Journal articles: 'Strategic goals'

1

Buckworth, Janet. "Setting Strategic Goals." ACSMʼs Health & Fitness Journal 20, no. 6 (2016): 35–37. http://dx.doi.org/10.1249/fit.0000000000000248.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Fonotov, A. G. "Strategic goals of innovation policy." Studies on Russian Economic Development 26, no. 5 (September 2015): 444–51. http://dx.doi.org/10.1134/s1075700715050068.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Heinrich, Bernd. "Transforming strategic goals of CRM into process goals and activities." Business Process Management Journal 11, no. 6 (December 2005): 709–23. http://dx.doi.org/10.1108/14637150510630873.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Pulaski, Greg. "Achieving Regulatory Goals Through Strategic Planning." Journal of Nursing Regulation 4, no. 2 (July 2013): 49–56. http://dx.doi.org/10.1016/s2155-8256(15)30149-6.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Koshland, D. "Strategic goals on an NIH model." Science 263, no. 5150 (February 25, 1994): 1071. http://dx.doi.org/10.1126/science.8108720.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Shipton, Edward A. "“Making Progress Towards Our Strategic Goals”." Pain Medicine 17, no. 9 (June 10, 2016): 1599–601. http://dx.doi.org/10.1093/pm/pnw128.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Eidem, Benjamin. "Strategic Goals for 2012 & Beyond." Journal of the American Society of Echocardiography 25, no. 6 (June 2012): A21. http://dx.doi.org/10.1016/j.echo.2012.04.013.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Samsidar, Eri, and Ahmad Nazir. "RENCANA STRATEGIS DAN RENCANA OPERASIONAL DALAM LEMBAGA PENDIDIKAN ISLAM." Al-Khair Journal : Management, Education, And Law 1, no. 1 (October 8, 2021): 11. http://dx.doi.org/10.29300/kh.v1i1.5444.

Full text

Abstract:

Abstrak: Rencana strategis masih lemah dalam mengelola kondisi saat ini dan proyeksi kondisi masa depan, seperti perencanaan jangka panjang atau jangka menengah dalam menentukan tujuan dan sasaran strategis, dan rencana operasional masih lemah pada tingkat sumberdaya manusia. Menggunakan metode kualitatif deskriptif. Tujuan tulisan ini memetakan dan menganalisis rencana strategis dan rencana operasional dalam lembaga pendidikan Islam. Hasilnya menunjukkan; Pertama, rencana strategis sebagai kebijakan penting sebagai dasar dalam membuat program kelembagaan dalam merumuskan visi, misi dan tujuan dengan melibatkan stakeholders. Rencana strategis sebagai usaha sistematis dan formal suatu lembaga untuk memperjelas sasaran utama, kebijakan-kebijakan dan strategi. Kedua, Rencana operasional sebagai penerapan program pencapaian visi, misi dan tujuan berupa langkah nyata dalam pengoperasionalan sebuah lembaga pendidikan Islam, dan Ketiga, Hubungan rencana strategis dengan rencana operasional merupakan satu kesatuan dan tidak dapat dipisahkan dalam pengembangan lembaga pendidikan. Penulis dapat menyarankan dalam penulisan ini untuk melibat perspektif unsur kepemimpinan dan pengelola dengan mengakomodasi pengalaman dan masalah yang dihadapi dalam mengelola rencana strategis dan rencana operasional dalam lembaga pendidikan Islam, sehingga solusi yang menyeluruh dapat ditemukan. Kata Kunci: Rencana Strategis, Rencana Operasional, Lembaga Pendidikan Islam. Abstract: Strategic plans are still weak in managing current conditions and projected future conditions, such as long-term or medium-term planning in determining strategic goals and objectives, and operational plans are still weak at the human resource level. Using descriptive qualitative method. The purpose of this paper is to map and analyze strategic plans and operational plans in Islamic educational institutions. The results show; First, the strategic plan as an important policy as the basis for making institutional programs in formulating vision, mission and goals by involving stakeholders. Strategic plan as a systematic and formal effort of an institution to clarify the main objectives, policies and strategies. Second, the operational plan as the implementation of the program to achieve the vision, mission and goals in the form of concrete steps in the operation of an Islamic educational institution, and Third, the relationship between the strategic plan and the operational plan is an integral part and cannot be separated in the development of educational institutions. The author can suggest in this paper to involve the perspective of leadership and management elements by accommodating the experiences and problems encountered in managing strategic plans and operational plans in Islamic educational institutions, so that a comprehensive solution can be found.Keywords: Strategic Plan, Operational Plan, Islamic Educational Institution.

APA, Harvard, Vancouver, ISO, and other styles

9

Isaieva, N. І. "Strategic Goal-Setting as a System-Creating Factor of Strategizing the Socio-Economic Development of the Country." Business Inform 3, no. 518 (2021): 6–11. http://dx.doi.org/10.32983/2222-4459-2021-3-6-11.

Full text

Abstract:

The present day strategizing is a single technological complex and a continuous process of creating a National strategy for socio-economic development. The National strategy is a comprehensive document containing the most important directions, mechanisms, methods of public administration, which are based on long-term priorities, goals and objectives of the policy of public authorities. In order to implement the National strategy, documents of the State strategic management system are developed, agreed on long-term socio-economic goals and priorities. Therefore, the creation of a mechanism of goal-setting at the present stage of Ukraine’s development is a key direction in the formation of a strategizing system. The article is concerned with examining the theoretical principles of goal-setting, determining the place and role of strategic goal-setting in the process of strategizing the socio-economic development at the national level. It is substantiated that strategic goal-setting is a system-creating factor of strategizing and a fundamental process of development or actualization of the National strategy and forms a tree of goals consisting of the following mandatory elements: strategic vision, mission, priorities, value, general goal, strategic goals, operational goals. The analysis of problems of goal-setting in the strategies of socio-economic development of Ukraine, including in the regions, is carried out and recommendations for improving the system of strategic goal-setting are proposed. On this basis, the author has developed a comprehensive mechanism of strategic goal-setting for practical use in the process of creating or actualizing the strategies of different levels. The proposed strategic goal-setting mechanism is directed towards taking into account the specifics of an actor of strategizing, defining the conceptual bases for strategizing, formulation and approval of the goal tree in the construction of the National strategy for socio-economic development, and also includes standards for public participation in the process of strategic goal-setting.

APA, Harvard, Vancouver, ISO, and other styles

10

Ketokivi, Mikko, and Xavier Castañer. "Strategic Planning as an Integrative Device." Administrative Science Quarterly 49, no. 3 (September 2004): 337–65. http://dx.doi.org/10.2307/4131439.

Full text

Abstract:

While alleviating the adverse effects of employees' pursuit of their subgroups' goals over organizational goals is important, finding ways to avoid them may be even more important. In this paper, we investigate whether strategic planning can be used to reduce organizational members' position bias, or the extent to which they direct their attention toward the immediate goals and priorities attached to their position. We examine the hypothesis that involving employees in the strategic planning process and communicating the agreed-upon priorities to them afterwards enhance goal convergence by attenuating position bias. We examine these questions in a sample of 164 manufacturing plants from five countries and three industries, where we asked middle-level managers to assess the importance of various organizational goals. We find that participation and communication function as complements to jointly reduce managerial position bias.

APA, Harvard, Vancouver, ISO, and other styles

11

Munksgaard, Kristin Balslev. "Is this network for you or for me? The pursuit of self and collective interests in a strategic network." Journal of Business & Industrial Marketing 30, no. 3/4 (May 1, 2015): 279–89. http://dx.doi.org/10.1108/jbim-12-2012-0245.

Full text

Abstract:

Purpose – This paper aims to contribute by providing a more comprehensive understanding of the inter-relatedness of business goals among firms in strategic networks by exploring the following research question: How do different business goals coexist in networks? When joining a strategic network, firms are likely to pursue goals of self–interest, as well as those of collective interests. Goal formulation and joint network activities provide vital information toward investigating how firms utilize their network for the purpose of accessing, capturing and integrating the efforts of others to achieve their own goals. Design/methodology/approach – The empirical basis is a case study of a strategic network of food producers in Denmark. Twenty qualitative face-to-face interviews with strategic network member firms constitute the empirical data that are analyzed using the software Leximancer. Findings – This research combines the goal formulation and business of a single firm with the collective and joint effort of a strategic network to help broaden our knowledge of how different goals and strategies coexist in networks. A typology of business goals in networks is developed. Appellations of “Achievers”, “Wishers” and “Harvesters” help to characterize the different types of goal formulation strategies in these networks. Research limitations/implications – It is not appropriate to make statistical generalizations based upon this study. Originality/value – This research aims to contribute by providing a more comprehensive understanding of the inter-relatedness of formulated goals, choices and interactions among firms in a strategic network context.

APA, Harvard, Vancouver, ISO, and other styles

12

Lisovska, Lidia, O. Mrykhina, B. Sheremeta, and L. Ivanets. "STRATEGIC GUIDELINES OF REGIONAL MANAGEMENT DEVELOPMENT OF SYSTEMS INTERACTION IN INNOVATIVE PROCESSES OF THE REGION." Journal of Lviv Polytechnic National University. Series of Economics and Management Issues 5, no. 2 (November 1, 2021): 84–97. http://dx.doi.org/10.23939/semi2021.02.084.

Full text

Abstract:

Purpose. The article substantiates the strategic principles of development interaction systems in innovation processes of the region, which includes defining goals on a conceptual basis to ensure the value of interaction, clarifying the composition of subjects and objects of development regional interaction systems, implementation in certain stages. Design/methodology/approach. The goals set in the study were solved using the following general scientific methods: general scientific and special principles and techniques of scientific knowledge in the field of strategic management of innovative development of territories. Semantic analysis, comparative analysis and systematization method were used to carry out the theoretical substantiation of the system of strategic goals of regional development; the method of grouping, factor analysis, the method of structural-logical modeling is used in the development of a set of operational tasks to achieve strategic goals. An abstract-logical method was used to formulate conclusions and theoretical generalization of the results of the study. Findings. The subject of strategic management interaction in the innovation processes of the region is "innovation development", which takes into account the interests and goals of the subjects in the innovation process of the region. Strategic interaction management is carried out by defining goals on a conceptual basis to ensure the value of interaction, which involves the implementation of certain stages. Adherence to the proposed sequence of stages will ensure the required level of interaction value in regional systems for all participants in the innovation process on a strategic basis. The central apex of the "goal tree" is a strategic goal, in our context - ensuring the value of interaction in innovation processes. This strategic goal is deployed in tactical goals that capture large blocks of action to achieve a strategic goal, namely; block of rational use of innovation resources of the region, block of ensuring the usefulness of interaction, block of optimization of the cost of establishing interaction, block of increasing the productivity of innovation processes in the region, block of development of innovation infrastructure of the region. Practical implications. An obligatory stage in the formation of regional cooperation systems is the coordination and harmonization of the interests of potential participants on the basis a rational compromise to achieve the goals of regional development. The specified strategic goal is developed by the authors into tactical goals, which fix large blocks of actions to achieve the strategic goal, namely the block of rational use of innovation resources of the region, the block of ensuring the usefulness of interaction in regional interaction systems, the block of optimizing regional interaction, block of development of innovation infrastructure of the region. The need for improving regional management of the development interaction systems in innovation processes is due not only to its national importance for the development of NIS, but also the economic content - the formation of the economic base and support drivers of social and economic development of regions. It was proved that regional government institutions should fully support the development of the economy on market principles, while assuming the main responsibility for comprehensive overall regulation and strategic planning of economic development and direct support of the innovation process. Originality/value. For each of these blocks of strategic goals, the article substantiates a set of socio-economic tools for implementing tasks in regional interaction systems, which differ in the components of interaction systems, scope, nature of direction, duration, complexity of use, level of consistency, purposes of use, source of funding, direction raising funds. Summarizing the substantiation of strategic goals for interaction systems development in innovation processes of the region, it is necessary to emphasize harmonization and coordination of goals of interaction system formation with goals of innovative development of the region and individual goals for potential participants of interaction systems. After all, the development of interaction systems takes place through the maximum involvement of market stakeholders in cooperation and ensuring the value of their coordinated joint work on innovative projects and programs.

APA, Harvard, Vancouver, ISO, and other styles

13

Федорович, Олег Євгенович, and Юрій Леонідович Прончаков. "СИСТЕМНЕ МОДЕЛЮВАННЯ СТРАТЕГІЧНИХ ЦІЛЕЙ ПІДПРИЄМСТВА, ЩО РОЗВИВАЄТЬСЯ В УМОВАХ ОБМЕЖЕНИХ МОЖЛИВОСТЕЙ." Aerospace technic and technology, no. 2 (April 27, 2020): 53–60. http://dx.doi.org/10.32620/aktt.2020.2.08.

Full text

Abstract:

The task of forming the strategic goals of a developing enterprise is set and solved. The existing approaches mainly related to strategic planning without assessing enterprise reform goals feasibility are analyzed. The global goal of a developing enterprise which is decomposed to the sub-goals of the lower levels resulting in a hierarchical structure of goals is analyzed. The global goal tree is composed in a form of nested sub-goals, each of which corresponds to the direction of modernization and further requires long-term and short-term plans to be created to reform the production system. The decomposition of goals is carried out depending on the constraints of the enterprise. To make decisions on the implementation of the strategic goals of the company the already existing solutions based on the experience of domestic and foreign enterprise development are used. Ready-made solutions can only be used if they already have a positive experience in applying them as a set of measures to be taken and appropriate activities on the modernization of the production process, including production logistics. This allows optimizing the financial costs and reduces the timeline for upgrading. The possible solutions are made in the form of elements of a hierarchical precedent base (HPB) that corresponds to the tree of strategic goals of the developing enterprise. For each node of the strategic goals of the enterprise, a set of potential solutions from the practice of past positive experience is formed. If there is no set of network solutions for the reference point of strategic goals this indicates the need to either search for the new solutions or review of the current sub-goal. Each production upgrade solution requires some costs, lead times, and implementation risks and is formulated as a requirement in the HPB. A purposeful search for ready solutions for modernization is carried out using the method of lexicographic subordination of options. In case if there is no known solution for the modernization of the enterprise, the costs and timeline to fulfill the new goal in the context of increased risk are estimated. After the strategic goals tree is built, the feasibility assessment is performed based on the risk values of the individual goals. Convolution of individual risks is carried out from bottom to top, the content of decisions on individual sub-goals is considered. Also, the costs and timelines for modernization are considered to assess the overall feasibility.

APA, Harvard, Vancouver, ISO, and other styles

14

Kumata, Ellen. "Aligning executive coaching with strategic business goals." Performance Improvement 41, no. 9 (October 2002): 16–19. http://dx.doi.org/10.1002/pfi.4140410907.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Conn, R. W. "Strategic goals and development pathways for fusion." Fusion Engineering and Design 25, no. 1-3 (August 1994): 1–4. http://dx.doi.org/10.1016/0920-3796(94)90048-5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Magaš, Dragan. "Strategic development goals and national tourism policy." Tourism and hospitality management 3, no. 2 (1997): 265–74. http://dx.doi.org/10.20867/thm.3.2.5.

Full text

Abstract:

An unstable tourism policy in Croatian tourism was a consequence of two reasons, in former Yugoslavia: lack of a general concept of tourism development and the relationship in the economic system of that time. Development of a new political environment which eliminates these limiting factors results in some positive effects, but they are insufficient and inappropriate; therefore they are strategic goals of Croatian tourism under consideration. The causes of this situation has been identified in the paper and the necessity of creating a national tourism policy has been pointed out, too. Stress has been laid on the importance of establishing general economic measures to improve economy and tourism as well.

APA, Harvard, Vancouver, ISO, and other styles

17

QINGSEN, LI, and L. ARTEMENKO. "Aproaches to Forming the Company’s Strategic Goals." Scientific Bulletin of the National Academy of Statistics, Accounting and Audit, no. 1-2 (January 11, 2022): 29–35. http://dx.doi.org/10.31767/nasoa.1-2-2021.04.

Full text

Abstract:

Defining the general direction of the organization, namely the vision, mission and its corporate values, is the primary goal of forming strategic goals. Vision of the future of the company is becoming an increasingly important element. Management can develop several alternative strategic scenarios and evaluate them in terms of the organization’s long-term goals. To begin implementing the chosen strategy (or to continue re-validation), management specifies it in terms of actions to be taken in the near future. The article considers the concept of “strategy”, the process of developing a strategy for the company, the importance of the mission and goals for the development of the company, as well as the requirements, compliance with which allows one to develop an optimal strategy for the organization. The model of a choice of the company’s strategic orientation is propose. The steps that allow companies to develop a strategic process are identified.

APA, Harvard, Vancouver, ISO, and other styles

18

Velikikh, K. "STRATEGIC PLANNING AS A MANAGEMENT TOOL." Series: Economic science 7, no. 167 (November 30, 2021): 34–39. http://dx.doi.org/10.33042/2522-1809-2021-7-167-34-39.

Full text

Abstract:

The article analyzes the importance of strategic organizational planning in the management of companies in a competitive market. Strategic planning, considered an important management tool, has come to be used by companies as one of the main assistants in making decisions and achieving their goals. The historical context of strategy and planning, concepts related to the subject, and research conducted by the author are important factors in developing an objective and easy-to-use strategic plan. Strategic planning aims to meet the needs of organizations in an uncertain future, enabling them to effectively address the environmental challenges of this globalized economy in which we live today. Corporate strategic planning provides a clear understanding of the company's purpose in terms of market segment, vertical production, and geographic region. When properly communicated to employees, it inspires trust and safety. A planning goal can be defined as the development of administrative processes, methods and approaches that provide a viable situation for assessing the future implications of current decisions in terms of business goals that will facilitate faster and more consistent decision making in the future. Based on this, we can state that systematic planning tends to reduce the uncertainty associated with the decision-making process, and, consequently, to increase the likelihood of achieving the goals, objectives and goals set for the company. The tool that needs to be used to implement strategic planning is an action plan, which we can define as breaking down each strategy, objectives, and strategic goals of an organization into more detailed plans. The action plan allows the company to apply the proposed planning more effectively, as it breaks down goals into tactical and operational plans, allowing everyone in the company to know their role in achieving the set goals. Based on the above, it can be argued that strategic planning is a fundamental tool for achieving the goals of an organization, especially in light of profound changes in the nature of the business and reforming business strategies, with the strategy itself being the most appropriate action. or the path that must be followed in order to achieve the goals of the organization.

APA, Harvard, Vancouver, ISO, and other styles

19

Rzhevska, N. "STRATEGIC PROGNOSES ACCORDING TO THE STRATEGIG PARTNERSHIP PERSPECTIVES FOR UKRAINE." Actual Problems of International Relations, no. 137 (2018): 4–12. http://dx.doi.org/10.17721/apmv.2018.137.0.4-12.

Full text

Abstract:

The paper focuses on the strategic partnership formation, important strategic goals for the partner-states, reaching of which is not easy in terms of ordinary partnership relations. Such goals can be: providing the economic complex with all the necessary resources (energy, goods, financial, informational); secure and safe access to the vital regions; collective way of safety problem solution (organized crime resistance, illegal migration, drugs and weapon smuggling, aggressive separatism, terrorism). Among the conditions on strategic partnership there is a common view of international relations key problems, as well as, global and regional development. Talking about Ukraine, at the present time it is working on the institutional strengthening of its partnership with the USA. Due to the present situation, euro-atlantic integration is the most appropriate model of behavior for Ukraine. The most important meaning for our state has got the growth of military-technical cooperation with the USA, which is offering direct contracts. This is a security guarantee with is possible only if Ukraine is eligible for NATO membership, where the USA is already a full-fledged member. Not only arming but also economic cooperation with a certain partner, creation of common strategic institutes, are the key strategies. Giving to strategic partnership some new certain meaning depends on the goals and targets which can be reached by its help.

APA, Harvard, Vancouver, ISO, and other styles

20

Grauerholz, Liz, Patrice Lancey, Kristen Schellhase, and Cory Watkins. "Linking Program Assessment to Institutional Goals." Journal of Assessment in Higher Education 1, no. 1 (April 2, 2020): 1–29. http://dx.doi.org/10.32473/jahe.v1i1.117164.

Full text

Abstract:

Integration of major institutional research-based planning and evaluation processes is a mechanism to focus all university constituents on implementing and evaluating strategic initiatives designed to improve institutional quality and effectiveness. While educational program assessment to foster evidence-based improvements is strongly infused in the culture of many universities, drawing intentional connections between program assessment, which primarily focuses on student learning outcomes, and institutional strategic planning, can be challenging for faculty. This paper highlights the assessment work of three diverse disciplines in a large public research institution that have articulated connections between their program’s student learning and program outcomes and elements of the university strategic plan. Case studies are reported to show how program assessment outcomes and measures can be linked. This paper explores the benefits and challenges of explicitly linking outcomes or measures in program assessment to university planning.

APA, Harvard, Vancouver, ISO, and other styles

21

Faris Awaid Al-Otaibi, Aeydh Ahmad Al-Muntasheri, Faris Awaid Al-Otaibi, Aeydh Ahmad Al-Muntasheri. "Educational policies during the era of the Custodian of the Two Holy Mosques King Salman bin Abdulaziz to achieve the vision of the Kingdom of Saudi Arabia 2030: Analytical Study: السياسات التعليمية في عهد خادم الحرمين الشريفين الملك سلمان بن عبد العزيز - حفظه الله - لتحقيق رؤية المملكة العربية السعودية 2030: دراسة تحليلية." مجلة العلوم التربوية و النفسية 6, no. 19 (April 29, 2022): 71–102. http://dx.doi.org/10.26389/ajsrp.s010521.

Full text

Abstract:

This study aimed to identify the educational policies in the era of King Salman bin Abdulaziz to achieve the vision of the Kingdom of Saudi Arabia 2030, by presenting the educational policies that were issued at the level of the Ministry of Education, General Education, and Higher Education. And determining the extent of its relevance to the goals of the Kingdom of Saudi Arabia 2030 vision, and the strategic goals of the Ministry of Education. The study used the descriptive approach in the method of content analysis to describe the educational policies that were issued during the reign of King Salman bin Abdulaziz to achieve the vision of the Kingdom of Saudi Arabia 2030 as stated in official documents and documents. And analyzing it to clarify the extent of its relevance to the goals of the Kingdom of Saudi Arabia 2030 vision, and the strategic goals of the Ministry of Education. The two researchers concluded from this analysis that educational policies during the reign of King Salman bin Abdulaziz were closely related to all axes of the vision of the Kingdom of Saudi Arabia, where the greatest link was in the third axis (an ambitious nation) and its strategic goals, to which all eleven policies were linked with a rate of 0.47%, and then comes after it the second axis (a prosperous economy) and its strategic goals were 9 policies at a rate of 0.37%, and finally the link was with the first axis (a vibrant society) and its strategic goals were 5 policies at a rate of 0.16%. It was also related to all the strategic goals of the vision of the Kingdom of Saudi Arabia except for one goal, where it was highly correlated with five of the strategic objectives of the Ministry of Education, where the third objective achieved (11) recurrences with a rate of 0.19%, the second and fourth goals (10) iterations with a rate of 0.17%, the ninth goal (9) iterations with a rate of 0.15%, and the sixth goal achieved (8) iterations with a rate of 0.14%. Its correlation was moderate to two of the strategic goals of the Ministry of Education, namely, the first and seventh, which were repeated (4) with a rate of 0.07%, while it was weakly linked to two of the strategic goals of the Ministry of Education, as the eighth goal was achieved (3) iterations with a rate of 0.05%, while the fifth goal was not achieved as the number of its repetitions It was (0). Based on the results, the researchers presented a number of recommendations and proposals to strengthen the relationship between the strategic objectives of the Ministry of Education and link them to the objectives of the vision of the Kingdom of Saudi Arabia 2030, the most important of which are: The educational policy should be flexible and take the initiative when there is any need for modification or change in the educational systems to meet the educational problems and the demands and needs of the society, and the Ministry of Education should pay great attention to the education policy document in the Kingdom of Saudi Arabia, in terms of printing and publishing on its website, re-circulating it and drawing attention to it in the educational field.

APA, Harvard, Vancouver, ISO, and other styles

22

Horton, Willie R., and Keith D. Barber. "STRATEGIC FINANCIAL PLANNING - ALIGNMENT WITH BUSINESS PLAN GOALS." Proceedings of the Water Environment Federation 2002, no. 12 (January 1, 2002): 49–62. http://dx.doi.org/10.2175/193864702784163975.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

EMBER, LOI. "EPA sets strategic goals for next five years." Chemical & Engineering News 72, no. 39 (September 26, 1994): 6–7. http://dx.doi.org/10.1021/cen-v072n039.p006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Ewen, Dale, Susan Maurer, and Don Nolen. "LINKING STRATEGIC GOALS TO THE COMMUNITY COLLEGE BUDGET." Community College Journal of Research and Practice 22, no. 6 (January 1998): 607–18. http://dx.doi.org/10.1080/1066892980220603.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Laware, Gilbert W. "STRATEGIC BUSINESS PLANNING Aligning Business Goals with Technology." Journal of Information Systems Management 8, no. 4 (January 1991): 44–49. http://dx.doi.org/10.1080/07399019108965010.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Jung, Chan Su, and Geon Lee. "Goals, Strategic Planning, and Performance in Government Agencies." Public Management Review 15, no. 6 (September 2013): 787–815. http://dx.doi.org/10.1080/14719037.2012.677212.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Mccann, Joseph E., Anna Y. Leon‐guerrero, and Jonathan D. Haley. "Strategic Goals and Practices of Innovative Family Businesses." Journal of Small Business Management 39, no. 1 (January 1, 2001): 50–59. http://dx.doi.org/10.1111/0447-2778.00005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Weber, Paull, Louis Andre Geneste, and Julia Connell. "Small business growth: strategic goals and owner preparedness." Journal of Business Strategy 36, no. 3 (May 18, 2015): 30–36. http://dx.doi.org/10.1108/jbs-03-2014-0036.

Full text

Abstract:

Purpose – This paper aims to identify and empirically test whether growth preparedness and success perceptions are important, discriminating small business owner (SBO) characteristics that influence strategic direction. The intended outcome was to create a strategic typology that resonates with the realities of small business owners, their advisors and policy makers. Design/methodology/approach – Empirical data were collected online and by postal survey from 340 small businesses from multiple industry sectors across Australia. Analysis is correlational resulting in the development of a 2 × 2 matrix of strategy types. Findings – This paper provides evidence that although a majority of SBOs are not preparing for growth, many still perceive their business as successful. Further, the empirical data demonstrate that growth preparedness and perceived success can be used to classify SBOs into distinct strategic types. While the categories developed show some similarities with the Miles and Snow (1978) typology, they also highlight divergent qualities. Consequently, this paper identifies circumstances where small business strategy must be treated differently from the larger enterprises for which the Miles and Snow typology was developed. Practical implications – By providing a concise tool for inclusion in surveys, researchers and practitioners can identify varying strategic types within their own targeted business cohorts. Originality/value – The growth/success matrix is original, the value for policy makers and other professionals assisting and supporting SBOs lies in its simplicity as a tool for identifying strategic types in any small business population. Specifically, the matrix provides a valid and reliable empirical analysis tool where none previously existed.

APA, Harvard, Vancouver, ISO, and other styles

29

Fraifeld, Eduardo M. "Communication and Strategic Goals, Planning for Our Future." Pain Medicine 11, no. 4 (April 2010): 477–79. http://dx.doi.org/10.1111/j.1526-4637.2010.00831.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Ito, Yoshihiro. "Strategic goals of quality costing in Japanese companies." Management Accounting Research 6, no. 4 (December 1995): 383–97. http://dx.doi.org/10.1006/mare.1995.1027.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Bezverkhnia, Yu. "STRATEGIC GOALS OF IMPLEMENTING MANAGEMENT ACCOUNTING IN ENTERPRISES." Scientific papers OF DMYTRO MOTORNYI TAVRIA STATE AGROTECHNOLOGICAL UNIVERSITY (ECONOMIC SCIENCES) 42 (2020): 220–25. http://dx.doi.org/10.31388/2519-884x-2020-42-220-225.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Kazantsev, S. V. "STRATEGIC GOALS AND SECURITY OF THE RUSSIAN FEDERATION." Развитие и безопасность, no. 3 (2021): 15–31. http://dx.doi.org/10.46960/2713-2633_2021_3_15.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Chen, Patricia, Joseph T. Powers, Kruthika R. Katragadda, Geoffrey L. Cohen, and Carol S. Dweck. "A strategic mindset: An orientation toward strategic behavior during goal pursuit." Proceedings of the National Academy of Sciences 117, no. 25 (June 10, 2020): 14066–72. http://dx.doi.org/10.1073/pnas.2002529117.

Full text

Abstract:

Many attractive jobs in today’s world require people to take on new challenges and figure out how to master them. As with any challenging goal, this involves systematic strategy use. Here we ask: Why are some people more likely to take a strategic stance toward their goals, and can this tendency be cultivated? To address these questions, we introduce the idea of a domain-general “strategic mindset.” This mindset involves asking oneself strategy-eliciting questions, such as “What can I do to help myself?”, “How else can I do this?”, or “Is there a way to do this even better?”, in the face of challenges or insufficient progress. In three studies (n= 864), people who scored higher on (or were primed with) a strategic mindset reported using more metacognitive strategies; in turn, they obtained higher college grade point averages (GPAs) (Study 1); reported greater progress toward their professional, educational, health, and fitness goals (Study 2); and responded to a challenging timed laboratory task by practicing it more and performing it faster (Study 3). We differentiated a strategic mindset from general self-efficacy, self-control, grit, and growth mindsets and showed that it explained unique variance in people’s use of metacognitive strategies. These findings suggest that being strategic entails more than just having specific metacognitive skills—it appears to also entail an orientation toward seeking and employing them.

APA, Harvard, Vancouver, ISO, and other styles

34

Hadijaya, Yusuf, Inom Nasution, and Suhairi Suhairi. "Implementation of the Balanced Score Card to Achieve Strategic Goals in the State Islamic Religious Colleges." Jurnal Pendidikan Islam 7, no. 2 (January 18, 2019): 281–301. http://dx.doi.org/10.14421/jpi.2018.72.281-301.

Full text

Abstract:

Performance Management in State Islamic Religious Colleges (PTKIN) Indonesia are still often ignoring the identification of stakeholders and the primary performance indicator of management measurement goal. The Balanced Score Card (BSC) as a management approach translates the direction of Higher Education developing into an action based on the initiatives identity number and management measurement goal systems. In the context aims to determine the implementation of the Balanced Score Card at PTKIN with four perspectives which are connected as part of the chain driving to achieve the strategic point of Higher Education and performance of higher education results model. This research is qualitative research with the technique of data collection on observation, in-depth interviews, and documentation. The results paper shows that the Balanced Score Card is the performance integrating on management system at UIN Jakarta, UIN Yogyakarta, and UIN North Sumatera through the making of Score Cards with the processing of strategy maps to achieve its strategic point of higher education objectives. The Map Strategy is preparing as a companion model for its BSC implementation management goal of Higher Education. Keywords: Balanced Scorecard, Strategic Objectives, Initiatives, and Performance Indicators Abstrak Manajemen Kinerja di banyak Perguruan Tinggi Keagamaan Islam Negeri (PTKIN) di Indonesia masih sering mengabaikan identifikasi stakeholders dan sistem pengukuran indikator kinerja utama. Balanced Score Card (BSC) sebagai sebuah pendekatan manajemen menerjemahkan arah pengembangan Perguruan Tinggi pada aksi yang dilandasi oleh identifikasi inisiatif dan sistem pengukuran. Dalam konteks ini, penelitian ini bertujuan untuk mengetahui implementasi Balanced Score Card di PTKIN dalam empat perspektif yang dihubungkan sebagai bagian dari rantai pendorong untuk mencapai tujuan-tujuan strategis dan hasil capaian kinerja. Penelitian ini merupakan penelitian kualitatif dengan teknik pengumpulan berupa observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa BSC diintegrasikan dalam sistem manajemen kinerja di UIN Jakarta, UIN Yogyakarta, dan UIN Sumatera Utara melalui pembuatan score cards dan/atau peta strategi dalam mencapai tujuan-tujuan strategis. Kata Kunci: Balanced Score Card, Tujuan Strategies, Inisiatif, dan Indikator Kinerja

APA, Harvard, Vancouver, ISO, and other styles

35

Donkor, Jacob, George Nana Agyekum Donkor, Collins Kankam-Kwarteng, and Eunice Aidoo. "Innovative capability, strategic goals and financial performance of SMEs in Ghana." Asia Pacific Journal of Innovation and Entrepreneurship 12, no. 2 (August 13, 2018): 238–54. http://dx.doi.org/10.1108/apjie-10-2017-0033.

Full text

Abstract:

Purpose This paper aims to investigate the moderating role of innovation capability and strategic goals in the financial performance of small- and medium-scale enterprises (SMEs) in Ghana. Design/methodology/approach Innovative capabilities and strategic goals in SMEs and their influence on financial performance were recognized and briefly debated according to the existing literature. Hypotheses were tested on research data on 340 SMEs in Ghana, which were conveniently selected. Finally, quantitative analysis was done, followed by a discussion of the research findings. Findings Results from the study have proved that strategic goals have a strong positive relationship with financial performance. Also, there is a strong, positive and highly significant impact innovative capacity has on financial performance. Finally, the study found that innovative capability moderates the relationship between strategic goals and financial performance. It showed that at high levels of innovative capacity, high levels of strategic goals boost financial performance massively. Research limitations/implications The findings are limited to SMEs in Ghana. Researchers should study why SMEs may not pursue any innovation capability activities as they have positive impact on their financial performance. They may also focus on strategic goals and financial performance. Practical implications The study shows a necessity for longer-term innovation perspectives and a higher level of the importance of the application and assessment of strategic goals. Business owners and caretakers need greater awareness about the importance of innovation capability and strategic goals and their influence on the overall financial performance of SMEs. This will help them to adopt right innovate procedures for their businesses. Originality/value One of few research works to examine innovation capability and strategic goals on the financial performance of SMEs in a developing country.

APA, Harvard, Vancouver, ISO, and other styles

36

Sycheva, S. M., and T. B. Shramchenko. "ROLE OF THE BALANCED SCORECARD IN PROJECT-ORIENTED ORGANIZATIONS." Vestnik Universiteta, no. 2 (April 23, 2020): 148–55. http://dx.doi.org/10.26425/1816-4277-2020-2-148-155.

Full text

Abstract:

The concepts of “balanced scorecard”, “project-oriented organization” have been revealed. The role of a balanced scorecard in the development of the organization, including a project-oriented one, which connects the points between such elements of strategy as overall picture, mission (our goal), vision (what we strive for), core values (what we believe), strategic areas (topics, results and / or goals) and more operational elements such as goals (continuous improvement actions), indicators (or key performance indicators or KPIs that track strategic effectiveness), goals (desired level of performance) and initiatives (projects, which help you achieve your goals), has been shown.

APA, Harvard, Vancouver, ISO, and other styles

37

Ehsan Allah Zeyghami, Hossein Kheyraie, S. Mohammad Mirhosseini,. "PROPOSING A COMPREHENSIVE PORTFOLIO MANAGEMENT MODEL FOR CONTRACTOR COMPANIES IN CONSTRUCTION INDUSTRY USING MULTI-CRITERIA DECISION-MAKING TECHNIQUES AND FUZZY LOGIC." INFORMATION TECHNOLOGY IN INDUSTRY 9, no. 1 (March 10, 2021): 569–80. http://dx.doi.org/10.17762/itii.v9i1.172.

Full text

Abstract:

Project portfolio management is an integrated way to achieve the strategic goals of the organization through the evaluation, prioritization, selection and management of projects, plans and other related tasks based on their involvement in the organization’s strategies and goals. Contractor companies in construction industry, that have different strategic goals and projects, always face high uncertainties in their projects; But they all have one thing in common, which it is not possible for them to implement all projects at the same time due to the limitations of resources (financial resources, human resources, equipment and machinery); Therefore they should try to achieve their strategic goals by identifying, evaluating, prioritizing and selecting the right projects by using portfolio management processes. Mentioning this necessity, this paper aims to provide a comprehensive and realistic model for portfolio management of contractor companies in construction industry. So that each construction company with its unique strategic goals and constraints, can apply it. The proposed model has three basic steps of project identification, evaluation and selection; In the first step, all the organization’s strategic goals, criteria and projects of the organization are identified, then in the second step, using a combination of AHP and SAW methods and fuzzy logic, a multi-objective decision problem to prioritizing projects based on goals (Each goal represents a group) is addressed; finally in the third stage, using the event tree (ET) method, all possible scenarios from the project’s combinations (probable portfolios) are identified and according to the limitations and points of each scenario , the best scenarios are selected.

APA, Harvard, Vancouver, ISO, and other styles

38

Shahsiahi, Mahdi, and Amirreza Naghsh. "Developing the human resource strategies with the approach to Strategic Reference Points (SRP) (Case Study: The Civil Deputy of the Isfahan Municipality)." Problems and Perspectives in Management 16, no. 1 (March 13, 2018): 232–44. http://dx.doi.org/10.21511/ppm.16(1).2018.23.

Full text

Abstract:

Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with an approach to strategic reference point (SRP) in Deputy of Civil Affairs of Isfahan Municipality via a hybrid (qualitative and quantitative) method. The model adopted in this research was based on the integrated model proposed by Bamberger and Meshoulam. In the qualitative part, purposive sampling was used to achieve data saturation, while census method was utilized in the quantitative part. The quantitative data was collected via a descriptive survey approach through two researcher-constructed questionnaires, while qualitative data was collected via interviews. Following the analysis of the obtained data, strategic coordinates of the jobs were determined and appropriate strategic model for each set of the jobs was identified. Research findings showed that paternal strategies are appropriate for management, technical, and specialized jobs, secondary strategies are suitable for administrative jobs, and contractor strategies well fit to servicing jobs. Finally, as components of a framework for achieving organizational goals, strategic goals, human resource strategies, and human resource subsystems (human resource supply, performance evaluation and rewards, employee relations) were developed.

APA, Harvard, Vancouver, ISO, and other styles

39

Lobova, Е. S., and L. N. Mamaeva. "Methodological Basis for Shaping Metrics of Strategic Management by the Enterprise in View of Low-Carbon Economy Concept." Vestnik of the Plekhanov Russian University of Economics, no. 2 (April 13, 2022): 57–64. http://dx.doi.org/10.21686/2413-2829-2022-2-57-64.

Full text

Abstract:

The concept of sustainable development is still one of the most topical and debatable. To attain goals set at the UN conference is an objective of the adequate strategic planning in the enterprise work. For enterprises functioning in complicated multi-level social and economic systems this aim requires a new look at the system of indicators. The article studies the system of strategic management of gas industry enterprises. The goal of the research is to build a methodological foundation necessary to implement the concept of green economy in metrics of strategic management of the enterprise. In the process of attaining the set goal the following tasks were resolved: to review key lines of implementing the concept of sustainable development, to substantiate the choice of the green economy concept as a methodological foundation for strategic planning at the gas industry enterprise, by using the correlation analysis to identify the principle indicators of evaluating effectiveness of strategic management. The authors substantiated the use of the green economy concept in the context of setting goals for the low-carbon development of the country. The indicators of estimating ecological effectiveness were adapted to characteristics of sectoral production, the system of social-ecologic and economic indicators was devised, which can be used as indicators of reaching goals of sustainable development in line with strategic planning of the enterprise work.

APA, Harvard, Vancouver, ISO, and other styles

40

CHERNOVA, Olga, Ludmila MATVEEVA, and Elena MIKHALKINA. "The Methodology for the Evaluation of Youth Economic Potential: Revealing the Resources for Regional Development." Journal of Advanced Research in Law and Economics 11, no. 1 (March 31, 2020): 246. http://dx.doi.org/10.14505//jarle.v11.1(47).29.

Full text

Abstract:

Among the goals of strategic development in Russia and its regions the main one to be mentioned refers to the task of reaching the trajectory of breakthrough economic growth on an innovative basis. Following this discussion, the goal of the paper is to formulate theoretical and methodological approaches, concepts and tools for assessing the condition and goal-oriented basis of the economic potential of young people as a strategic resource for the regional development. The research provides a conceptual and terminological representation of the multicomponent category ‘the economic potential of the youth of the region’. It also describes a conceptual model of its structural and functional composition and develops and verifies the methods of element-by-element assessment of their potential in the context of achieving tactical and strategic goals of regional development. Finally, the paper proposes the options or creating a roadmap in order to increase the economic activity of young people and a strategic map for the implementation of youth policy in the region from the standpoint of strategic goal-setting.

APA, Harvard, Vancouver, ISO, and other styles

41

Smith, John Milton, Olive Schmidenberg, and Des Klass. "Strategic planning, strategic goals and group decision support systems: a Business School case study." International Journal of Technology Management 17, no. 1/2 (1999): 173. http://dx.doi.org/10.1504/ijtm.1999.002711.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Tyugaev, Aleksey Romanovich. "Creation of staff involvement as part of the strategic human resource management in a company." Laplage em Revista 6, Extra-B (December 24, 2020): 256–60. http://dx.doi.org/10.24115/s2446-622020206extra-b668p.256-260.

Full text

Abstract:

Based on the analysis of the literature, the system of strategic effective management of the company was studied. It is noted that the implementation of the strategic goals by an organization can only be achieved through forming a common goal for all participants and staff involvement. Tools for the formation of employee engagement are proposed. Thanks to SPMS, employees and managers understand mutual expectations, thus reducing the number of conflict situations and ambiguous understanding of everyone's job responsibilities. The decrease in staff turnover, the growth of the customer satisfaction index, and the active participation of employees in a store’s projects make it possible to assess staff involvement. SPMS allows establishing the relationship between the strategic goals of the company with the daily functional responsibilities of staff, involving employees in the phased implementation of the strategy, giving importance to the work of each employee, and determining their contribution to the implementation of strategic goals.

APA, Harvard, Vancouver, ISO, and other styles

43

Nurfadillah, Ni'mah, Ahmad Sarbini, and Herman Herman. "Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah." Tadbir: Jurnal Manajemen Dakwah 4, no. 2 (June 30, 2019): 115–32. http://dx.doi.org/10.15575/tadbir.v4i2.1827.

Full text

Abstract:

ABSTRAK Penelitian ini bertujuan untuk mengetahui manajemen strategik Bimbingan Manasik Haji KBIH Masjid Raya Bandung melalui tahapan perumusan strategi, pelaksanaan strategi dan evaluasi strategi untuk meningkatkan kualitas jemaah calon haji. Agar didapatkan data yang valid penelitian ini menggunakan metode deskriptif dengan teknik pengumpulan data wawancara, observasi, dan analisis dokumen. Hasil penelitian menunjukkan bahwa manajemen strategik Bimbingan Manasik Haji di KBIH Masjid Raya Bandung yaitu melakukan pengembangan visi, misi dan tujuan untuk menjadikan jemaah haji yang mandiri, dengan melakukan Bimsik Haji yang memfokuskan terhadap teori dan praktik. Pada pelaksanaan strategi, bimsik dilakukan semaksimal mungkin oleh para pembimbing yang ahli di bidangnya. Prosedur yang dijalankan oleh KBIH Masjid Raya Bandung dimulai dari pendaftaran sampai dengan pelaksanaan ibadah haji (bimbingan di tanah air, di Arab Saudi dan pasca ibadah haji yang dikumpulkan melalui wadah Jamiatul Hujjaj). Tahapan manajemen strategik dilakukan untuk membantu KBIH menjadikan jemaah haji berkualitas. Kata Kunci: Manajemen, Strategik, Manasik, Kualitas, Jemaah ABSTRACT This study aims to determine the strategic management of the Hajj Ritual Guidanceby KBIH Bandung Great Mosque through the stages of strategy formulation, strategy implementation and strategy evaluation to enhance the quality of prospective pilgrims. In order to obtain a valid data, this study uses descriptive methods with interview, observation and document analysistechniques for collecting the data. The results shows that the strategic management of Hajj Ritual Guidance in KBIH Masjid Raya Bandung is to develop a vision, mission and goals to make an independent pilgrims, by conducting Hajj Ritual Guidancethat focuses on theory and practice. In the implementation of the strategy, Hajj Ritual Guidance carried out as much as possible by the supervisors who are experts in their fields. The procedure that is carried out by the KBIH Bandung Great Mosque starts from registration to the implementation of the pilgrimage (guidance in the homeland, in Saudi Arabia and after the pilgrimage collected through the Jamiatul Hujjajorganisation). The stages of strategic management are carried out to help KBIH make qualified pilgrims. Keywords : Management, Strategic, Manasik, Quality, Pilgrims.

APA, Harvard, Vancouver, ISO, and other styles

44

Sturges, Keith. "Building Consensus in (Not so) Hostile Territory: Applying Anthropology to Strategic Planning." Practicing Anthropology 35, no. 1 (December 31, 2012): 35–39. http://dx.doi.org/10.17730/praa.35.1.2917006j588627g2.

Full text

Abstract:

Thanks to the Reagan era's emphasis on justifying programs that had been established to serve the public good, goal-oriented planning has become somewhat ubiquitous. Strategic planning is a multistep process that involves several key elements. First, it is strategic; it depicts a coordinated and systematic process for optimizing available resources. It also presents a framework for aligning an organization's purposes, goals, and objectives. Ideally, that framework increases the likelihood that objectives and activities associated with them are measurable and communicated effectively to stakeholders and that initiatives are feasible given available resources. Strategic planning designed to establish organizational goals and to create processes for achieving them often overlooks the potential strengths of stakeholder collaboration. Applied anthropology can make considerable contributions to strategic planning for non-profit organizations.

APA, Harvard, Vancouver, ISO, and other styles

45

Tambovtsev, V., and M. Umbetaliev. "Strategic Benchmarking of the Republic of Kazakhstan." Voprosy Ekonomiki, no. 5 (May 20, 2012): 45–52. http://dx.doi.org/10.32609/0042-8736-2012-5-45-52.

Full text

Abstract:

The question of gaining strategic goals of the country's development during the process of economic modernization is studied in the article. To evaluate and proof the goals performability the benchmarking method is used. Being applied to Kazakhstan case, it demonstrates that for the midterm goals Oman and the United Arab Emirates can be stated as the benchmarks, and for the long-term goals — Norway, Australia and Canada. On the whole, the analysis shows the great potential of the strategic benchmarking method to work out the modernization policy for relevant countries.

APA, Harvard, Vancouver, ISO, and other styles

46

Hudson Jr., SwintonW. "BUSINESS CULTURE: COMPREHENSIVE ANALYSIS AND IMPACT ON STRATEGIC GOALS." International Journal of Advanced Research 4, no. 8 (August 31, 2016): 661–65. http://dx.doi.org/10.21474/ijar01/1260.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

HudsonJr., SwintonW. "BUSINESS CULTURE: COMPREHENSIVE ANALYSIS AND IMPACT ON STRATEGIC GOALS." International Journal of Advanced Research 4, no. 8 (August 31, 2016): 661–65. http://dx.doi.org/10.21474/ijar01/1261.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

McDowell, Robert. "The strategic goals program: impacting the metal-finishing industry." Metal Finishing 96, no. 3 (March 1998): II. http://dx.doi.org/10.1016/s0026-0576(97)83004-8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Grady Rainville, Barbara. "Strategic Outsourcing with Contract Research Organizations: Targeting Corporate Goals." Drug Information Journal 36, no. 1 (January 2002): 77–81. http://dx.doi.org/10.1177/009286150203600112.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Levasseur, Robert E. "People Skills: Implementing Strategic Goals—A Change Management Perspective." Interfaces 39, no. 4 (August 2009): 370–72. http://dx.doi.org/10.1287/inte.1090.0439.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Strategic goals'

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