification of SAFs and the conceptualisation of DT based on a shared understanding. Drivers of digital transformation are: process engineering, new technologies and digital business development, supported by digital leadership and culture, the cloud and data, customer centricity and digital marketing. Research limitations/implications For practitioners, the study provides the SAFs that should be considered for DT strategies. For academic scholars, a unique data set has allowed the study of DT by analysing action field combinations, revealing a nuanced constellation of SAFs. Limitations are the focus on Swiss organisations and a convenience sample for collecting the analysed data. Originality/value For the first time, the shared understanding of DT in Swiss businesses – based on SAFs – has allowed a conceptualisation of DT in order to provide guidance to businesses managers and employees.
APA, Harvard, Vancouver, ISO, and other styles
27

Walker, Nathalie. "Embrace Action: Engage in Strategic Planning." AORN Journal 106, no. 4 (October 2017): 277–79. http://dx.doi.org/10.1016/j.aorn.2017.08.011.

Full text
APA, Harvard, Vancouver, ISO, and other styles
28

Kawai, Tadahiko. "Generating innovation through strategic action programmes." Long Range Planning 25, no. 3 (June 1992): 36–42. http://dx.doi.org/10.1016/0024-6301(92)90367-b.

Full text
APA, Harvard, Vancouver, ISO, and other styles
29

Kawai, T. "Generating innovation through strategic action programmes." Long Range Planning 26, no. 1 (February 1993): 155. http://dx.doi.org/10.1016/0024-6301(93)90328-d.

Full text
APA, Harvard, Vancouver, ISO, and other styles
30

Frith, Chris. "Automatic and strategic control of action." Biological Psychology 20, no. 3 (May 1985): 220–21. http://dx.doi.org/10.1016/0301-0511(85)90102-4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
31

Jing, Runtian, and E. Patrick McDermott. "Transformation of State-owned Enterprises in China: A Strategic Action Model." Management and Organization Review 9, no. 1 (March 2013): 53–86. http://dx.doi.org/10.1017/s174087760000317x.

Full text
Abstract:
AbstractTransformation is a vital challenge for Chinese state-owned enterprises (SOEs) and their top managers. To explore this increasingly important topic, we first summarize the institutional context of SOE transformation and the conflicting interests and interdependent relationships of six major actors as inside/outside stakeholders. Based on the strategic action view of institutional analysis, we emphasize the role of the change agent's level of aspiration and political skills in transforming an SOE. Then, through inductive case studies on the transformation of three SOEs, we address how top managers, acting as change agents, can initiate and engage in institutional change through strategic actions such as negotiation, manipulation, and coercion; we also illustrate how they adopt different actions to influence different actors. Based on the inductive results, we develop a theoretical model, which we refer to as the ‘strategic action model’ that shows how the aspiration level, political skills, strategic actions, and change outcomes interrelate and offer insights into the strategic action of top managers as change agents. Our most important contribution is revealing the interplay between the proactive role of inside actors as change agents and the enabling condition of institutional context.
APA, Harvard, Vancouver, ISO, and other styles
32

Estaswara, B. Helpris. "Strategic Communication dalam Perspektif Ilmu Komunikasi." CoverAge: Journal of Strategic Communication 11, no. 2 (March 17, 2021): 79–90. http://dx.doi.org/10.35814/coverage.v11i2.2028.

Full text
Abstract:
Strategic communication is a new study and beginning to develop and it is concern to many parties. However, many writings in international journals have not been identified as including communication concepts and theories. This article attempts to explain strategic communication from the perspective of communication science. The method used in this research is literature review, considering that many strategic communication thinkers have initiated their writings using literature reviews. The result, from the four definitions, found that strategic communication is built on actors, then action, interaction and negotiation, and the last is meaning. Actors in strategic communication are not only single actors, but multiple actors. With multiple actors, strategic communication will be more important and relevant. Whereas action, interaction and negotiation, in strategic communication, it is not only action, but interaction and negotiation are the discussion. Finally, meaning in strategic communication is a process from multiple actors, where they simultaneously carry out actions, interactions and negotiations.
APA, Harvard, Vancouver, ISO, and other styles
33

Permana, Erwin, Margo Purnomo, Rukun Santoso, and Syamsurizal Syamsurizal. "PENGARUH AGILITAS STRATEGIS TERHADAP SUSTAINABILITY COMPETITIVE ADVANTAGE MELALUI AKSI KOMPETITIF BISNIS SICEPAT EXPRESS." AdBispreneur 6, no. 1 (June 28, 2021): 79. http://dx.doi.org/10.24198/adbispreneur.v6i1.32584.

Full text
Abstract:
The Covid-19 pandemic has suppressed almost all business and economic sectors. However, the Sicepat Courier service business actually shows a competitive advantage over other business organizations. This study aims to analyze how strategic agility is able to form a sustainable competitive advantage through the competitive action of Sicepat's courier services. The sampling technique used purposive sampling. The research respondents were 63 middle managers of Sicepat Express. The analysis technique uses the Structural Equation Model (SEM) with SmartPLS. This study proves that competitive actions by companies increase strategic agility in forming a sustainable competitive advantage. This study contributes to strengthening the view that strategic steps cannot be separated from competitive action to form competitive advantage. The results of this study recommend the Sicepat courier service company to constantly increase its competitive action. In the future, research is needed that involves a more detailed competitive action construct with a wider coverage of respondents so that the results of this study become a more established concept. Pandemik Covid-19 menekan hampir seluruh sektor bisnis dan ekonomi. Namun bisnis jasa kurir Sicepat justru menunjukkan keunggulan bersaing dibanding organisasi bisnis yang lain. Penelitian ini bertujuan untuk menganalisis bagaimana agilitas strategis mampu membentuk sustainabilitas competitive advantage melalui aksi kompetitif jasa kurir Sicepat. Teknik sampling menggunakan purposive sampling. Responden penelitian adalah middle managers Sicepat Express sebanyak 63 orang. Teknik analisis menggunakan Structural Equation Model (SEM) with SmartPLS. Penelitian ini membuktikan bahwa aksi – aksi kompetitif yang dilakukan perusahaan meningkatkan agilitas strategis dalam membentuk sustainabilitas keunggulan bersaing. Penelitian ini memberikan kontribusi untuk memperkuat pandangan bahwa langkah strategis tidak dapat dipisahkan dengan aksi kompetitif untuk membentuk keunggulan bersaing. Hasil penelitian ini merekomendasikan kepada perusahaan jasa kurir Sicepat untuk senantiasa meningkatkan aksi kompetitifnya. Kedepan diperlukan penelitian yang melibatkan konstruk aksi kompetitif yang lebih detail dengan cakupan responden yang lebih luas sehingga hasil penelitian ini menjadi sebuah konsep yang lebih mapan.
APA, Harvard, Vancouver, ISO, and other styles
34

Cheong, Damien D. "Strategic Communication and Violent Extremism: The Importance of State Action." Journal of Asian Security and International Affairs 5, no. 2 (August 2018): 129–48. http://dx.doi.org/10.1177/2347797018783115.

Full text
Abstract:
State action is an important form of strategic communication and therefore significant to countering violent extremism (CVE) initiatives on and offline. While non-state actors often use state action (and sometimes inaction) as a motivation to incite and legitimize violence against the state as well as its citizens, generating such negative sentiment does not always require instigation. This is especially so when the action(s) of a state are extremely controversial. As many violent extremists (including lone actors) have been radicalized as a result of state action (or in action), it is necessary for the state to not only carry out positive actions but also have them widely publicized. This is envisaged to counter adverse narratives and address tangible issues that push individuals towards violent extremism.
APA, Harvard, Vancouver, ISO, and other styles
35

Beckwith, Karen. "Hinges in Collective Action: Strategic Innovation in The Pittston Coal Strike." Mobilization: An International Quarterly 5, no. 2 (September 1, 2000): 179–99. http://dx.doi.org/10.17813/maiq.5.2.th8tv810m8m06675.

Full text
Abstract:
Employing the case of the United Mine Workers of America (UMWA) 1989-1990 strike against the Pittston Coal Group, this article examines the UMWA collective action repertoire and the possibility of its transformation during the strike. The concepts of modularity and collective action repertoire highlight the UMWA's experimentation with different collective actions, its importation of actions new to the union, and its elimination of unsuccessful or high-risk elements that had been part of the union's conventional strike practices. This article introduces the concept of a "hinge in collective action" as a way of understanding changes in the UMWA's change in repertoire, and concludes with reflections on directions for future research.
APA, Harvard, Vancouver, ISO, and other styles
36

Dutton, Jane E., and Susan E. Jackson. "Categorizing Strategic Issues: Links to Organizational Action." Academy of Management Review 12, no. 1 (January 1987): 76. http://dx.doi.org/10.2307/257995.

Full text
APA, Harvard, Vancouver, ISO, and other styles
37

Dutton, Jane E., and Susan E. Jackson. "Categorizing Strategic Issues: Links to Organizational Action." Academy of Management Review 12, no. 1 (January 1987): 76–90. http://dx.doi.org/10.5465/amr.1987.4306483.

Full text
APA, Harvard, Vancouver, ISO, and other styles
38

Kiwon Jung, Sunhyuk Kim, Grimm Noh, and Dongyoub Shin. "Innovative Action and Strategic HRM of TMT." Journal of Strategic Management 20, no. 2 (August 2017): 55–78. http://dx.doi.org/10.17786/jsm.2017.20.2.003.

Full text
APA, Harvard, Vancouver, ISO, and other styles
39

No authorship indicated. "Review of Communication: Strategic Action in Context." Contemporary Psychology: A Journal of Reviews 35, no. 2 (February 1990): 188. http://dx.doi.org/10.1037/028327.

Full text
APA, Harvard, Vancouver, ISO, and other styles
40

Özen, Hayriye, and Şükrü Özen. "Interactions in and between Strategic Action Fields." Organization & Environment 24, no. 4 (November 3, 2011): 343–63. http://dx.doi.org/10.1177/1086026611426343.

Full text
APA, Harvard, Vancouver, ISO, and other styles
41

Heffernan, John R. "Strategic action: Information architecture in platform migrations." Bulletin of the American Society for Information Science and Technology 40, no. 1 (October 2013): 40–41. http://dx.doi.org/10.1002/bult.2013.1720400111.

Full text
APA, Harvard, Vancouver, ISO, and other styles
42

Barr, Pamela S., J. L. Stimpert, and Anne S. Huff. "Cognitive change, strategic action, and organizational renewal." Strategic Management Journal 13, S1 (1992): 15–36. http://dx.doi.org/10.1002/smj.4250131004.

Full text
APA, Harvard, Vancouver, ISO, and other styles
43

Edgington, Tom. "Democracy in Action? Strategic Reform of NIH." FASEB Journal 6, no. 13 (October 1992): 3138. http://dx.doi.org/10.1096/j.1530-6860.1992.tb93350.x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
44

Skok, James E. "Theory of Strategic Action for Public Policy." American Review of Public Administration 20, no. 2 (June 1990): 77–93. http://dx.doi.org/10.1177/027507409002000202.

Full text
APA, Harvard, Vancouver, ISO, and other styles
45

Storm, Peter M. "Book Reviews : Cynthia Hardy: Managing Strategic Action." Organization Studies 17, no. 2 (March 1996): 349–51. http://dx.doi.org/10.1177/017084069601700214.

Full text
APA, Harvard, Vancouver, ISO, and other styles
46

Edgar, Andrew. "Sport as strategic action: A Habermasian perspective." Sport, Ethics and Philosophy 1, no. 1 (April 2007): 33–46. http://dx.doi.org/10.1080/17511320601142977.

Full text
APA, Harvard, Vancouver, ISO, and other styles
47

Levine, April S., Stephen K. Plume, and Eugene C. Nelson. "Transforming Patient Feedback into Strategic Action Plans." Quality Management in Health Care 5, no. 3 (1997): 28–40. http://dx.doi.org/10.1097/00019514-199705030-00004.

Full text
APA, Harvard, Vancouver, ISO, and other styles
48

Levine, April S., Stephen K. Plume, and Eugene C. Nelson. "Transforming Patient Feedback into Strategic Action Plans." Quality Management in Health Care 5, no. 3 (1997): 28–40. http://dx.doi.org/10.1097/00019514-199722000-00004.

Full text
APA, Harvard, Vancouver, ISO, and other styles
49

Johnson, Gerry. "Managing strategic change— strategy, culture and action." Long Range Planning 25, no. 1 (February 1992): 28–36. http://dx.doi.org/10.1016/0024-6301(92)90307-n.

Full text
APA, Harvard, Vancouver, ISO, and other styles
50

Barr, P. S., J. L. Stimpert, and A. S. Huff. "Cognitive change, strategic action and organizational renewal." Long Range Planning 26, no. 1 (February 1993): 156. http://dx.doi.org/10.1016/0024-6301(93)90335-d.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the bibliographies on the topic 'Strategic action' for other source types:
Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography