Journal articles on the topic 'STRATEGIC BUSINESS PARTNER'
To see the other types of publications on this topic, follow the link: STRATEGIC BUSINESS PARTNER.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'STRATEGIC BUSINESS PARTNER.'
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
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full text
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full text
10
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.
Full textAbstract:
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.
11
Clarke, Amelia, and Adriane MacDonald. "Outcomes to Partners in Multi-Stakeholder Cross-Sector Partnerships: A Resource-Based View." Business & Society 58, no. 2 (July 25, 2016): 298–332. http://dx.doi.org/10.1177/0007650316660534.
Full textAbstract:
The prevalence and complexity of local sustainable development challenges require coordinated action from multiple actors in the business, public, and civil society sectors. Large multi-stakeholder partnerships that build capacity by developing and leveraging the diverse perspectives and resources of partner organizations are becoming an increasingly popular approach to addressing such challenges. Multi-stakeholder partnerships are designed to address and prioritize a social problem, so it can be challenging to define the value proposition to each specific partner. Using a resource-based view, this study examines partner outcomes from the perspective of the strategic interest of the partner as distinct from the strategic goal of the partnership. Based on 47 interviews with representatives of partner organizations in four Canadian case studies of community sustainability plan implementation, this article details 10 resources partners can gain from engaging in a multi-stakeholder partnership.
12
Donets, L. I., and A. V. Sergeeva. "STRATEGIC PARTNERSHIP MANAGEMENT IN THE REGIONAL BUSINESS SPACE." Vektor nauki Tol'yattinskogo gosudarstvennogo universiteta. Seriya Ekonomika i upravlenie, no. 4 (2021): 15–24. http://dx.doi.org/10.18323/2221-5689-2021-4-15-24.
Full textAbstract:
Among the many forms of interaction between the economic process participants, which cause the necessity to improve constantly management process, the partnership relations covering a wide range of issues take a specific place: from the formation of motives, goals, and cooperation mechanism to determining its results and consequences. This issue has particular importance in the regional business environment since the strategic partnership at the regional level allows significantly expanding the spatial boundaries to synchronize the interests of enterprises and entrepreneurial structures functioning in different spheres and industries, and using regulatory mechanisms of their economic behavior and the ways of interaction of the state, business, and society. The paper considers different approaches to strategic partnership management. The study proves that the dualism of the concept of strategic partnership management in the regional business environment is a complementarity of conceptual approaches to strategic partnership management, which implies their combination and mutual complement. The authors built the complementarity scheme of conceptual approaches to the strategic partnership management in the regional business space; determined the main goal and key tasks of the strategic partnership management of entities operating in the regional business environment. The study identified that the use of a strategic approach to strategic partnership management is determined by the architectonics of this concept and the necessity of effective adaptation of the partnership interaction to the changes in the external environment. It, in turn, ensures the achievement of strategic goals and the creation of sustainable competitive advantages of partners in the long-term outlook. The authors propose a scientific and methodological approach to the formation of the competence-constitutive basis for the strategic partnership management in the regional business environment, which is a triad of the logically ordered definitions of a two-level pyramid of the existing competencies of potential partners, a partner-initiator, and the motives, goals, and interests of potential partners.
13
Musa, Soebowo. "Strategic Alliances, Innovation Capability, Cost Reduction, Customer Loyalty and Competitive Advantage in B2B Alliances." European Conference on Innovation and Entrepreneurship 17, no. 1 (September 7, 2022): 361–69. http://dx.doi.org/10.34190/ecie.17.1.466.
Full textAbstract:
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 an 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. They mostly focus on the partner-to-partner alliances in serving their customers. Consumer behaviour has changed due to changes in the environment that make firms' strategic focus more on human-centric business approaches. This study looks at the roles of the partner-to-customer alliances, innovation capability, and cost reduction toward customer loyalty and competitive advantage. Data was collected from 335 respondents from the firms that have entered into alliances. This study finds strategic alliances have the highest association with cost reduction, followed by their association with innovation capability. They enhance customer loyalty through innovation capability. Cost reduction is not a lever to develop customer loyalty in the partner-to-customer relationship. The study also confirms that operational efficiencies are necessarily the source of competitive advantage, but strategic alliances are.
14
Pandey, Dhruba Lal, and Nischal Risal. "Strategic Partnership: A Better Route to Human Resource Management." PYC Nepal Journal of Management 15, no. 1 (August 1, 2022): 17–27. http://dx.doi.org/10.3126/pycnjm.v15i1.56362.
Full textAbstract:
The organization of human resources has currently supposed strategic importance in the fulfillment of organizational development and distinction. Companies and organizations are looking for ways to build a strategic partnership between employees and employers. The main objective of the study is to identify factors that help human resources become more of the strategic partner and to examine whether strategic partnership leads to organizational effectiveness or not. In order to fulfill this objective, numerous articles have been reviewed. The researchers compared and contrasted the findings of various articles to identify the common factors that contributed HR to becoming a strategic partner. The extensive review of the literature revealed that human resource planning and development are the most crucial factor for strategic partnership, while other factors do not contribute much to the strategic partnership. Regarding organizational effectiveness, most of the studies showed that HR departments that offer value by acting as a business partners are the most successful.
15
Berman, Saul J., Peter J. Korsten, and Anthony Marshall. "A four-step blueprint for digital reinvention." Strategy & Leadership 44, no. 4 (July 18, 2016): 18–25. http://dx.doi.org/10.1108/sl-06-2016-0042.
Full textAbstract:
Purpose Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders. Design/methodology/approach Digital reinvention combines the capabilities of multiple technologies, including cloud, cognitive, mobile and the Internet of Things (IoT) to rethink customer and partner relationships from a perspective of fundamental customer need, use or aspiration. Findings The most successful digitally reinvented businesses establish a platform of engagement for their customers, with the business acting as enabler, conduit and partner Practical implications For successful digital reinvention, organizations need to pursue a new strategic focus, build new expertise and establish new ways of working. Originality/value The article offers a blueprint for digital reinvention that involves rethinking customer and partner relationships from a perspective of fundamental customer need, use or aspiration.
16
Boštjančič, Eva, Fayruza Ismagilova, and Alexey Maltcev. "The Relationship between Control over a Deal and Cognitive-Based Trust in an International Business Partnership." Organizacija 53, no. 2 (May 1, 2020): 95–110. http://dx.doi.org/10.2478/orga-2020-0007.
Full textAbstract:
AbstractBackground and purpose: Trust is embedded into the national culture. It is a tool that helps create strategic partnerships and facilitates deals that carry certain risks. Cultural differences and norms can affect business relations, but more often focus is on the obvious differences. Although trust in a business partner may be due to non-obvious differences, for example, which part of the deal the partner wants to control himself and which part of the deal he wants to give to the partner to control. If the difference between the real and desired levels of the partner’s control over the deal is large, then is trust possible, especially in intercultural business relations?Objective: One aim of our study is to find out whether trust may be considered as moderator of control in a business deal. In other words, if the level of trust in a business partner is higher, are the partners more open to sharing their control over the deal with each other? The other aim is to identify the links between these indicators (trust and control) in business partnerships of partners from different cultures.Design/Methodology/Approach: The study investigated the answers of 103 Slovenian and 124 Russian business partners. The Organizational Trust Inventory (OTI) and the 5-items questionnaire on control over deal were used to collect data. Descriptive and inferential statistics were used to process the data collected.Results: The probability that the business partner will not fulfil their obligations in the deal negatively relates to the level of trust. The difference between degree of desired control and degree of control negatively relates to the level of trust.Conclusion: As our results showed, trust cannot be considered as a strong moderator of control between partners. In response to greater trust, the respondents only agree to increase their partner’s control, but are not willing to reduce their own. Moreover, this finding is stronger in the group of Russian partners than in the Slovenian ones.
17
Yontz, William L. "Transformation of the real estate function into a corporate strategic business partner." Journal of Corporate Real Estate 4, no. 1 (December 31, 2001): 25–33. http://dx.doi.org/10.1108/14630010210811732.
Full textAbstract:
For the corporate real estate executive who is in the process of transforming the department to be a strategic business partner, this paper presents examples of initiatives used to ensure the workplace is aligned with the long‐term corporate strategy. This paper analyses the benefits of corporate real estate being viewed as a business partner in addition to a service provider.
18
Supriyadi, Deddy. "Peran Koperasi Karyawan Dalam Meningkatkan Kesejahteraan Karyawan dan Sebagai Mitra Strategis Perusahaan." Coopetition : Jurnal Ilmiah Manajemen 13, no. 2 (July 6, 2022): 277–88. http://dx.doi.org/10.32670/coopetition.v13i2.1979.
Full textAbstract:
Theoretically, cooperatives have characteristics that have the potential to become advantages as business entities that can play an important role in community economic empowerment. Cooperatives have ideal values and principles as a business entity. Cooperatives also have potential advantages that can make them efficient, a strong bargaining position, a more certain market, so that cooperatives have a better competitive advantage compared to their own businesses. However, the fact is that there are cooperatives that are successful and many that are not. One of the employee cooperatives which is quite large and is known as a successful employee cooperative is the employee cooperative of PT. Biofarma (K2BF). The strategic business units made by K2BF are proven to provide direct and indirect economic benefits to its members. In addition, K2BF can also play a good role as a strategic partner of PT. Biofarma that provides mutual benefits. The success of K2BF in improving the welfare of its members and the role of K2BF as a strategic partner of the company is interesting to study as a best practice.
19
Weidner, Kathrin, Christiana Weber, and Markus Göbel. "You Scratch My Back and I Scratch Yours: Investigating Inter-Partner Legitimacy in Relationships Between Social Enterprises and Their Key Partners." Business & Society 58, no. 3 (November 3, 2016): 493–532. http://dx.doi.org/10.1177/0007650316675617.
Full textAbstract:
Social enterprises, like almost all organizations, continuously strive for external legitimacy. To be perceived as externally legitimated by society, social enterprises often engage in strategic partnerships. However, scholars have only recently turned their attention to the legitimating function of such partnerships. The purpose of this article is to address the hitherto neglected construct of inter-partner legitimacy. Drawing on institutional theory, we hypothesize that such inter-partner legitimacy affects the resource transfer among partners, which will, in turn, be recognized by society and will subsequently affect each partner’s external legitimacy. Dyadic data of 121 strategic partnerships between social enterprises and their key partners confirm our hypotheses. We add to institutional theory by integrating the often ignored dimension of inter-partner legitimacy into our analysis and demonstrate its relevance to each partner’s external legitimacy and to resource transfer. Further contributions to the literature on institutional theory, legitimacy, social entrepreneurship, and inter-organizational relationships are identified.
20
Herawati, Isnaini, and Wahyuni Wahyuni. "IbM TUNA NETRA SUDARNO DAN SUPARDIONO DI KARANGANYAR." Warta LPM 18, no. 2 (September 1, 2015): 85–91. http://dx.doi.org/10.23917/warta.v18i2.1947.
Full textAbstract:
Today, a massage parlors have developed, including massage parlors by blind people. In Karanganyar, there are 9 massage parlors done by blind people under PERTUNI (Society for the Blind Indonesia), and the number was not included in the outposts or sub-districts in Karanganyar. There are two business units that will be a partner, namely Mr. Sudarno and Mr. Supardiono. This community service aims to increase the number of customers and to improve the quality of the Blind Massage services Sudarno and Supardiono. Activities that have been implemented are: the observation of the partners’ needs, fulfilling the needs of partners, training on massage and aromatherapy, and improve promotional partner with signboards at strategic places. Partner 1 already has 3 pieces adequate massage booths, even one cubicle equipped with air conditioning. The first partners are still in need of help for marketing. Partner 2 requires repair his massage booths so as to provide convenience for customers.
21
Mitsakis, Fotios V. "Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity." International Journal of Human Resource Studies 4, no. 1 (April 5, 2014): 154. http://dx.doi.org/10.5296/ijhrs.v4i1.5285.
Full textAbstract:
The competitive forces firms face today, and will continue to face in the future, demand organizational excellence through which HR departments could make a real contribution to the business through their value-added and risk reduction capacity, while been accepted as equal strategic business partners in organizations. The article discusses HR department’s capability of being seen as an integrated value-driven business function, while it also demonstrates its risk reduction capacity, both critical outcomes of HR’s strategic positioning within the business agenda.
22
Setiabudiarto, Nadila. "Peta Strategi Teknologi Informasi Dengan Metode IT Balanced Scorecard." Computatio : Journal of Computer Science and Information Systems 4, no. 2 (February 2, 2021): 175. http://dx.doi.org/10.24912/computatio.v4i2.10963.
Full textAbstract:
Technology as a strategic partner role in supporting strategy of a corporation or organization, that information technology and business is necessary to develop a method of, company strategy one is the method of its Balanced Scorecard. Rumah Sakit Swasta Mulya Tangerang has implemented an analysis of the company with the balanced scorecard in 2009 2010, from the information technology perspektif was demonstrated the Rumah Sakit Swasta Mulya Tangerang did not perform well. In this study researchers discuss how map strategy to support business using IT balanced scorecard using business strategy and the future prediction of business strategy with SWOT analysis and with the cascading process into Technology Information Strategy with Critical Success Factor Analysis. From this strategy based on IT Balanced Scorecard method, will implement a strategy map to see the relationship between Information technology and Business and will implement a measurement as a reference to implement IT Balanced Scorecard. AbstrakTeknologi sebagai strategic partner berperan dalam mendukung strategi dari sebuah perusahaan atau organisasi, agar Teknologi Informasi dan Bisnis selaras diperlukan suatu metode dalam menyusun strategi perusahaan, salah satunya adalah metode IT Balanced Scorecard. Rumah Sakit Swasta Mulya telah menerapkan analisis kinerja perusahaan dengan metode Balanced Scorecard pada tahun 2009 - 2010, dari hasil tersebut terlihat kondisi Teknologi Informasi Rumah Sakit Swasta Mulya Tangerang Kurang Baik Dalam penelitian ini peneliti membahas bagaimana membuat peta strategi Teknologi Informasi untuk mendukung bisnis menggunakan IT Balanced Scorecard dengan menggunakan strategi bisnis dan perkiraan strategi bisnis akan datang dengan teknik analisis SWOT dan diturunkan menjadi Strategi Teknologi Informasi dengan teknik Critical Success Factor. Dari strategi berdasarkan metode IT Balanced Scorecard akan dibuat sebuah peta strategi sebagai alat untuk melihat hubungan sebab akibat antara Teknologi Informasi dan Bisnis dan dibuatkan tolak ukur sebagai acuan dalam melakukan implementasi IT Balanced Scorecard.
23
Shiri, Shammy. "Impact of Globalisation-Integration And Transformation of HR as A Strategic Partner in Business Operations." Global Journal For Research Analysis 3, no. 7 (June 15, 2012): 193–95. http://dx.doi.org/10.15373/22778160/july2014/69.
Full text
24
Antero, Michelle, and Philip Holst Riis. "Strategic Management of Network Resources." International Journal of Enterprise Information Systems 7, no. 2 (April 2011): 18–33. http://dx.doi.org/10.4018/jeis.2011040102.
Full textAbstract:
This paper applies the resource-based view (RBV) theory to a case study aimed at identifying the complementary resources among partners in the ERPCorp ecosystem of development and implementation of Enterprise Resource Planning (ERP) for small and medium enterprises (SMEs) in Denmark. The paper analyzes these resources in terms of being valuable, rare, inimitable, immobile, and non-substitutable in the ERP solutions market. The study found four key complementary resources that contribute to competitive advantage, namely: (1) ERP core product; (2) horizontal add-ons; (3) vertical add-ons; and (4) customer specific add-ons. The paper examines the potential impact of an ERP vendor’s business development strategy that includes changing the ERP solution from a horizontal to a vertical focus, and increasing the partner certification requirements to be part of the ecosystem. The evidence suggests that the strategy, if implemented successfully, maintains competitive advantage for the ERPCorp ecosystem through effectively combining resources and leveraging lock-in and network effects.
25
Kartika, Rayna, Dian Yuni Anggraeni, Annisaa’ Rahman, Denny Yohana, Verni Juita, Rita Rahayu, Amsal Djunid, Syahril Ali, and Rinaldi Munaf. "Pemanfaatan Teknologi Informasi dalam Simulasi Perhitungan Harga Pokok Penjualan dan Keuntungan Usaha bagi Tenan dan Mitra Usaha di Provinsi Sumatera Barat." Jurnal Warta Pengabdian Andalas 27, no. 2 (June 17, 2020): 126–32. http://dx.doi.org/10.25077/jwa.27.2.126-132.2020.
Full textAbstract:
The community services activity in utilizing information technology is to assist and simulate tenants and partner to calculate cost of goods sold. One of the reasons is that most of MSMEs tenant and partners are not from Accounting background. The purpose of this activity was to create a comprehensive knowledge about COGS report and profit calculation based on their business sectors. In conducting business activities, both individuals and business entities, the preparation of financial statements is very crucial to get financing access. The financial statements are the principal or the end result of an accounting process that is material for information for the stakeholders. Financial statements are also an indicator of the success of a business activity. MSMEs have a vital role in the development of the economic wheels of a region, therefore, if MSMEs can define their financial conditions well, then business actors can make strategic decisions to maintain and increase the profitability of their businesses.
26
Nguyen, Han-Khanh. "Combining DEA and ARIMA Models for Partner Selection in the Supply Chain of Vietnam’s Construction Industry." Mathematics 8, no. 6 (May 27, 2020): 866. http://dx.doi.org/10.3390/math8060866.
Full textAbstract:
The competition between enterprises in the construction market is fierce. If enterprises are unable to afford financial and technological capabilities, they could go bankrupt. Therefore, the implementation of alliances between businesses can help increase their competitiveness. In this study, the authors simultaneously used data envelopment analysis (DEA), the Grey model (GM (1,1)), and autoregressive integrated moving average (ARIMA) to choose a suitable strategic partner to boost the strength of each business and cut the cost of transportation and personnel in an attempt to help managers come up with suitable solutions, offer sustainability, and develop creative management. The results show that the chosen solution improves the business efficiency of construction businesses and offers cost savings on materials, production, and transportation. Management agencies can use the results of this study to propose suitable orientations, strengthen decision-making, and ensure strategic planning to develop the construction sector in Vietnam.
27
Setyadi, Taufik. "Strategic Alliances, Competitive Advantages, And Bandwagon Effect In The Perum Perhutani Wood Industry." International Journal of Science and Environment (IJSE) 2, no. 2 (May 14, 2022): 47–53. http://dx.doi.org/10.51601/ijse.v2i2.24.
Full textAbstract:
The establishment of Strategic Alliances or operational cooperation with strategic partners of the Wood Industry around the Perum Perhutani work area is a necessity to increase competitiveness. This study attempts to elaborate on the Strategic Alliance between the Perhutani Wood Industry and its partners to be able to achieve a Competitive Advantage through the development of Market Areas and the development of Product Innovations or in other words to find out to what extent the Strategic Alliance can improve the position of the Perum Perhutani Wood Industry Competitive Advantage. In addition, this study also aims to determine the extent to which the implementation of the Strategic Alliance, through the development of Market Areas and Product Innovation in the Perum Perhutani Wood Industry, influences increasing Competitive Advantage. This research is descriptive and uses a qualitative approach. This research uses a literature study technique and utilizes data sources obtained from several locations, namely (1) Perhutani Forestry Institute Library, (2) Brawijaya University Central Library, and (3) Discussion with colleagues. From the research results, it is known that the Strategic Alliance model that aims to increase Competitive Advantage is the most appropriate to be applied in Perum Perhutani is a form of Strategic Alliance that focuses on the interests of cooperation in increasing Product Innovation to realize Competitive Advantage, compared to the Strategic Alliance through the development of Market Areas. It is necessary to redevelop a good Strategic Alliance with the Wood Industry business partner Perum Perhutani by implementing: (1) Reconciliation of the Wood Industry business actors who join based on compatibility, mutual need, and mutual benefit; (2) Focus and professional; (3) Pooling of resources on what is already owned by the wood industry business partners so that a perfect alliance will have an impact on the success of Perum Perhutani to become a superior company.
28
Yadav, Nidhi, and Sonu Goyal. "Regaining partner trust in the food delivery business: case of Zomato." Emerald Emerging Markets Case Studies 12, no. 2 (April 8, 2022): 1–32. http://dx.doi.org/10.1108/eemcs-10-2021-0341.
Full textAbstract:
Learning outcomes The learning outcomes are as follows: to understand and examine the strategies that help platforms fight competition and manage networks; to analyse the role of platform governance in the management of the networks and partners’ trust; and to evaluate the strategic risks of disintermediation and multi-homing firms face while trying to sustain profits and capture value. Case overview/synopsis The case presents the dilemma faced by Deepinder Goyal, the young founder and CEO of Zomato in formulating the growth strategy for its food delivery platform, struggling to retain its market leadership position amid intensifying competition and other challenges during the COVID-19 pandemic. Zomato has become a public company with an IPO announced in mid of July 2021. Therefore, there is growing expectation for profitability among its shareholders and investors considering tailwinds of COVID-19 crisis, which have given the push towards adoption of food delivery among the customers. This has also resulted in increased competition in the industry. On other hand, there is growing dissatisfaction among its restaurant partners who have been hit hard by COVID-19 and struggling for survival. CEO Deepinder has to find how he will ensure the long-term growth for Zomato to tap the growing food delivery market in India and regain its restaurant partner’s trust. Complexity Academic Level The case is intended for post-graduate courses (MBA, PGDM) on digital business strategy or strategic management of technology-oriented businesses. The case can be used to understand the nature of competition and different strategies for platform-based businesses in the digital world. The case can also be used to study the role governance can play in efficient value creation and capture on the platform by the partner entities. Finally, the case also highlights how are platform businesses are coping with the Covid challenge. There are no specific prerequisites but knowledge on basic strategy concepts and platform business concepts will be good for better understanding. Level of difficulty is medium. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
29
de Hemmer Gudme, Olaf. "A new strategic role for purchasing: business partner for value(s) creation." Strategic Direction 33, no. 2 (February 13, 2017): 27–29. http://dx.doi.org/10.1108/sd-11-2016-0160.
Full textAbstract:
Purpose This paper aims to question a new strategic role for purchasers. Design/methodology/approach Comparing current hot topics in purchasing with the application of system modeling/value thinking to the purchasing department of a company. Findings A new vision of the roles of purchasers arises as creating value(s) for internal stakeholders and suppliers. Originality/value The application of system modeling/value management leads to a renewed vision of the company and the purchasers roles.
30
Mujahid, Anas, Murianai Emelda Isharyani, and Dharma Widada. "Analisis Strategi Pemasaran Mengunakan Metode Quantitative Strategic Planning Matrik (QSPM) Studi Kasus : Borneo Project." Jurnal Rekayasa Sistem Industri 7, no. 2 (October 31, 2018): 111. http://dx.doi.org/10.26593/jrsi.v7i2.2995.111-118.
Full textAbstract:
<p><em>Borneo Project is a new business in the field of ordering services of various types of clothing. In doing its marketing strategy Borneo Project relies on marketing through friendship, word of mouth from one to another one and using social media as a marketing tool. This has not had a much positive effect on sales in Borneo Project. Therefore it is necessary to analyze the marketing strategy that can be applied in Borneo Project.</em></p><p><em>Determining the strategy carried out in three stages: an input stage, matching stage, and the stage of the decision. The input stage is done by using Internal Factor Evaluation Matrix (IFE) and External Factor Evaluation Matrix (EFE). In the IFE matrix, obtained a total score of 2.407, while the EFE Matrix obtained score of 2.831. Based on internal and external factor analysis then matching phase with IE Matrix method and SWOT Matrix. The final stage was the decision stage used QSPM method. QSPM is used to evaluate alternative strategies obtained in the SWOT Matrix, then rank them. The first rank is the strategy of applying for credit funds, seeking investors or business joint venture partners and seeking financial assistance from corporate CSR with the acquisition of power score Pull of 5,824. Alternative strategies are prioritized to be applied is to ask a credit fund, seek a joint venture partner and investor or business and are looking for financial aid CSR.</em><em></em></p><strong><em>Keywords: Marketing Strategy, Borneo Project, QSPM</em></strong>
31
Hagen, Birgit, Antonella Zucchella, and Pervez Nasim Ghauri. "From fragile to agile: marketing as a key driver of entrepreneurial internationalization." International Marketing Review 36, no. 2 (April 8, 2019): 260–88. http://dx.doi.org/10.1108/imr-01-2018-0023.
Full textAbstract:
PurposeThe purpose of this paper is to conceptualize strategic agility in entrepreneurial internationalization and highlight the role of marketing “under particular conditions” – those of early and fast internationalizers.Design/methodology/approachThe study is based on in-depth case studies of four entrepreneurial internationalizers using an inductive approach. The role of marketing is studied along a set of four key business processes, i.e. sensing through selective customer/partner intimacy; business development through selective experimentation and testing; coordination and harmonization of multiple stakeholders; and creative extension of resources.FindingsStrategic agility is a composite of flexibility and selective responsiveness. Marketing thought, mainly through customer and partner interaction, plays a prominent role in achieving strategic agility. Customer- and market-centric thinking needs to be built in a key set of business processes. Marketing’s contribution to strategic agility means an ability to cope with time, relationship and functional dependencies. Strategic agility helps improve the risk profile of the entrepreneurial internationalizer. Entrepreneurial internationalizers are particularly suited to compete on and benefit from strategic agility.Practical implicationsThe findings show managers and entrepreneurs in early and fast internationalizing ventures a path to strategic agility which helps to overcome the many parallel challenges that come with firm foundation and internationalization.Originality/valueStrategic agility is a novel explanation for entrepreneurial internationalization. The study explains the prominent role played by marketing in achieving strategic agility and growth. Strategic agility is reconceptualized in the context of the young and small internationalizing firm.
32
Yusbardini. "PENGENALAN PEMBUATAN LAPORAN LABA RUGI PADA UKM VEZARA COLECTION." PRIMA : PORTAL RISET DAN INOVASI PENGABDIAN MASYARAKAT 2, no. 1 (January 18, 2023): 139–45. http://dx.doi.org/10.55047/prima.v2i1.514.
Full textAbstract:
For small and large businesses, financial reports are very important. By examining the available financial reports, strategic business development decisions can be made. Because they find creating financial reports difficult and time consuming, small business owners often overlook this. Big businessmen who have carefully completed financial reports are exempt from this. Businessmen can determine the state of the company and whether it is making a profit or loss from the income statement. MSMEs will find it easier to decide on strategies to achieve profit goals and increase business efficiency and effectiveness if they use income statements. The purpose of this community service activity is to increase knowledge about the importance of income statements for MSMEs and the stages in making profit and loss reports so that partners really understand making profit and loss reports. This activity was carried out by the MSME partner VEZARA COLLECTION, located at the Cililitan Glosir Center, East Jakarta. The implementation is carried out using Zoom, which is attended by partner owners, and by the community service team, which is carried out on holidays. The results of this community service activity can run optimally according to the targets set and in accordance with the objectives of the community service.
33
Hamid, Abdul. "Development of an HR Practitioner Competency Model and Determining the Important Business Competencies: An Empirical Study in Malaysia." International Journal of Management Excellence 3, no. 2 (June 30, 2014): 446–61. http://dx.doi.org/10.17722/ijme.v3i2.260.
Full textAbstract:
The objectives of this study are to develop an HR competency model perceived by the HR professionals and to determine their roles as strategic business partner (SBP) in Malaysia. An empirical study was carried out during 2009-2010 among the HR practitioners and consultants. Data were collected by using structured questionnaires and a total of 380 (n) complete questionnaires were used for the statistical analysis. Structural equation modeling (SEM) was carried out to develop the HR practitioner competency model. Findings demonstrated that the ‘generic/ behavioral competency’ category and ‘technical HR competency’ category were significant to the competency model. Though, six business competency factors were found statistically important, but the overall business competency category was not significant. That implies HR professionals highly contribute to the operational activities rather than being strategic business partner (SBP). The findings can be useful in establishing competency frameworks, measuring human capital capabilities, designing training programs, establishing on-boarding programs, developing career and succession plans, and drawing the appropriate reward plans.
34
Hecox, Mark. "Sport Licensing and Internationalization: A Case Analysis of the Reebok Bike Business." Case Studies in Sport Management 2, no. 1 (January 2013): 45–56. http://dx.doi.org/10.1123/cssm.2.1.45.
Full textAbstract:
Reebok officially entered the bike business after 15 years of deliberation and strategic re-tooling. This case presents a situation that considers how the process of internationalization may be impacted by various factors both internal and external to the firm. The analysis examines multiple marketing elements, including brand position, product development, distribution channel, pricing, promotion, and operating model. The focus of decision making in the case centers on the use of licensing and determining possible alliance partner structures as possible solutions to enable Reebok to enter the global bike business successfully. Specific internationalization elements explored include mode of entry, foreign market selection, cultural influences, supply chain, operating model, and licensing strategic alliance partner strategy. This case provides an ideal opportunity to explore and analyze why and how a sport enterprise might want to internationalize its business and the potential role sport licensing might play in the process.
35
Safitri Pratiwi, Luh Putu, Ni Putu Nanik Hendayanti, and I. Ketut Putu Suniantara. "Penambahan Omzet Usaha Jasa Penjahit Kebaya." ADMA : Jurnal Pengabdian dan Pemberdayaan Masyarakat 1, no. 1 (July 10, 2020): 41–46. http://dx.doi.org/10.30812/adma.v1i1.821.
Full textAbstract:
Good marketing is one of the important things in the development and addition of income in entrepreneurship. The problem faced in the business of sewing clothes is that partners are not too focused on marketing management. Partners rely more on conventional marketing systems, even though the new location of the partner services business is not too strategic. This causes the field of business is difficult to be recognized by the wider community so that it becomes an obstacle in developing its business. The purpose of this activity is to provide solutions to the problems being faced, namely by implementing marketing management using Facebook pages. With the socialization and marketing management training, it is expected to be able to add insight into the actors in utilizing the internet as an online promotion media to introduce their business fields to the wider community in increasing their business income. The result of this activity was that the Partners were very enthusiastic, both from socialization to evaluation. Assistance with the use of the Facebook pages application is expected to continue to be used in a sustainable manner
36
Jiao, Hao, Jifeng Yang, Jianghua Zhou, and Jizhen Li. "Commercial partnerships and collaborative innovation in China: the moderating effect of technological uncertainty and dynamic capabilities." Journal of Knowledge Management 23, no. 7 (September 9, 2019): 1429–54. http://dx.doi.org/10.1108/jkm-10-2017-0499.
Full textAbstract:
Purpose The purpose of this study is to empirically investigate the extent to which two types of commercial partnerships (business partner and non-business partner) affect the collaborative innovation of firms in emerging economies. Specifically, the roles of two commercial partnerships are investigated. Additionally, the study explores the moderating effect of external technological uncertainty and internal dynamic capabilities on the relationship between two commercial partnerships and on collaborative innovation. Design/methodology/approach Using a sample of 370 high-tech firms in China, the authors applied the partial least squares structural equation modeling approach to model these relationships. Findings The findings reveal opportunities and challenges for companies according to two intensities of commercial partnership for collaborative innovation. The partnership contribution to innovation and competiveness is different within the two routes and ranges. The findings indicate that (1) intense commercial relationships with business partners have a stronger positive significant impact on collaborative innovation than those with non-business partners and (2) non-business partners have a weaker positive impact on collaborative innovation at high external technological uncertainty. It was also found that (3) the positive impact of business partners on collaborative innovation is weakened when a firm has high dynamic capabilities, whereas the positive impact of non-business partners is strengthened. Research limitations/implications Insight into the roles of two commercial partnerships in achieving collaborative innovation facilitates the advancement of the theoretical understanding of the circumstances under which cooperative innovation can be more effective under different partnerships. Originality/value A key strategic question is whether comprehensiveness enables firms to make better strategic decisions in various environments. In the process of innovation, companies must choose different types and quantities of partners, and they must regulate their partners’ innovative behavior by establishing a corresponding network structure and relationship rules. The current study focuses on analysis of how different intensities of commercial partnerships affect collaborative innovation. This research provides a theoretical framework that creates a new classification of commercial relations with regard to collaborative innovation, and it highlights the difference between the two types of partnerships. This study finds that there are many problems in the selection of innovative partners in China’s high-tech companies. Therefore, companies should strengthen their understanding of cooperative innovation, and they should build and manage highly efficient innovation networks. This study helps companies, high-tech industry associations, academia and government to take enhanced, informed actions.
37
Amboningtyas, Dheasey. "TRANSFORMASI HUMAN RESOURCES SEBAGAI STRATEGIC BUSINESS PARTNER (Studi Kasus pada UMKM Kota Semarang)." JURNAL EKBIS 20, no. 2 (September 1, 2019): 1290. http://dx.doi.org/10.30736/ekbis.v20i2.238.
Full text
38
Číž, Josef, Michaela Krechovská, and Alena Palacká. "Procurement Transformation in Digital World." SHS Web of Conferences 115 (2021): 01002. http://dx.doi.org/10.1051/shsconf/202111501002.
Full textAbstract:
Technological development and progress in digitization permeate all areas of life, of course not excluding companies and their activities and individual business processes. In this paper, we focus on the area of corporate procurement as one of the key areas for fulfilling corporate goals and its transformation in the age of digitalization. The paper aims to identify the changing function of procurement and possible opportunities of digitalization for the development of procurement and its role in organization. As the results shown, procurement is a value-creating process that is changed by the digitalization. It is moving from a traditional focus on cost reduction to value creation through dynamic cooperation and building relationships with business partners. Procurement is beginning to play an increasingly strategic role in organizations. It becomes a partner to support business efficiency and the creation of new business models.
39
Chen, Sheu‐Hua, Hong‐Tau Lee, and Yi‐Fen Wu. "Applying ANP approach to partner selection for strategic alliance." Management Decision 46, no. 3 (April 4, 2008): 449–65. http://dx.doi.org/10.1108/00251740810863889.
Full text
40
Liang, Jie, and Nan Mei. "Inertia, uncertainty, and exploratory partner selection." Journal of Business & Industrial Marketing 34, no. 6 (July 1, 2019): 1281–96. http://dx.doi.org/10.1108/jbim-09-2017-0225.
Full textAbstract:
Purpose The purpose of this paper is to examine the following research question in partner selection decisions in business-to-business strategic partnerships/collaborations literature: How do inertia and uncertainty affect partner selection? Explicitly, the paper analyzes how inertia of previous alliance selection routines and uncertainty of entire market movement shape firms’ preferences regarding exploratory partner selection (i.e. selecting new partners who never collaborate with the focal firm). Design/methodology/approach Grounded on inter-firm partnerships, partner selection and network theory literature, the study empirically tests a fine-grained sample of 511 open-end funds initiated by 61 fund management firms in China. To do so, it runs Tobit regression for main analysis and applies a variety of sensitivity analyses to check the robustness. Findings Results show that inertia in previous partner selection has a negative effect on exploration. Importantly, these inertial forces impact domestic firms but not international firms. Market uncertainty also affects exploratory partner selection: short-term market uncertainty encourages exploration, whereas long-term uncertainty inhibits it. These effects also depend on firms’ type: long-term market uncertainty has a negative effect on exploration for international firms but not for domestic firms. Both types of firms exhibit a stronger tendency toward exploration when they encounter short-term uncertainty. However, this inclination is stronger in international firms. Originality/value Earlier research has examined how inertia affects exploitation but largely overlooked its effect on exploration. A critical examination of firm and environment level factors provides a deeper understanding of why and when firms have inconsistent preferences for specific partner selection strategies. Thus, this study offers a unique perspective for understanding firms’ exploratory partner selection by focusing on two important characteristics of focal firms: one internal (inertia) and one external (market uncertainty) in nature.
41
AL-Tabbaa, Omar, and Desmond J. Leach. "From beggar to partner: nonprofit-business collaboration as a strategic choice for the nonprofits." Academy of Management Proceedings 2013, no. 1 (January 2013): 13686. http://dx.doi.org/10.5465/ambpp.2013.13686abstract.
Full text
42
Milgate, Michael. "Black-Box Protection of Core Competencies in Strategic Alliances." Journal of Management & Organization 6, no. 2 (March 2000): 32–43. http://dx.doi.org/10.1017/s183336720000540x.
Full textAbstract:
AbstractThis article presents a conceptual framework that participants in cooperative ventures may use to protect core competencies and proprietary information, while allowing the cooperative venture to benefit from these. While strategic alliances, in various forms, are becoming more common (Beamish and Delios, 1997), a potentially issue that often remains unresolved is how to protect your core competencies, while still cooperating openly with your partner, particularly when advanced technology is involved. It can be difficult for partners in an alliance to cooperate and openly share strategic know-how. Cooperation and openness are necessary, however, if a joint venture is to succeed. Since the success of any strategic alliance is based on cooperation, trust and an open sharing of competencies, potentially sensitive knowledge might be exposed through the joint venture. This is why many executives regard strategic alliances with reservation (Lorenz, 1992). They resist giving away core strategic competencies that might be misused in other contexts.
43
Khusna, Khanifatul, Alif Mirzania, Abdul Muhsyi, and Salma Fauziyyah. "Analisis Kompetensi Human Resource Business Partner (HRBP) dalam Mencapai Kesuksesan Organisasi Perguruan Tinggi." Journal of Business & Applied Management 15, no. 2 (November 28, 2022): 125. http://dx.doi.org/10.30813/jbam.v15i2.2691.
Full textAbstract:
<p><em>Human Resource Management (HRM) is one of the most strategic parts in organization. HRM is the art and science of managing the relationship and role of the workforce effectively and efficiently to achieve organizational goals. The development of human resource management changes every time. Currently the role of HRM is becoming more complex and full of challenges. Therefore, the preparation of a strategy in human resource management must be in line with the organization's business strategy. The management of the organization has now realized that employees are a strategic asset and must be developed in order to provide opportunities that the organization can take advantage of. Employee potential development programs that are currently being carried out are by increasing employee competencies. This also applies to educational institutions like University. This study uses a literature study that analyzes the role of Human Resource Business Partner in achieving higher education success. Competency improvement and development programs for lecturers and students have often been held with various activities such as seminars, training, competency tests, etc. It is intended that universities can produce professionals in their respective scientific fields. The employee management model that is considered capable of assisting higher education institutions in improving the competence of academics is to use the Human Resource Business Partner (HRBP). HRBP positions HR practitioners to be partners for organizational managers and as consultants in selecting employee competency development programs. In implementing HR management activities in University HRBP is the right model, especially for lecturers and students who want to improve their competence and develop their knowledge. This HRBP management model is also very helpful in the implementation of the Merdeka Belajar Kampus Merdeka (MBKM) program by Higher Education, where the goal of MBKM is in line with HRBP, namely to increase the competence of academics and be able to produce academics who are professional in their fields.</em></p>
44
Geringer, J. Michael. "Strategic Determinants of Partner Selection Criteria in International Joint Ventures." Journal of International Business Studies 22, no. 1 (March 1991): 41–62. http://dx.doi.org/10.1057/palgrave.jibs.8490291.
Full text
45
Lo, Huai-Wei, Dong-Shang Chang, and Lee-Te Huang. "Sustainable Strategic Alliance Partner Selection Using a Neutrosophic-Based Decision-Making Model: A Case Study in Passive Component Manufacturing." Complexity 2022 (April 23, 2022): 1–18. http://dx.doi.org/10.1155/2022/9483256.
Full textAbstract:
The electronics manufacturing industry is in an era of collaborative thinking and rapid change, as the rise of strategic alliances (SAs) plays a critical role in supply chain management. Strategic alliance (SA) collaboration is one of the most common strategies in the electronics industry, helping companies to complement each other. Most organizations or alliances operate together to produce more beneficial technologies for mutual benefit based on the sustainability thinking, such as in the areas of 5G, electric vehicles, aerospace, and smart healthcare. As the prompt evolution of information technology and electronics has a deep impact on global business activities, selecting partners based on a sustainability perspective is an urgent task. This paper proposes a complete sustainable SA partner selection framework to select the optimal partners. A neutrosophic-based decision-making model is used in the analysis. The neutrosophic ITARA technique is proposed to generate a set of criteria objective weights, and the neutrosophic TOPSIS technique is applied to determine the performance and priority of sustainable SA partners. This study introduces neutrosophic fuzzy logic to reflect the uncertainty in complex problems. Real-world data from a multinational passive component manufacturing company are used for case demonstration and analysis. The framework and methodology proposed in this study have many contributions to the electronics industry, including the establishment of assessment criteria, the identification of criteria, and the provision of partner selection practices. For academic research, the proposed model can be replicated in other areas of assessment and selection issues.
46
Tatoglu, Ekrem, and Keith W. Glaister. "Strategic Motives and Partner Selection Criteria in International Joint Ventures in Turkey." Journal of Global Marketing 13, no. 3 (July 21, 2000): 53–92. http://dx.doi.org/10.1300/j042v13n03_04.
Full text
47
van der Vlist, Fernando N., and Anne Helmond. "How partners mediate platform power: Mapping business and data partnerships in the social media ecosystem." Big Data & Society 8, no. 1 (January 2021): 205395172110250. http://dx.doi.org/10.1177/20539517211025061.
Full textAbstract:
Social media platforms’ digital advertising revenues depend considerably on partnerships. Business partnerships are endemic and essential to the business of platforms, yet their role remains relatively underexplored in the literature on platformisation and platform power. This article considers the significance of partnerships in the social media ecosystem to better understand how industry platforms, and the infrastructure they build, mediate and shape platform power and governance. We argue that partners contribute to ‘platformisation’ through their collective development of business-to-business platform infrastructures. Specifically, we examine how partners have integrated social media platforms with what we call the audience economy – an exceptionally complex global and interconnected marketplace of intermediaries involved in the creation, commodification, analysis, and circulation of data audiences for purposes including but not limited to digital advertising and marketing. We determined which relationships are involved, which are exclusive or shared, and identified key ecosystem partners. Further, we found that partners build and integrate extensive infrastructures for data-sourcing and media distribution, surfacing infrastructural and strategic sources and locations, or ‘nodes’, of power in this ecosystem. The empirical findings thus highlight the significance of partnerships and partner integrations and draw attention to the powerful industry players and intermediaries that remain largely invisible.
48
Muketi, Priscah Consolata, and Lawrence Wainaina. "Strategic Management Drivers and Service Delivery: A Case of Huduma Centre in Mombasa County, Kenya." International Journal of Business Management, Entrepreneurship and Innovation 2, no. 3 (September 6, 2020): 1–15. http://dx.doi.org/10.35942/jbmed.v2i3.122.
Full textAbstract:
This study sought to establish if service delivery enhanced implementation of strategic management drivers in an organization in the public sector. Strategic drivers are forces that shape an organization’s strategy, which contributes to the growth of a particular business. This study’s general objective was to establish how strategic management drivers influence service delivery in Kenya’s Huduma Centres focusing specifically on Mombasa County Huduma Centre. Specific objectives that guided this study were; to establish customer orientation’s influence on service delivery, to establish the influence of marketing orientation on service delivery, to determine the influence of technological orientation on service delivery, and to find out influence of business-partner collaboration. The theories relating to the study were reviewed focusing mainly on the RBV, Resource Advantage theory, Service Dominant Logic and Technology Diffusion theory. The researcher adopted descriptive research design. The target population were employees deployed at Huduma Centre, Mombasa County with 154 members of staff drawn from all cadres comprising senior management, middle level management and operational staff selected from the relevant Government Ministries, County, Departments and Agencies of which a 30% sample size of 46 respondents were selected. The primary data was collected using structured questionnaires. Analysis of data done using descriptive and inferential statistics. The study concluded that customer; marketing, technological and business-partner collaboration has a positive and significant effect on service deliver. This study recommended that the management of Huduma Centers should organize for regular in-service trainings for the employees to improve on their customer relation skills. It should improve on customer orientation by finding ways to be more responsive to customers’ needs. Huduma centres should aim at having a workforce that offers services to its clients with uniformity and equity. They should also invest more in technological innovation in order to offer services that are more efficient to the clients by focusing on offering purely on-line services. Finally, all systems be updated by ensuring that all departments have enough machines to work with hence reduce dependency and sharing. Business-Partnership collaboration especially in terms of the partners providing the employees with necessary skills they need for improved service delivery.
49
Sembiring, Zulfikar, Susilawati Susilawati, and Yudi Daeng Polewangi. "Penerapan Marketing Berbasis Online dalam Meningkatkan Omset Usaha pada UKM Karya Cipta Lestari di Desa Wonosari Kabupaten Deli Serdang." Pelita Masyarakat 3, no. 1 (September 13, 2021): 55–65. http://dx.doi.org/10.31289/pelitamasyarakat.v3i1.5819.
Full textAbstract:
Small and Medium Enterprises have a big enough role for the welfare of society. This sector is able to absorb a large enough workforce and provide opportunities for SMEs to develop and compete with companies that tend to use large capital (capital intensive). The purpose of this activity is to improve aspects of marketing management that have an impact on increasing sales. The object of this activity is the clay pottery ceramics business in Wonosari Village, Tanjung Morawa District, Deli Serdang Regency. The main problem for partners is that partners do not focus too much on marketing management, relying more on conventional marketing systems such as ordering goods, safekeeping at the nearest store, and selling in their own stores whose position is not too strategic, causing stagnant product sales. The proposed solution is to apply management and marketing techniques for partner products using internet media such as websites and social media. The output targets of this partnership program are: 1) increasing understanding of the importance of technology to business; 2) capacity building in internet technology management; 3) increase in market absorption; 4) Improved communication skills for partners in managing websites and Social Media Marketing, namely the ability of partners to communicate products and product brands so that they have a list of regular customers on the website who have the potential to purchase products on an ongoing basis; 5) increase in partner sales turnover.
50
Ardiansyah Putra, Topan. "Evaluation And Analysis Of Decision-Making on the Business Method of hhe Paseh's Strategic Business Unit (SBU) For The Stones And Non-Metallic Mine At Jasa Sarana (Bumd Of West Java)." Journal of Economics and Business UBS 12, no. 2 (March 24, 2023): 989–1006. http://dx.doi.org/10.52644/joeb.v12i2.186.
Full textAbstract:
Jasa Sarana is a BUMD Holding of the West Java Provincial Government engaged in Infrastructure. In running its business, Jasa Sarana applies the Business Strategic Unit (SBU), a rock and non-metal mineral mining business. It was initiated in 2005-2006, with a mining area of 19.45 hectares, with rock mineral resource reserves of 3.3 million BCM. However, it could only do optimized by 24% over 16 years. If done correctly, the mining business plan must be implemented for only 15 years. With a target Payback Period of 3.35 Years, an NPV of Rp. 1,641,000,000, and IRR of 20.44%. The remaining rock mineral resources currently available are 2.5 million BCM, expected to be re-developed and generate profits for the company. Jasa Sarana has carried out preparatory steps, including conducting feasibility studies and exploratory research on this mining business unit. It did expect that the losses suffered by the company could recover in a fast time. Decision-making on the right ways and methods to reactivate this Business Unit becomes a concentration of research, consisting of situation assessment, decision analysis, and analysis of potential problems. An evaluation of the situation determines the conditions and causes of business operations underperforming externally and internally. Several problems were revealed, such as corruption, mis-partners, ineffective work methods, to improper handling of mining techniques, which became the root of the problem. Jasa Sarana has several options for handling this Business Unit with several alternatives. Including running this business unit owned by providing additional capital and recruiting competent experts, looking for the right partner with the qualifications of an experienced partner, or even selling this business unit so that it does not become a burden on the company.