Relevant bibliographies by topics / STRATEGIC BUSINESS PARTNER

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
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  5. Conference papers
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Academic literature on the topic 'STRATEGIC BUSINESS PARTNER'

Author: Grafiati
Published: 11 September 2023

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Journal articles on the topic "STRATEGIC BUSINESS PARTNER"

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Fauzi, Agus. "MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK: KESESUAIAN ANTARA STRATEGI SUMBER DAYA MANUSIA DENGAN STRATEGI BISNIS." Jurnal Manajemen 1, no. 1 (August 1, 2016): 96–109. http://dx.doi.org/10.54964/manajemen.v1i1.176.

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This article aims to examine the new role of human resources, responsible for building organizational capability utilizing external opportunities. The new role of human resources as a strategic partner, administrative expert, employee champion, and change agents in each organization is different, including the heterogeneity or homogeneity of implementation and relations between various roles in question. Methods and approaches in this study using the study of literature. Literature in this study took on a variety of empirical research journals and books that discuss the new role of human resource management. Human resource professionals, often referred to as a business partner, which is narrowly defined as human resource professionals who work with general managers to implement the strategy as a strategic partner. This time understanding the business partners has changed a lot, not only as a strategic partner, but also as an administrative expert, employee champion and change agent. Results of the study also found that there are four levels of conformity (alignment) between the functions of human resources with strategic planning (business) namely administrative linkage, linkage one-way, two-way linkage, and integrative Linkage.
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Sokurenko, Igor. "Technology of decision-making management by small enterprises to choose strategic alternatives." Socio-Economic Research Bulletin, no. 3-4(74-75) (October 27, 2020): 146–59. http://dx.doi.org/10.33987/vsed.3-4(74-75).2020.146-159.

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The article considers the theoretical provisions and gives practical recommendations for strategic management decisions. The task of the research is to formalize the procedure for selecting a strategic alternative and determine a set of tools that correspond to the specifics of small business activity. The specific features of small enterprises, which are obstacles to the use of standard technologies of strategic management, are determined. The importance of choosing a strategic alternative according to the assessment of a potential partner at the stage of small enterprise growth has been proven. An expediency of formalizing decision-making to identify a potential partner using matrix methods is substantiated. To construct a matrix of potential business partners, assessment vectors were selected, the characteristics of each vector were established, and assessment scales were formed. Procedure for the formation of assessing scale the qualitative characteristics of business partners’ matrix with using the Klee method is proposed. A model of a potential business partner’s matrix is developed and description of its four fields is provided. The fields of matrix are highlighted on the basis of the development prospects of business partner and its reliability. The formalization of the strategic alternative solution for the choice of the business partner is proposed as a procedure of four consecutive stages. Formalization of the strategic alternative solution allows a small enterprise to choose a reliability business partner.
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Solomon, Markos, and Ketema Yehualashet. "HRM as a strategic business partner: insights from selected private commercial banks in ethiopia." i-manager’s Journal on Management 16, no. 3 (2022): 1. http://dx.doi.org/10.26634/jmgt.16.3.18672.

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The HRM function is evolving from an administrative function that focuses on legal compliance to a strategic function that requires HR to be a strategic partner in improving business performance. However, there are still organizations that consider HRM merely a cost driver rather than a value-adding function. This study attempts to examine whether HRM is playing its strategic role to enhance competitive advantage in the selected private commercial banks and to assess the contributing factors for HRM to execute its function as a strategic partner. Data was collected by using a selfadministered questionnaire that was designed and distributed to employees of the HR department in the selected private commercial banks. The results of the study confirmed that HR involvement, mindset, competence, and role balance are enablers and contributors for HR to become a strategic partner. Furthermore, the finding indicates that mindset and competence can impact the role of HR as a strategic partner at large. It was further found out that the current status of HRM as a strategic partner is at its moderate level because its enablers do not exist at a higher level. Accordingly, the role of HRM as an administrative expert is still dominantly played as compared with that of a strategic partner, but it is observed that HRM is progressing towards a more strategic function than the administrative function. To realize the full strategic partnership of HRM therefore, HRM work units of private banks are recommended to exert more effort to continue with the current progress in shifting HRM function from routine administrative function towards strategic function by capitalizing on the enablers of HR strategic business partners such as mindset, competence, HR involvement, and role balance.
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Sondermann, Kai, and Sebastian Suffa. "Zwischen Strategic Business Partner und Robot Supervisor." Controlling & Management Review 65, no. 5-6 (August 2021): 30–38. http://dx.doi.org/10.1007/s12176-021-0401-x.

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Arnold, Vicky, Tanya S. Benford, Clark Hampton, and Steve G. Sutton. "Enterprise Risk Management as a Strategic Governance Mechanism in B2B-Enabled Transnational Supply Chains." Journal of Information Systems 26, no. 1 (March 1, 2012): 51–76. http://dx.doi.org/10.2308/isys-10253.

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ABSTRACT As organizations increasingly face the need to compete for market share by building highly integrated global supply chains, governance of these complex relationships becomes a major strategic challenge. Research reporting high failure rates for collaborative alliances with supply chain partners makes formation of global supply chains a high-risk venture. This study examines the influence of strategic enterprise risk management (ERM) processes on improving supply chain capability while mitigating risks. ERM has become a major strategic management focus, and researchers suggest this momentum arises from the need for governance mechanisms that counter the ineffectiveness of government intervention and cooperation in cross-border relationships. We survey 207 organizations on their perceptions of their own ERM processes and a specific supply chain partner's absorptive capacity, B2B e-commerce business risk, and the global business risk associated with that partner relationship. The results support theorized relationships positing that stronger ERM promotes higher levels of partner absorptive capacity, lower B2B risk, and lower associated global business risk. Results further show that associated global business risk is reduced through managing and controlling partner absorptive capacity and B2B risk. Additional analyses show that stronger ERM is associated with partners being from countries with cultural traits conducive to strong supply chain performance.
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Stan, Valentina, and Barbara Caemmerer. "The Development And Management Of Organizational Partner Satisfaction." Journal of Applied Business Research (JABR) 31, no. 1 (December 15, 2014): 47. http://dx.doi.org/10.19030/jabr.v31i1.8989.

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While the development of a partner orientation is critical for the achievement of strategic organizational objectives, little is known about the components of such an orientation and how they impact on partner satisfaction in service operations contexts. The objective of this study is to establish the antecedents of partner satisfaction in a complex service operations context. The achievement of partner satisfaction can be seen as being particularly important, as it forms the basis for partners willingness to remain in a partnership. This is crucial in public sector contexts in which partnership work is usually concerned with the achievement of long-term strategic objectives. This study contributes to the wider stakeholder literature and provides managerial implications for public administration.
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Mulaomerovic, Elma, and Eric Min-yang Wang. "Challenges and Opportunities for Human Factors/Ergonomics as a Strategic Partner for Business Managers: In-Depth Research of Experts’ Visions." Sustainability 15, no. 4 (February 8, 2023): 3078. http://dx.doi.org/10.3390/su15043078.

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The potential of human factors and ergonomics (HFE) contributions to business performances is underestimated. Companies have a narrow understanding of ergonomics and do not perceive it as a strategic partner. In order to call for attention within the HFE community and in the business world, the authors conducted a series of interviews with eleven leading HFE experts on their visions of HFE as a strategic aid to business. Results indicate the challenges and issues along with the opportunities and activities for cooperation between HFE professionals and business managers. The research illustrates examples of the crucial changes that must take place for the enhancement of HFE values and opens the floor for it as a strategic partner to business managers. HFE experts are recommended as key players and responsible actors for implementation of the changes with the aim of repositioning HFE within businesses.
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Abidi, Hella, Wout Dullaert, Sander De Leeuw, Darek Lysko, and Matthias Klumpp. "Strategic partner evaluation criteria for logistics service provider networks." International Journal of Logistics Management 30, no. 2 (May 13, 2019): 438–66. http://dx.doi.org/10.1108/ijlm-07-2017-0178.

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Purpose The purpose of this paper is to establish criteria for evaluating strategic partners in a network of logistics service providers (LSPs) to show how analytical network process (ANP) can be used to identify the weights of these criteria on a case-specific basis, and to investigate whether the ANP model can be used as a starting point to evaluate strategic partners for other LSP networks. Design/methodology/approach Based on a literature review of vertical cooperation, the authors develop an overview of criteria for the evaluation of partners in a network of LSPs. The authors then apply ANP at LSP1 to validate the criteria, identify weights for these criteria and to validate model outcomes. Furthermore, the authors investigate whether the ANP model developed for LSP1 can be applied to another LSP with similar characteristics (LSP2). In-depth interviews are used to draw conclusions on the modeling approach and the model outcomes. Findings The research shows that evaluation criteria for partners in vertical partnerships between shippers and LSPs are applicable to LSP partners in horizontal partnership networks. The ANP model with criteria weights provides a good starting point for LSPs to customize the evaluation framework according to their specific needs or operating environments. Originality/value Limited research is available on evaluating LSP partners in horizontal partnerships. To the best of the authors’ knowledge, this paper is the first to bring forward horizontal LSP partner evaluation criteria to develop an ANP model for LSP partner evaluation and to apply this to two cases, and to provide a starting point for evaluating partners in similar horizontal LSP networks.
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Shiri, Shammy. "Integration and Transformation of HR as a Strategic Partner in Business Operations." International Journal of Scientific Research 3, no. 1 (June 1, 2012): 229–31. http://dx.doi.org/10.15373/22778179/jan2014/75.

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Bahuguna, P. C., P. Kumari, and S. K. Srivastava. "Changing Face of Human Resource Management: A Strategic Partner in Business." Management and Labour Studies 34, no. 4 (November 2009): 563–81. http://dx.doi.org/10.1177/0258042x0903400407.

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Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.
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Dissertations / Theses on the topic "STRATEGIC BUSINESS PARTNER"

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Davalos, Eugenia. "Competencies Required for Healthcare Information Technology to Be an Effective Strategic Business Change Partner." Thesis, Benedictine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3574691.

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One of the core strategies to transform the United States national healthcare system is the implementation of key technologies such as the electronic patient medical record. Such key technologies improve patient care and help the organization gain competitive advantage. With a high demand for strategic and operational change, healthcare providers are turning to their own internal Healthcare Information Technology (HIT) for integrated technology solutions (e.g., clinical systems, robotics, infrastructure) in order to reduce costs, improve patient care, and unlock new value through innovation. Due to the overreliance on advanced technology solutions for revamping the US Healthcare System, the role of internal HIT needs to evolve into that of an effective strategic business change partner. As such, the purpose of this study was to test an a priori conceptual model of five competencies that would enable HIT to be an effective strategic business change partner. An on-line survey instrument was used to collect data from hospitals across the country and the data was analyzed through quantitative methods. Results suggest that the perception of internal healthcare information technology (HIT) organizations as an effective strategic business change partner is determined by its competence as a Healthcare Strategists, Change Driver, Collaborator, Agile Leader, and Technology Service Provider.

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Al-Tabbaa, Omar Fawzi. "From beggar to partner : nonprofit-business collaboration as a strategic option for nonprofit organizations." Thesis, University of Leeds, 2013. http://etheses.whiterose.ac.uk/5300/.

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Purpose: Nonprofit-Business collaboration (NBC) is widely regarded as a value creation mechanism for society and business. Research, however, has typically overlooked NBC from the perspective of nonprofit organizations (NPOs). The focus of this thesis concerns the means (a guiding framework) to help NPOs engage in NBC. Through being strategically proactive rather than reactive to what businesses might offer, it is argued that NPOs can increase the scale of their cross-sector collaborations and thus enhance their sustainability. This is a timely issue given the fact that NPOs are typically struggling to maintain their viability in the current economic climate. Theory and methodology: The research has been carried out in two phases. The first concerns the conceptualization of a theoretical framework, being underpinned by stakeholder theory, cross-sector collaboration and the nonprofit literature. In the second phase, the framework has been assessed using primary and secondary qualitative data obtained from 26 ‘active in collaboration’ NPOs. In doing so, three data collection techniques have been utilized, namely: semi-structured interviews (n=38), website content analysis of the 26 NPOs, and document reviews. Key contributions: The thesis contributes to the understanding of the NBC phenomenon by developing and initially validating a framework that captures the complexity of considering NBC as a strategy from the viewpoint of NPOs. The framework integrates the factors that are critical in the development of NBC strategy and the interaction between them. Overall, the evidence obtained indicates that the framework is relevant to NPOs, and corroborates the argument that being proactive and strategic are important ways for NPOs to yield successful collaborations with the business sectors.
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Yue, Rui. "Contagion or competition : partner abandonment in Korean television advertising industry, 1985-1996 /." View abstract or full-text, 2004. http://library.ust.hk/cgi/db/thesis.pl?MGTO%202004%20YUE.

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Thesis (M. Phil.)--Hong Kong University of Science and Technology, 2004.
Includes bibliographical references (leaves 68-81). Also available in electronic version. Access restricted to campus users.
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Mvemve, Mzokhona. "Government as a strategic partner for South African wine industry in the US market." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/1027.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: The global wine market has faced varying challenges in the first decade of the 21st century; over production brought a power shift in favour of buyers which resulted in a decline in profit margins per bottle sold. The main gainer in these uncertain times has been the consumer. As more regions enhance their wine making skills and embrace superior technology, the wine quality has improved and competition intensified. The growing consumers' wine knowledge has altered quality expectations, placing an added pressure on new brands entering the market. The United States of America (USA, but hereafter referred to as US) remains a growing wine market, with a population size of 303 million people and an appetite for luxury goods and services it continues to be a popular export destination for other wine regions. The latter trend persist despite a cost of entry into the US market being regarded high as a result of the country's three tier system, which allows for further three segments of the value chain from the producer to add their mark-ups on an exported bottle of wine before it reaches the end consumer. The pricing system has proven to be insufficient a deterrent, particularly to the New World wine producers. Australia has remained the most successful producer of the New World wines in the export market for the past three decades; the same cannot be said for South Africa wine industry. While market and strategic orientation, industry plan and interorganisational collaboration are identified as key factors in the Australian success, the partnership between government bodies and wine industry bodies are credited for their unified approach to the US market. The South African government have programmes aimed at promoting the county's export of goods and services. The adequacy of such programmes remains in doubt, particularly in the eminent challenges in the global wine market. The study investigates the extent and nature of a partnership between government bodies and the South African wine industry with regard to effective promotion of the country's wines in the US market. A qualitative methodology is employed to ensure credibility and accuracy of the primary data. Five participants are selected for a discussion, including an exporting wine producer, wine cellars association, wine export council and two government agencies. The Vision 2020 strategy by the South African wine industry is reviewed, with the main focus on the US market and the role of the exporting country's government given the changing international trade regime. The study concludes that the US remains a critical market for South African wine producers despite the high cost of entry, global wine surplus and economic recession, and that success for the country's wines is partly dependent on a unified approach by the industry, attainable though partnerships with government agencies. While acknowledging the continuing government support, it makes recommendations on how to strengthen existing partnerships with regard to the US export market for South African wines. The study lacks generaliseability; however since it is meant to assist design effective export promotion programmes for South African wines in the US market, the absence of generaliseability is considered unproblematic.
AFRIKAANSE OPSOMMING: Die globale wynmark het in die eerste dekade van die 21ste eeu voor verskeie uitdagings te staan gekom. Dit sluit in oorproduksie wat tot 'n magskuif ten gunste van kopers gelei het en winsmarges per bottel wyn wat verkoop is laat daal het. Die grootste voordeeltrekker in hierdie onsekere tye is die verbruiker. Soos al meer streke hul wynproduksievaardighede versterk en die beste tegnologie benut, verbeter die gehalte van wyn en word mededinging strawwer. Soos verbruikers se kennis van wyn toeneem, verander hul verwagtinge ten opsigte van gehalte. Dit plaas bykomende druk op nuwe handelsmerke wat tot die mark toetree. Die wynmark in die Vereenigde State van Amerika (VSA) groei steeds. Met 'n bevolkingsgrootte van 303 miljoen mense en 'n aptyt vir luukse goedere en dienste bly die VSA 'n gewilde uitvoerbestemming vir ander wynstreke. Die tendens om wyn na die VSA uit te voer, bly sterk ondanks die hoë koste om tot die VSA-mark toe te tree. Dié hoë koste is die gevolg van die VSA se drie-vlak stelsel wat dit vir produsente moontlik maak om die waardeketting verder te segmenteer en hul prysverhoging by 'n bottel ingevoerde wyn te voeg voordat dit die eindverbruiker bereik. Hierdie prysbepalingstelsel blyk egter onvoldoende te wees as 'n afskrikmiddel, veral vir wynprodusente van die Nuwe Wêreld. Australië was die afgelope drie dekades die suksesvolste produsent van Nuwe Wêreld-wyne vir die uitvoermark. Dieselfde geld egter nie vir Suid-Afrika se wynbedryf nie. Hoewel strategiese en markoriëntasie, bedryfsplanne en interorganisatoriese samewerking as sleutelfaktore vir sukses in Australië geïdentifiseer is, kry die vennootskappe tussen dié land se regeringsliggame en wynbedryfsliggame die krediet vir hul verenigde benadering tot die VSA se mark. Die Suid-Afrikaanse regering het programme wat die land se uitvoer van goedere en dienste bevorder. Die gepastheid van sodanige programme bly onseker, veral in die lig van die groot uitdagings in die globale wynmark. Die studie ondersoek die omvang en aard van 'n vennootskap tussen regeringsliggame en die Suid-Afrikaanse wynbedryf ten opsigte van doeltreffende promosie van die land se wyne in die VSA-mark. 'n Kwalitatiewe metodologie word gebruik om die geloofwaardigheid en akkuraatheid van die primêre data te verseker. Vyf deelnemers is vir 'n bespreking gekies: 'n produsent wat wyn uitvoer, 'n wynkeldervereniging, wynuitvoerraad en twee regeringsliggame. Die Visie 2020-strategie deur die Suid-Afrikaanse wynbedryf word hersien en sterk klem word ook gelê op die VSA-mark en die rol van die uitvoerland se regering in die lig van die veranderende internasionale handelsregime. Die studie kom tot die gevolgtrekking dat die VSA 'n kritiese mark vir Suid-Afrikaanse wynprodusente bly ondanks die hoë koste van toetrede, die globale wynsurplus en die ekonomiese resessie, en dat sukses vir Suid-Afrika se wyn deels van 'n verenigde benadering tot die wynbedryf afhang wat deur vennootskappe met regeringsagentskappe moontlik gemaak kan word. Hoewel die verslag erkenning gee aan voortgesette regeringsondersteuning, word aanbevelings ook gedoen oor hoe om die bestaande vennootskappe ten opsigte van die VSA as uitvoermark vir Suid-Afrikaanse wyne te versterk. Hierdie studie het 'n gebrek aan veralgemeenbaarheid. Omdat dit egter daarop gerig is om doeltreffende promosieprogramme vir die uitvoer van Suid-Afrikaanse wyne na die VSA-mark te help ontwerp, word die afwesigheid van veralgemeenbaarheid as onbelangrik geag.
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Sivertsson, Yulia. "Management accountants´ participation in strategic management processes: multiple-case study." Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37445.

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Aim – The aim of this study is to explore how Management accountants (MAs) participate in strategic management processes nowadays and to explain reasons for potential differences in involvement of MAs in strategic management processes between different organizations.Method - The study is based on a multi-case study approach conducted among three independent companies in Sweden. The information from semi-structural interviews with MAs and archival data in form of job announcements for Senior MAs positions is used to analyze and cross-check the relationship. The time-horizon is cross-sectional.Findings - The study shows that involvement of MAs in strategic management processes varies a lot within organizations being influenced by the following factors: personal traits, business knowledge, relationship with management and established role. Some major variations on cross-company level are identified between subsidiary and HQ, and between representatives of different capital ownership forms.Conclusions - The study suggests that power imbalance in organizations hinders applying critical thinking and expressing objective opinion by MAs, that makes it difficult to claim a fully explicit business-partner role. Process of MAs’ involvement in the strategic management decision making presents a product of interrelation between two strategies for legitimizing of truth claims proposed by Heizmann and Olsson (2015): executing power of authority and executing power of expertise.
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Fahnehjelm, Alexander, and Thomander Isabel. "Strategic Alliance Formation in a Dynamic Environment : A Business Ecosystem perspective applied to Strategic Alliances in the Online Media Industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279537.

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The online media industry has undergone changes during the last decades. Driven by technology advancements, there has been an increasing number of actors that can enhance the value of service in the media industry. The fast changing environment calls for a dynamic lens when analyzing strategic alliances forming between actors in the industry, thus this study uses a Business Ecosystem perspective to analyze how alliances should be formed to enable competitive advantage. A xase study was performed on a world leading provider of broadcast and media services to analyze how the dynamic setting affects suitable strategic alliance forms, using a partner selection framework to identify possible alliances. The results showed most potential within alliance forms of lower intergration, such as Franchise, Licensing Agreement or  Arms-Lenght Market relation. Hurdels for the higher forms of integration were identified as mostly caused by requirements of low investments and implementation times in the fast moving dynamic environment.  Identified future work is presented as performing a similar study where these hurdels are nonexistent to further analyze which alliance forms are applicable in a dynamic industry.
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Persson, Fredrik, and Rasmus Pettersson. "Val av samarbetspartner vid bildande av strategiska allianser för små och medelstora teknikföretag." Thesis, Linköping University, Department of Management and Economics, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1718.

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Background: A majority of strategic alliances do not create value for the participants. One of the main reasons for the high failure rate is an inadequate process for partner selection. If the correct partner is not selected, it can have serious effects on the management of the partnership. This is a serious problem since failed alliances usually are very expensive for the involved companies.

Purpose: The purpose of this thesis is to investigate which theoretical factors are important when selecting a partner for a strategic alliance. Further we aim to investigate how these factors can effect partner selection for small and middle size technology intensive companies.

Realisation: The empirical part is based on interviews with persons holding key positions at four case companies. All the case companies are situated in Mjärdevi Science Park.

Result: Our research has shown that the strategic fit is the crucial factor. Other important factors are brand, network position, compatibility and attention when selecting a partner for a strategic alliance.

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Danielsson, Teodor, and Erik Edgren. "Partnerval i joint ventures på den svenska 3G-marknaden En studie av de svenska nätoperatörerna." Thesis, Linköping University, Department of Management and Economics, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1043.

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Background: Traditionally defined boundaries and borders between organizations are at present being re-evaluated because of new and tougher demands. Today we can see a trend where these boundaries are being lowered or even eliminated when organizations choose to co-operate instead of compete.

Purpose: In order to create an understanding for the partner selection process in the newly founded joint ventures between the companies which are building the Swedish 3G Network, the determining factors are being studied.

Delimitation: The studies companies are co-operating as network operators but are at the same time competing as mobile operators. This relationship is in the literature described as co-opetition, which will not be investigated in this paper.

Realization: Taking our starting point in Geringer’s task- and partner-related approach, a simple model has been created for the task. Empirical data have been collected through interviews, and have been analyzed with this model.

Results: Essentially the same factors have been found determining for the companies which have committed themselves for co-operation. These factors do however tend to differ partly between the two joint ventures that have been founded. In the Europolitan Vodafone” Hi3G joint venture, compatibility between top management and culture&structure seem to be the motivating factors. From a Telia - Tele2-perspective, the mutual factors seem to be financing and compatibility between top management. An important criterion has in both joint venture constellations to the access to existing real capital and infrastructure as well as having existing customers.

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Schmidt, Alexandre Alcântara. "Planejamento estratégico na gestão de recursos humanos nas empresas públicas: uma avaliação da sua adoção e principais desafios encontrados nas empresas estatais federais." reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17647.

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This work aimed to raise the main challenges in the adoption of strategic planning in the management of human resources of public enterprises. Therefore, semi-structured interviews were conducted with human resource managers of federal enterprises located in Rio de Janeiro. The challenges and difficulties that the companies found were faced with the challenges identified in the literature and the conclusion was that companies are still in the traditional HR stage, while literature indicates that HR must be a strategic business partner. Finally, we recommended actions that human resources should take to overcome the challenges in order to become a strategic partner. It is expected that this research contribute to advance the debate on strategic planning in human resource management in the public sector. In addition, it is expected to contribute to the practice of companies, serving as a possible reference for public companies that are still in the early stages of adopting strategic planning in HR.
Esta dissertação teve por objetivo levantar os principais desafios na adoção do planejamento estratégico na gestão de recursos humanos das empresas públicas. Para tanto, foram realizadas entrevistas semiestruturadas com gestores de recursos humanos de empresas estatais federais localizadas no Rio de Janeiro. Os desafios e dificuldades encontrados pelas empresas foram confrontados com os desafios apontados na literatura e chegou-se à conclusão que as empresas ainda estão no estágio de RH tradicional, enquanto a literatura aponta que o RH deve ser um parceiro estratégico do negócio. Por fim, foram recomendadas ações que a área de recursos humanos deve tomar para superar os desafios para se tornar um parceiro estratégico. Espera-se com esta pesquisa contribuir para o avanço no debate sobre planejamento estratégico na gestão de recursos humanos na área pública. Além disso, espera-se contribuir para a prática das empresas, servindo como uma possível referência para as empresas públicas que ainda estão em estágio inicial de adoção do planejamento estratégico no RH.
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Vrbová, Alena. "Rusko jako strategický partner pro české exportéry a investory." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-77758.

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The graduation theses deals with economics relations between Czech Republic and Russian Federation. The aim of the theses is to analyze business relations between these two countries and their potential, considering economic recession. The first chapter gives basic information on the territory. The second chapter describes Russian economy, its history and present condition. The following chapter deals with bilateral economics relations of the countries. The fourth part of the theses describes government support of Czech exporters and investors. The last chapter focuses on entrepreneurial environment in Russia.
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Books on the topic "STRATEGIC BUSINESS PARTNER"

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Stephen, Gates. CFO 2000: The global CFO as strategic business partner. New York: Conference Board, 1997.

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Ward, Susan. Partner or perish?: The case for strategic alliances. Ottawa: Conference Board of Canada, 2001.

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Varis, Jari. Partner selection in knowledge intensive firms. Lappeenranta: Lappeenranta University of Technology, 2004.

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Jane, Yarnall, ed. HR-- the business partner: Shaping a new direction. Amsterdam: Elsevier, 2005.

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Guibord, Alan R. IT leadership manual: Roadmap to becoming a trusted business partner. Hoboken, N.J: Wiley, 2012.

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Kaufman, Nina L. The entrepreneur's prenup: How to choose a business partner who won't [bleep] you. New York, NY: The Legal Edge LLC, 2009.

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Man, Adrianus Pieter de, 1967- and Nolan Norton Institute, eds. Competing for partners. Amsterdam: Prentice Hall, 2000.

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Park, Jong-Hun. On the effects of strategic alliances on partners' output. Kowloon, Hong Kong: City University of Hong Kong, Department of Economics and Finance, 1998.

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Trusted partners: How companies build mutual trust and win together. New York: Free Press, 1999.

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D, Kaluzny Arnold, Zuckerman Howard S. 1939-, and Ricketts Thomas C, eds. Partners: Forming strategic alliances in health care. Washington, D.C: Beard Books, 2002.

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Book chapters on the topic "STRATEGIC BUSINESS PARTNER"

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Krause, Klaus, and Tobias Schnitzler. "Strategic Partner Management." In Business Partner Management, 149–53. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-37475-4_4.

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Jamieson, David W., Sue Eklund, and Bob Meekin. "Strategic Business Partner Role." In The Encyclopedia of Human Resource Management, 112–28. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364710.ch10.

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Maheshwari, Shweta. "HR Roadmap: Becoming a Strategic Business Partner." In Communications in Computer and Information Science, 665–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12214-9_122.

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Daniels, Lydia M. "Twenty-First-Century Global Human Resource Management: Strategic Business Partner and Servant Leader." In Paradigm Shift in Management Philosophy, 37–63. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-29710-7_3.

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Taifi, Nouha, and Giuseppina Passiante. "The Strategic Partners Network’s Extraction: The XStrat.Net Project." In Organizational, Business, and Technological Aspects of the Knowledge Society, 303–11. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16324-1_32.

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Loizou, Efstratios, Anastasios Michailidis, Stefanos Nastis, Dimitra Lazaridou, and Aikaterini Paltaki. "Business Plans." In Manuali – Scienze Tecnologiche, 51. Florence: Firenze University Press, 2020. http://dx.doi.org/10.36253/978-88-5518-044-3.51.

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A business plan is a document that describes how to manage a specific activity in a specific period of time. It is actually a study, but also a communication tool, designed to provide information to its potential recipients, whether they are investors and potential partners. Most times, it is used as a tool for strategic decisions or as a tool for the implementation of specific actions. The contents of such a business plan may vary according to the sector of activity; nevertheless it must follow certain standards. Usually business plans are used for the presentation of a company's plans to a bank or another financial institution, for financing. It provides answers to the following three questions: where is the position of the company now, were wants to be and how will manage to be there.
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Jonker, Jan, and Niels Faber. "Parties Involved." In Organizing for Sustainability, 91–101. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_7.

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AbstractThe central question in this building block of the Business Model Template (BMT) is identifying what stakeholders and other parties are pivotal for your success. Here you make an overview of them, not only determining who they are but also what interests they have in relation to your business model. Numerous tools have been developed to identify stakeholders. We will provide you with various tools to make a balanced identification. Defining the interests, influence and interrelationships between the stakeholders in your network helps to determine the connections that must be reinforced or made in order for your business model to function. In addition it helps in understanding who can play a crucial role in helping to create a fit between your business model and its environment. Finally, reflection on the key stakeholders and their roles is vital because of the input for the choice of strategy underpinning your business model.
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"The Transformed Strategic Business Partner." In AI Revolution in HRM: The New Scorecard, 23–42. B1/I-1 Mohan Cooperative Industrial Area, Mathura Road New Delhi 110 044: SAGE Publications Pvt. Ltd, 2021. http://dx.doi.org/10.4135/9789354792861.n2.

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Ananthram, S. "HRM as a strategic business partner." In Asia Pacific Human Resource Management and Organisational Effectiveness, 87–109. Elsevier, 2016. http://dx.doi.org/10.1016/b978-0-08-100643-6.00005-1.

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Holbeche, Linda. "Transforming HR into a Strategic Partner." In Aligning Human Resources and Business Strategy, 66–88. Elsevier, 2009. http://dx.doi.org/10.1016/b978-0-7506-8017-2.00003-6.

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Conference papers on the topic "STRATEGIC BUSINESS PARTNER"

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Markopoulos, Evangelos, Emmanuel Querrec, and Mika Luimula. "A strategic partner selection decision-making support methodology in the business modelling phase for startups in the pre-incubation phase." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001529.

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Partner choice is an important element for any business throughout its lifecycle. It is even more strategic in early startup stages, when the business model is set in the pre-incubation phase.Entrepreneurs are confronted to take decisions on which partners to choose. Those strategic decisions on which partners to commit with, and defining their roles, can be made more or less formally, with the risk of relying on “gut feelings” when there is complex data to be taken in consideration and when there is pressure, constraints, limited resources and no proper methodology for the entrepreneur to base its decision on.Confronted to such a situation, it is interesting to consider building a decision-making support methodology for strategic partner choice for in the business modelling phase of a startup pre-incubation phase. This can offer support to the entrepreneur and make its leadership anchored in more formal approach to decision-making.This research presents a methodological framework that can support early startups, while still in the pre-incubation phase, to select the most suitable strategic business partner(s) and develop, based on that, their business operations, management, development and commercialization models. The methodology offers an initial approach which allows an entrepreneur to make more formal investigation and be assisted in the decision-making process on choosing the partners and defining their roles and contribution in the strategy of the start-up. Specifically, the methodology intends to provide support on selecting the most relevant and feasible data types that need to be collected for the effective partner evaluation and selection. Furthermore, it provides a data collection mechanism and algorithm, a partner evaluation procedure, support on identifying the strategic intend or need from a specific partner, the analysis of the potential partner based on the partnership needs, a scoring tableau based on several parameters per partner selection criteria and finally the calculation of the potential partner’s score. The research conducted evaluated twenty-one potential partners for a VR training startup that intends to operate in the following months and it is currently at the partnerships establishment phase. The partners that have been analyzed derive from eight, related to the start-up, professional sectors, from five countries, and with more than fifty unique activities that cover the fourteen key parameters of the partner evaluation methodology. The paper presents the overall methodological approach in stages and the procedure (steps) of each stage. It indicates the goal setting approach, the evaluation of the partner’s activities, the partner’s evaluation scorecard, the computation of the scoring process and the visualization of the scoring results in tables and charts that create a partner’s evaluation dashboard for effective partners comparison in total or in specific partnership requirements as set in the partnerships strategy and objectives. It must be noted that the proposed methodology is not an optimal tool but more of a heuristic exploratory tool. Further research has been scheduled to be extend the testing of the methodology with more cases, to increase the number of partner evaluation parameters and to link several of the related parameter metrics with sources than can provide more subjective values.
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Musa, Soebowo. "The Roles of Strategic Alliances, Innovation Capability, and Cost Reduction Towards Customer Loyalty and Firm's Competitive Advantage." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_230.

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Disruptive business environment such as the Covid-19 pandemic and the recent high volatility in commodity prices has changed the way businesses were conducted. The heavy equipment industry is one of many industries affected by such a disruptive environment, especially those who are related to the mining industry where the volatility of the commodity prices has a significant impact on their business performance. Alliances are commonly formed by heavy equipment distributors and their customers to create a mutual benefit to sustain their performance. Strategic alliances have attracted substantial attention from industry as well as academia as a way to stay competitive. Most strategic alliances focus on the strategic alliances partner-to-partner in serving their customers. Consumer behaviour has changed due to disruptive forces that make firms' strategic focus more on human-centric business approaches. This study looks at the roles of strategic alliances in the partner-to-customer relationship, innovation capability, and cost reduction toward customer loyalty and competitive advantage. Data was collected from 335 respondents from the firms that have entered into strategic alliances. This study finds strategic alliances have the highest association with cost reduction, followed by their association with innovation capability. Strategic alliances enhance customer loyalty through innovation capability. Cost reduction is not a lever to develop customer loyalty in the strategic alliance partner-to-customer relationship. The study also confirms that operational efficiencies are necessarily the source of competitive advantage, but strategic alliances are.
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O'Callaghan, John Frederick, and Ameer Al-Bannay. "The HR Group as a Strategic Business Partner, A How To Case Study." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2008. http://dx.doi.org/10.2523/12060-ms.

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O‘Callaghan, J. F., and A. A. A. Al-Bannay. "The HR Group as a Strategic Business Partner, A How to Case Study." In IPTC 2008: International Petroleum Technology Conference. European Association of Geoscientists & Engineers, 2008. http://dx.doi.org/10.3997/2214-4609-pdb.148.iptc12060.

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O'Callaghan, John, and Ameer Al-Bannay. "The HR Group as a Strategic Business Partner, A How to Case Study." In International Petroleum Technology Conference. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2523/iptc-12060-ms.

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Maksyutin, Konstantin, Anna Zalevina, Pavel Sorokin, Valeriy Rukavishnikov, Artem Boev, Polina Kharitontseva, Vasilii Solovev, Arina Portniagina, and Alexey Lukin. "Engineers of the Future: Student Training Program for the New Business Model." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206130-ms.

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Abstract A major Russian oil company is currently carrying through an ambitious program aimed at transforming corporate E&P business model. The new model involving product-based approach to exploration and production will require young professionals with new skills and mindsets beyond regular university curricula. To proactively satisfy this demand, the company joined forces with one of its partner universities to champion Engineers of the Future, a training initiative aimed at senior students about to graduate and join the company. Engineers of the Future offer a fresh perspective and approach to training young professionals, mixing conventional training with problem-based and game-based learning to deliver a unique combination of hard and soft skills required by company's new operating paradigm. Program graduates are expected to make a great addition to corporate product teams, enabling the company to achieve its challenging strategic goals.
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Ficca, Jeremy. "Ductile Empiricism." In 2017 ACSA Annual Conference. ACSA Press, 2017. http://dx.doi.org/10.35483/acsa.amp.105.24.

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Evolving modes of representation and communication continue to redefine the flow of information between designer, fabricator and manufacturer, while nimble means of fabrication recalibrate customization. As various types and scales of design practice reveal, opportunities for strategic collaboration between designer and fabricator abound. The work illustrated is the result of the first phase of a university-industry partnership with a global manufacturer of metal façadesystems. Our industry partner sought to capitalize upon the alternate perspective the students and by extension, the academy afforded to reconsider the standard metal façade panel that has served as the core of their business. We sought to structure a collaboration that strategically leveraged the material expertise of our industry partner while encouraging structured experimentation by the students, that was initially unconstrained from the myriad of technical and economic considerations associated with building cladding systems.
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Newcombe, Gunther A. "ORION: Shaping Shetland as the UK's First Green Energy Island." In SPE Offshore Europe Conference & Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205401-ms.

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Abstract The ORION (Opportunity Renewables Integration Offshore Networks) project was launched in April 2020 when Shetland Island Council (SIC) and the OGTC formed a strategic partnership to work on an energy hub concept with Highland & Islands Enterprise (HIE), government and industry. Strathclyde University joined in May 2021 as a strategic partner. Shetland has all the critical ingredients of clean energy provision There is significant onshore and offshore wind and tidal resource; strategically important hydrocarbon resource; established oil and gas infrastructure; and a knowledgeable and skilled local workforce. The aim of ORION is threefold:- To enable offshore oil and gas sector transition to net zero by electrification, utilising initially onshore and then offshore wind, sustaining thousands of jobs and security of supply.To transform Shetland's current dependency on fossil fuels to affordable renewable energy to address fuel poverty and improve community wealth.To create a green hydrogen export business on Shetland at industrial scale by harnessing offshore wind power and creating new jobs. ORION has set several ambitious targets by 2050. These include abating 8mT/year of CO2 from offshore oil and gas production; supplying 32TWh of low carbon hydrogen annually - 12% of UK expected requirement; and generating more than 3GW of wind. The annual revenue generated by the project by 2050 would be around £5Bn per annum and provide sustainable employment, both locally and regionally, for 1750 people. Techno-economic screening is currently underway, and several individual opportunities are undergoing concept and feasibility analysis. The ORION project is transformational, on both a local and regional scale, positioning Shetland as one of the first green energy islands in the UK.
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Minculete, Gheorghe, and Polixenia Olar. "SUPPLY CHAIN MANAGEMENT, KEY FACTOR IN MODERN EDUCATION AND TRAINING OF LOGISTICS MANAGERS." In eLSE 2020. University Publishing House, 2020. http://dx.doi.org/10.12753/2066-026x-20-027.

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The rapid and continuous evolution and development of the markets of products and services are based on the characteristics, actors and technologies related to the digital economy. These have been and are obviously determined by the increasingly sophisticated requirements and desires of consumers and users connected with suppliers and distributors through the efficient and silent communication systems offered by the information companies' profile companies. The direct connection between Logistics Management and Supply Chain Management, as very important notions, the first being included in the second, is a fundamental requirement in designing and carrying out the specific actions of education and training of logistics managers. In this regard, the historical landmarks in the field, the current economic achievements, as well as the future directions of conduct of companies within the Supply Chain Management are important. The continuous and timely education of logistics managers is determined by the rapid evolution and modernization of the new economy, which is also based on the efficient and interdependent functional mechanisms of Supply Chain Management existing at the national, continental, Intercontinental and global levels. Therefore, today, a Supply Chain Management integrates and interconnects partner companies through efficient business solutions and systems aiming at realizing the immediate and full satisfaction of the customers' requirements as well as generating adequate profits. In this sense, the efficient functioning through Logistics Management of each economic organization, a member of Supply Chain Management, is a priority for the logistics managers, so that the performance of each business is highlighted by the final results obtained, which should be compared to the projected ones. In this scientific communication we highlight elements of education and training related to the development of the skills and abilities of the logistics managers according to the functional requirements of a modern Logistics Management within a viable, flexible, robust and efficient Supply Chain Management under the new challenges of the global economy, suited to the knowledge-based society. Our vision in this paper is focused on the education and training of logistics managers, intensively focused on the knowledge of the functioning of modern Logistics Management systems, as well as of the Supply Chain Management so that the logistical resource flows and the related information flows respond precisely to the efficiency requirements revealed by the managerial (strategic and tactical) objectives of the partner companies.
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Sophie Tombeil, Anne, and Rainer Nägele. "Towards a Concept of “Governance as a Smart- Service” in Service-Oriented Value-Creation-Systems." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002574.

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The course of the digital transformation of economy, work and society as well as increasing pressure from hyper individualized demand on the one hand and on the other hand issues that ask for global action, like pandemics or climate change, paves the way for new smart service-oriented forms of value creation, thus, solutions enhanced by new technological possibilities that transcendent corporate or individual routines and restrictions of human coping with complexity. Future Service Business thrives with seamless interaction in the conscious providing and coupling of resources, i. e. products and services, physical and digital elements, manpower and competencies, massively supported by and dependent on data and analytics in business-ecosystems. In order to create this “seamlessness” a new quality of conjoint value creation on strategic as well as operative level is necessary, that helps balancing value co-creation and value co-destruction in coopetitive multi-actor-ecosystems. Research on modelling processes for sustainable and resilient “governance as a smart service” is presented that deep dives on possible ways to combine the relative strenghs of digital evaluation and human decision. The research question if governance design for resource integration in new service business ecosystems can be provided “…as a smart service” itself is approached with two focal assumptions on resource integration in service-oriented ecosystems: firstly, the creation of a common, overarching value proposition for the customer (promise making externally) has to be complemented by value propositions for each contributing actor involved on the provider side (promis making internally). This will enable the governance function to know about and adress the costs of collaboration. Secondly, the design of common operational processes for key activities that meets internal expectations is crucial (promise keeping of the ecosystem). This will enable the governance function as well as mulit facetted actor practices to meet expectations and rely on fullfillment of collaborative quality by each actor in the value creation system. For the formulation of innovative value propositions we refer to the concept of value proposition design (Osterwalder et al 2015, Chesbrough, 2007). We aim to find out, to what extent the elements of the concept in the customer sphere: jobs to be done, pains, gains, can be transferred to the internal perspective of ecosystem partners and what adjustments are necessary in formulating value propositions in internal perspective. In the solution sphere of the Value Proposition Design concept with the elements: products & services, pain relievers, gain creators, we explore to which extent these are suitable to map the perspectives of the actors involved in order to derive reference processes of resource integration regarding the commonly shaped value propositions, internally and externally alike. The view formulated by Grönross (2011, 290), that in service-oriented value creation processes of different actors run simultaneously and a number of dialogic processes lead to an integrated process of coordinated action is modified. Our starting point is the need for a structured and digital augmented multilog and the goal is the design of a number of suitable common processes and standards with a resource-integrating bridging function between the original business models of each contributing partner in the system and the collaborative business model of the ecosystem as system of systems. This includes looking at virtual instances in the (re-) design of governance processes that support collaboration in a balance between independence and dependency (Malone, 2018, Freund / Spohrer, 2013).
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Reports on the topic "STRATEGIC BUSINESS PARTNER"

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Díaz de Astarloa, Bernardo, Nanno Mulder, Sandra Corcuera-Santamaría, Winfried Weck, Lucas Barreiros, Rodrigo Contreras Huerta, and Alejandro Puente. Post Pandemic Covid-19 Economic Recovery: Enabling Latin America and the Caribbean to Better Harness E-commerce and Digital Trade. Edited by Marcee Gómez. Inter-American Development Bank, August 2021. http://dx.doi.org/10.18235/0003436.

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This report shows that Latin America and the Caribbean faces critical policy challenges going forward. It must accelerate the digital transformation to allow businesses and consumers to adapt to a new normal and leverage pandemic recovery to create stronger economies, and also tackle long-standing barriers to adopting digital technologies and bridging digital divides. These have impeded sustained and equitable economic growth even before the pandemic struck. This crisis should be a wake-up call for governments, the private sector, civil society, and international development partners to come together and take concerted actions to advance on consistent, long-term, and sustainable e-commerce strategies that are at the forefront of national and regional productive development agendas. Just as digital solutions allowed countries to overcome the increased role of distance within the context of the pandemic in shaping consumption and business, they should also be harnessed to increase regional economic integration beyond this emergency situation.
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Khvostina, Inesa. Proceedings of the 2019 7th International Conference on Modeling, Development and Strategic Management of Economic System (MDSMES 2019). Edited by Liliana Horal, Vladimir Soloviev, and Andriy Matviychuk. Atlantis Press, 2019. http://dx.doi.org/10.31812/123456789/3614.

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The Ivano-Frankivsk National Technical University of Oil and Gas will hold the 7th International Conference on Modeling, Development and Strategic Management of Economic System (MDSMES 2019: http://mdsmes.nung.edu.ua/), which will take place on October 24-25, 2019 in Ivano-Frankivsk National Technical University of Oil and Gas, Ivano-Frankivsk and Polyanytsia village (TC Bukovel), Ukraine. The purpose of the Conference is to exchange the experience and share the results of the scientific research, generalization and development of policy recommendations based on the strategic management of economic systems as well as development partnerships for the future collaboration. This conference provides opportunities for the different areas delegates to exchange new ideas and application experiences face to face, to establish business or research relations and to find global partners for future collaboration. We hope that the conference results constituted a significant contribution to the knowledge in these up-to-date scientific fields. We invite scientists, practitioners, teachers of educational institutions, doctoral students and graduate students to participate in the conference. The Organizing committee would like to express our sincere appreciation to everybody who has contributed to the conference. Heartfelt thanks are due to authors, reviewers, participants and to all the team of organizers for their support and enthusiasm which granted success to the conference. Hopefully, all participants and other interested readers benefit scientifically from the proceedings. We look forward to seeing you in the MDSMES 2019. We hope that this conference will be an annual event so we look forward to seeing you at MDSMES 2020. The Organizing Committee of MDSMES 2019
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Mpofu, David, Michael Ndiweni, Kwanele Moyo, Samuel Wadzai, and Marjoke Oosterom. Youth Active Citizenship for Decent Jobs: A Handbook for Policy & Practice. Institute of Development Studies (IDS), March 2022. http://dx.doi.org/10.19088/ids.2022.017.

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This Handbook has been created for development partners and civil society actors that design and implement youth employment interventions, particularly in contexts marked by fragility and political-economic crises. Youth employment programmes usually strengthen young people’s business and entrepreneurship skills. They fail to consider the civic and political competencies needed by young people in order to negotiate fair, safe, and decent working conditions and influence the wider policy environment for decent work. The Handbook offers suggestions for integrating youth active citizenship strategies into youth employment interventions, thus building young people’s civic and political skills. Adopting these strategies will strengthen the capacities of young people to engage both private sector and government actors, foster inclusion, and strengthen coalitions that can influence a enabling environment for decent jobs for youth. Recognising that many young people start their trade and businesses in theinformal economy, the Handbook takes their experiences as the point of departure. It is widely recognised that political economy matters for development and development interventions. This also applies to youth employment programming. Ideas in this Handbook recognise that politics influence youth employment opportunities. This is particularly the case in contexts commonly referred to as fragile, conflict-affected and violent settings (FCVS). Approaches to youth employment interventions need to respond to these dynamics to avoid that powerful actors capture them to serve their interests and avoid increasing risks to conflict. Moreover, the Covid-19 pandemic has proved that fragility is multidimensional and manifests in many countries across the globe. Early on in the pandemic, it quickly became clear that the informal economy would be hard hit. In addition, the challenging politics of FCVS influence opportunities for both formal and informal employment.
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Великодна, Мар’яна Сергіївна. Psychoanalytic Study on Psychological Features of Young Men «Millionaires» in Modern Provincial Ukraine. Theory and Practice of Modern Psychology, 2020. http://dx.doi.org/10.31812/123456789/3873.

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The article is based on three cases of private psychoanalytic work with successful businessmen from central and northern parts of Ukraine. The research methodology was psychoanalytic theories devoted to the unconscious meanings of money and the role of money in the psychoanalytic setting, including object theory, drive theory, psychosexual development theory, narcissism theory, Oedipus complex, transference and resistance. What presents the interest of this study are the cases when those who grew up in poverty finally obtains such a desired object — money, wealth, however, something unconscious hinders this person to get satisfied by it and even to admit obtaining it. The presented clinical work was conducted as classic psychoanalysis in person with different duration: 5, 10 and 46 months. Men were asked to tell whatever comes to mind: thoughts, memories, dreams, phantasies, feelings etc. The role of psychoanalyst was to hear specific connections between patient’s stories and to analyze them together with the patient. The cases presented highlight several psychological features of young men «millionaires» who suffer from their own success. 1. Sensitivity to Father’s (real or symbolic) acceptance of their business and financial success. 2. Activation of unconscious Oedipus complex and Complex of castration because of the risk to dethrone the Father in reality, with experiences of guilt, fear and expectation of punishment. 3. Projection of their own envy, hate, wish to avenge and killing phantasies into external objects (friends, partners, psychoanalyst) with building individual defensive strategies from them. These psychological features were associated not only with suffering and psychopathological symptoms but also with impossibility to continue business development. In addition, the cases analyzed in the article show some difficulties in building business connected with the generations gap. Fathers from the USSR or the 90s teach their sons to act in the way that is not relevant for successful careers nowadays. This latent or manifested struggle between generations may be an important factor in abovementioned psychological features.
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Oduncu, Arif. Country Diagnostic Study – The Kyrgyz Republic. Islamic Development Bank Institute, December 2021. http://dx.doi.org/10.55780/rp21001.

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The Country Diagnostic Study (CDS) for the Kyrgyz Republic uses the Hausmann-Rodrik-Velasco growth diagnostics model to identify the binding constraints being faced in its quest for higher and more sustained economic growth and make recommendations to relax these constraints. Hence, the findings of the CDS can help the Islamic Development Bank in identifying areas where it can have a greater impact and provide an evidence-basis to support the development of the Member Country Partnership Strategy (MCPS). During the last two decades, the Kyrgyz Republic has recorded low performance in economic development. The country recorded only 3.0 percent of average annual Purchasing Power Parity (PPP)-adjusted Gross Domestic Product (GDP) per capita growth from 2000 to 2019. The Kyrgyz Republic is facing several economic and social problems that are challenging its economic development model. This CDS report shows that the most binding constraints to inclusive and sustainable growth include i) low human capital, ii) poor infrastructure, iii) government and market failures, and iv) high cost of capital. The Kyrgyz development model’s performance is a subject of concern not only for the government and other local stakeholders but also for the technical and financial partners of the Kyrgyz Republic, including the Islamic Development Bank. The MCPS aims to contribute to the global efforts made by the Kyrgyz Republic to meet its economic and social needs through leveraging opportunities offered by the new business model of the Bank. Given the Kyrgyz Republic’s positives, the Bank can consider financing transport, energy and ICT infrastructure projects and supporting manufacturing and agricultural sectors to assist economic growth.
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