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Journal articles on the topic 'Strategic implementation'

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Published: 4 June 2021
Last updated: 8 February 2022

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1

Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit
2

Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (June 18, 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.
3

Paisittanand, Sineenad, L. A. Digman, and Sang M. Lee. "Strategic Implementation Effectiveness." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 2010): 55–81. http://dx.doi.org/10.4018/jsita.2010040104.

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The creation and the use of knowledge have been regarded as important issues for management. A wide range of studies have investigated this topic during the last decade. Notwithstanding these contributions, little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy implementation literature, two aspects of knowledge capabilities in an organization and their effect on strategy implementation effectiveness are investigated; knowledge process capabilities (KPC) and knowledge infrastructure capabilities (KIC). This study hypothesized that KPC affects strategy implementation effectiveness (SIE) and that KPC affects KIC. The third hypothesis proposed the effect of KIC on SIE by examining the mediating role played by KIC in linking KPC and SIE. 1,321 middle-managers were sent questionnaires via electronic mail and 162 were returned. The findings indicated the presence of a mediation effect of KIC on the relationship between KPC and SIE. This study provides guidelines for middle-managers to better understand how to develop activities of KPC and KIC for SIE. In this study, the authors enhance understanding of the strategic importance of knowledge in an organization, especially in the area of strategy implementation.
4

Bergadaà, Michelle. "Strategic Decisions and Implementation." Journal of Business Research 45, no. 2 (June 1999): 211–20. http://dx.doi.org/10.1016/s0148-2963(97)00225-7.

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5

Sisle, Mitch. "Strategic Plan Implementation Begins." SIMULATION 61, no. 4 (October 1993): 256. http://dx.doi.org/10.1177/003754979306100408.

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6

Harafonova, O. I., and R. V. Yankovoi. "IMPLEMENTATION OF STRATEGIC ALTERNATIVES AND STRATEGIES FOR CHANGES TO ENTERPRISES UNDER CRISIS CONDITIONS." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 57–60. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-57-60.

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7

Mišanková, Mária, and Katarína Kočišová. "Strategic Implementation as a Part of Strategic Management." Procedia - Social and Behavioral Sciences 110 (January 2014): 861–70. http://dx.doi.org/10.1016/j.sbspro.2013.12.931.

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8

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.

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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.
9

Graham, Lou, and Lance B. Eliot. "Strategic Tips for Case Implementation." Information Systems Management 13, no. 2 (January 1996): 86–88. http://dx.doi.org/10.1080/10580539608906994.

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10

Rapert, Molly Inhofe, Anne Velliquette, and Judith A. Garretson. "The strategic implementation process: evoking strategic consensus through communication." Journal of Business Research 55, no. 4 (April 2002): 301–10. http://dx.doi.org/10.1016/s0148-2963(00)00157-0.

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11

Latifah, Erlin, Yusuf Zaenal Abidin, and Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat." Tadbir: Jurnal Manajemen Dakwah 2, no. 1 (March 30, 2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.

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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.
12

Ekowati, Dian. "Pengaruh Implementasi Quality Management System ISO 9001:2000 terhadap Kinerja Rumah Sakit Duren Sawit." Kesmas: National Public Health Journal 2, no. 3 (December 1, 2007): 127. http://dx.doi.org/10.21109/kesmas.v2i3.268.

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Upaya organisasi meningkatkan produksi jasa pelayanan kesehatan melalui implementasi Quality Management System ISO 9001:2000 secara sistematis, menyeluruh dan sinambung seharusnya mampu menampilkan kinerja yang efektif dan efisien. Penelitian ini bertujuan untuk memperoleh gambaran mengenai peran implementasi QMS ISO 9001:2000 terhadap kinerja Rumah Sakit Duren Sawit yang akan diukur melalui pendekatan kerangka strategis Balanced Scorecard serta identifikasi kesenjangan dalam organisasi untuk menganalisis kesiapan implementasi manajemen strategis Balanced Scorecard di Rumah Sakit Duren Sawit. Hasil penelitian menggambarkan bahwa melalui pemahaman dan implementasi yang QMS ISO 9001:2000 konsistensi, Rumah Sakit Duren Sawit mampu menghasilkan kinerja organisasi yang efektif dan efisien. serta berhasil menganalisis kesiapan Rumah Sakit Duren Sawit untuk mengimplementasikanmanajemen strategis Balanced Scorecard melalui identifikasi kesenjangan dalam mengumpulkan sumber informasi untuk mengukur indikator-indikator hasil yang merupakan rambu-rambu bagi keberhasilan pencapaian sasaran strategis organisasi.Kata kunci : QMS ISO 9001:2000, kerangka strategi, balance scorecardAbstractThe organization effort to improve health care service production through implementation of Quality Management System ISO 9001:2000 in a systematic, comprehensivelyand continuously should results in effective and efficient performance. This study objective is to observe the role of Quality Management System ISO 9001:2000 implementation on performance of Duren Sawit Hospital measured by Balance Scorecard strategic frame approach to analyze the readinessof the hospital to implement Balance Scorecard strategic management. The study results show that through understanding and consistent implementation of QMS ISO 9001:2000 Duren Sawit Hospital can produce effective and efficient organization performance. This study also provide analysis on the readiness of Duren Sawit Hospital to implement Balance Scorecard strategic management and identify the gaps of sources of information to measure indicators toachieve organization strategic objectives.Keywords : QMS ISO 9001:2000, strategic frame, balance scorecard
13

Teguh Widayanto, Mutinda, Dedi Joko Hermawan, Junaidi, and Mohammad Natsir. "Implementasi Manajemen Strategik dan Hubungannya Dengan Keberlangsungan (Going Concern) Usaha." SKETSA BISNIS 7, no. 2 (December 30, 2020): 72–83. http://dx.doi.org/10.35891/jsb.v7i2.2306.

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This research analyze how far The Micro, Small and Medium Enterprises (MSME) implement Strategic Management in their business and to examine the relationship between Strategic Management Implementation and Business Going Concern. The population is the MSMEs in Probolinggo Regency, and the sample selection uses purposive sampling. The Hypothesis Testing is to see the relationship between Strategic Management Implementation and Going Concern using the Structural Equation Model (SEM) approach based on Partial Least Square (PLS). The results show that the level of Strategic Management Implementation is at a high level, while the results of statistical tests show that there is a significant positive effect between Strategic Management Implementation and Business Going Concern. Refers to this reseach, the effort to enhance the MSMEs understanding on Strategic management should be done in order they could maintain and surviving their business. _________________________________________________________________ Penelitian ini menganalisis sejauh mana UMKM mengimplementasikan Manajemen Strategik dalam aktivitas usaha mereka dan menguji bagaimanakah hubungan antara Implementasi Manajemen Strategik dengan Keberlangsungan (Going Concern) Usaha. Populasi penelitian ini adalah UMKM yang ada di Kabupaten Probolinggo, purposive sampling adalah metode pemilihan sampel yang digunakan yaitu dilakukan dengan pertimbangan kriteria tertentu. Pengujian Hipotesis untuk melihat hubungan Implementasi Manajemen Strategik dengan Keberlangsungan (Going Concern) Usaha dilakukan dengan pendekatan SEM (Structural Equation Model) berbasis PLS (Partial Least Square). Hasil penelitian menunjukkan bahwa tingkat Implementasi Manajemen Strategik berada pada kategori tinggi, hasil uji statistik menunjukkan bahwa terdapat pengaruh positif yang signifikan antara Implementasi Manajemen Strategik dengan Keberlangsungan (Going Concern) Usaha.
14

Kurniawan, Asep, A. Bachrun Rifa'i, and Arif Rahman. "Manajemen Strategik Pondok Pesantren dalam Pengkaderan Da’i Berkualitas." Tadbir: Jurnal Manajemen Dakwah 1, no. 1 (March 30, 2016): 51–68. http://dx.doi.org/10.15575/tadbir.v1i1.127.

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Penelitian ini menjelaskan manajemen strategik (formulasi, implementasi serta evaluasi strategi) pada Pondok Pesantren Terpadu Darussyifa Al-fitroh dalam rangka menyiapkan kader da’i yang berkualitas. Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara. Penelitian ini menemukan bahwa keputusan strategi Pondok Pesantren Terpadu Darussyifa Al-fitroh adalah mendukung kebijakan pertumbuhan yang agresif yang diformulasikan dalam strategi utama berupa pertumbuhan terkonsentrasi, berdasarkan analisis lingkungan internal dan eksternalnya, juga implementasi yang terkoordinir, baik dalam (struktural, kepemimpinan maupun budaya), disertai program, anggaran dan prosedur pelaksanaan yang jelas. Serta tingkat evaluasi strategi yang intensif sehingga inovasi dan pengendalian strategi selalu sesuai dengan tuntutan dan perubahan zaman. Sehingga dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Terpadu Darussyifa Al-fitroh telah di jalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya menyiapkan kader da’i berkualitas. This study explains strategic management (the formulation, implementation and evaluation of strategies) at Darussyifa Al-fitroh Integrated Islamic Boarding School in order to prepare qualified da'i cadres. The method used in this research is descriptive method, data collection is done using observation techniques, documentation studies and interviews. This study found that the strategic decision of Darussyifa Al-fitroh Integrated Islamic Boarding School was to support aggressive growth policies formulated in the main strategy of concentrated growth, based on internal and external environmental analysis, as well as coordinated implementation, both in (structural, leadership and cultural), accompanied by clear programs, budgets and implementation procedures. As well as an intensive level of strategy evaluation so that innovation and strategy control are always in accordance with the demands and changing times. So it can be concluded that strategic management at Darussyifa Al-fitroh Integrated Islamic Boarding School has been run well and shows significant success in the effort to prepare qualified da'i cadres.
15

정은정. "The role of strategic human resource development in strategic implementation of strategic management." Korean Journal of Human Resource Development Quarterly 15, no. 3 (August 2013): 1–27. http://dx.doi.org/10.18211/kjhrdq.2013.15.3.001.

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16

Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.
17

Rose, Kenneth H. "A Strategic-Oriented Implementation of Projects." Project Management Journal 45, no. 5 (September 15, 2014): e4-e4. http://dx.doi.org/10.1002/pmj.21453.

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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (June 2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.

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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.
19

Yen, David C., H. Joseph Wen, Binshan Lin, and David C. Chou. "Groupware: a strategic analysis and implementation." Industrial Management & Data Systems 99, no. 2 (March 1999): 64–70. http://dx.doi.org/10.1108/02635579910243879.

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20

Ursell, Jan. "Strategic alliances: Formation, implementation and evolution." Long Range Planning 26, no. 2 (April 1993): 130–31. http://dx.doi.org/10.1016/0024-6301(93)90148-9.

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21

Hasanudin, Hasanudin, Dadang Kusnawan, and Dewi Sadiah. "Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter." Tadbir: Jurnal Manajemen Dakwah 4, no. 3 (September 30, 2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.

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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter. This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.
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Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.

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The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.
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Chenoy, Neville C., Mary Jean Morrison, and Donald R. Carlow. "A Process for Implementation of the Strategic Plan: From Strategic Planning toward Strategic Management." Healthcare Management Forum 4, no. 3 (October 1991): 20–26. http://dx.doi.org/10.1016/s0840-4704(10)61251-3.

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O’Regan, Nicholas, and Abby Ghobadian. "Formal strategic planning." Business Process Management Journal 8, no. 5 (December 1, 2002): 416–29. http://dx.doi.org/10.1108/14637150210449102.

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The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.
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Akymenko, O. Y., A. S. Petrovskaya, and M. B. Zholobetska. "SYNERGETIC APPROACH TO THE IMPLEMENTATION OF “GREEN” ECONOMY STRATEGIC PRIORITIES." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 1(9) (2017): 19–23. http://dx.doi.org/10.25140/2410-9576-2017-2-1(9)-19-23.

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Awaliah, Dewi, Arif Rahman, and Dadang Kuswana. "Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur." Tadbir: Jurnal Manajemen Dakwah 5, no. 4 (December 31, 2020): 337–56. http://dx.doi.org/10.15575/tadbir.v5i4.2125.

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Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal. This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.
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Soliman, Marwa Ahmed. "Towards Strategic Planning Implementation for Egyptian Cities." Academic Research Community publication 2, no. 3 (December 18, 2018): 247. http://dx.doi.org/10.21625/archive.v2i3.363.

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Strategic urban planning plays a real and significant role in the development of urban areas around the world. It helps mitigate the loss of lands and especially divert urban growth away from “agriculture lands”. It provides for improved and equal urban services and utilities as well as enhances local economics, livability and sustainability. This paper explores the importance of strategic planning and its role in sustainable development in addition to the importance of its implementation process. Case studies in Egypt are presented through a questionnaire with the local government with a group of 19 cities. We find that there are many problems associated with the implementation process, which have prevented the conversion of these plans into a reality. The aim of this paper is to illustrate the concept of strategic planning and its process and to explain how Egypt is dealing with it. Secondly, this research aims to suggest a new implementation system that can solve the main implementation system’s problems in Egypt. In conclusion, the paper identifies, through statistics, the perspectives of local government staff in Egypt about the preparation and implementation of the strategic plans, including proposed solutions and the opportunity of community participation.
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Soliman, Marwa Ahmed. "Towards Strategic Planning Implementation for Egyptian Cities." International Journal of Environmental Science & Sustainable Development. 2, no. 2 (January 31, 2018): 99. http://dx.doi.org/10.21625/essd.v2i1.171.

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Strategic urban planning plays a real and significant role in developing the urban areas worldwide, as It helps in mitigating the loss of lands, especially in diversion of urban growth away from the “agricultural lands,” It provides better urban services and utilities, in terms of quality, and enhances local economy, livability and sustainability. This paper explores the importance of strategic plans and their role in sustainable development, in addition to the importance of the implementation process. A questionnaire with the local authorities for a group of 19 cities was implemented. The case studies for the planning of such cities have been started since more than 4 years. It has been found that there are many implementation problems that prevents the conversion process and making the plan into reality. The aim of this paper is represented in two points. First, to illustrate the concept of the strategic planning process and how Egypt deals therewith. Second, to suggest a new implementation system which can solve the main implementation problems in Egypt.In conclusion, the paper identifies, through statistics, the perspectives of local government staff in Egypt towards the preparation and implementation of the strategic plans, including proposed solutions for problem treatment, and the opportunity of community participation.
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Ahmed Soliman, Marwa. "Towards Strategic Planning Implementation for Egyptian Cities." International Journal of Environmental Science & Sustainable Development 2, no. 1 (January 31, 2018): 1–13. http://dx.doi.org/10.21625/essd.v2i1.171.g73.

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Soliman, Marwa Ahmed. "Towards Strategic Planning Implementation for Egyptian Cities." International Journal of Environmental Science & Sustainable Development 2, no. 2 (January 31, 2018): 99. http://dx.doi.org/10.21625/essd.v2i2.171.

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Strategic urban planning plays a real and significant role in developing the urban areas worldwide because it helps in mitigating the loss of lands; especially in diversion of urban growth away from the “agricultural lands”. It provides better urban services and utilities; in terms of quality; and enhances local economy, livability, and sustainability. This paper explores the importance of strategic plans and their role in sustainable development, in addition to exploring the importance of the implementation process. A questionnaire with the local authorities for a group of 19 cities was implemented. The case studies for the planning of such cities started more than 4 years ago. It has been found that there are many implementation problems that prevent the conversion process. The aim of this paper is represented in two main points. Firstly, illustrating the concept of the strategic planning process and how Egypt deals with it. Secondly, suggesting a new implementation system which can solve the main implementation problems in Egypt. In conclusion, the paper identifies, through statistics, the perspectives of local government staff in Egypt towards the preparation and implementation of the strategic plans which includes proposed solutions for a problem treatment as well as the opportunity of community participation.
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Piech, Henryk, and Grzegorz Grodzki. "Strategic analysis of implementation assets and threats." Journal of Applied Mathematics and Computational Mechanics 18, no. 2 (June 2019): 65–74. http://dx.doi.org/10.17512/jamcm.2019.2.06.

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Miley, George. "The IAU Strategic Plan and its Implementation." Proceedings of the International Astronomical Union 10, H16 (August 2012): 535–36. http://dx.doi.org/10.1017/s174392131401196x.

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AbstractI shall review the content of the IAU Strategic Plan (SP) to use astronomy as a tool for stimulating development globally during the decade 2010 - 2020. Considerable progress has been made in its implementation since the Plan was ratified at the last General Assembly.
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Gottschalk, Petter. "Implementation predictors of strategic information systems plans." Information & Management 36, no. 2 (August 1999): 77–91. http://dx.doi.org/10.1016/s0378-7206(99)00008-7.

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Eckhard, Steffen. "No Strategic Fit in Peacebuilding Policy Implementation?" der moderne staat – Zeitschrift für Public Policy, Recht und Management 9, no. 1 (May 30, 2016): 83–99. http://dx.doi.org/10.3224/dms.v9i1.23643.

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Leonard, Denis, and Rodney McAdam. "The strategic impact and implementation of TQM." TQM Magazine 14, no. 1 (February 2002): 51–60. http://dx.doi.org/10.1108/09544780210413246.

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Kiss, Andreea Noemi, and Pamela S. Barr. "Strategic decision implementation speed and firm performance." Academy of Management Proceedings 2012, no. 1 (July 2012): 15753. http://dx.doi.org/10.5465/ambpp.2012.15753abstract.

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Ritson, Neil, and Maureen O'Neill. "Strategic implementation: a comparison of three methodologies." Strategic Change 15, no. 4 (2006): 187–96. http://dx.doi.org/10.1002/jsc.763.

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Pinkerton, John, Pat Dolan, and Andrew Percy. "Family support in Ireland: developing strategic implementation." Child Care in Practice 9, no. 4 (October 2003): 309–21. http://dx.doi.org/10.1080/1357527032000169063.

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Stone, Andrew H., and Linda H. Yoder. "Strategic Considerations During Electronic Health Record Implementation." JONA: The Journal of Nursing Administration 42, no. 4 (April 2012): 208–14. http://dx.doi.org/10.1097/nna.0b013e31824ccdb2.

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Panayotou, Maria S., Diane Cefaratti, Hannah Hanscom, Pamela N. Petto, Renee Roberts Turner, and Linda Talley. "Shared governance strategic plan creation and implementation." Nursing Management (Springhouse) 50, no. 12 (December 2019): 9–12. http://dx.doi.org/10.1097/01.numa.0000605184.05221.8b.

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Yamashita, Takuro. "Strategic and structural uncertainty in robust implementation." Journal of Economic Theory 159 (September 2015): 267–79. http://dx.doi.org/10.1016/j.jet.2015.06.005.

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Veryard, R. "Strategic information systems: development, implementation, case studies." Information and Software Technology 33, no. 3 (April 1991): 244. http://dx.doi.org/10.1016/0950-5849(91)90141-w.

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Kumar, Vimal, R. R. K. Sharma, Pratima Verma, Kuei-Kuei Lai, and Yu-Hsin Chang. "Mapping the TQM implementation." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 3081–116. http://dx.doi.org/10.1108/bij-06-2017-0150.

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Purpose Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation. Design/methodology/approach From the existing literature review on TQM practices and organizational culture, 14 cultural dimensions were employed with organizational strategy in this present study. By using survey data collection method, 111 Indian firms were selected. The authors considered three strategy parameters and six structural attributes to identify the strategy of the firms, namely innovators, prospectors and defenders identified using cluster analysis. Furthermore, the relationship between organizational culture and strategy was examined using one-way ANOVA approach. Findings The results of the study revealed that eleven of the fourteen hypotheses supported which relating the cultural dimensions to TQM implementation with the strategic orientation. With the help of significant related values of cultural dimensions to the particular strategic firms, it is also found that implementation of TQM is easy or not. Some of the organizations with a particular strategic orientation will be able to implement TQM easily and successfully but some organizations will have difficulty to implement it successfully. Practical implications The firms hold their importance with respect to the different strategic orientation toward the various aspects of organizational cultures and TQM approaches in its implementation. Managerially, due to increased business competitiveness and economic pressures, top management sees the way in adopting TQM practices to achieve a competitive advantage. Apparently, it is evident that matching of TQM practices for a different strategy of the firms with various cultural dimensions leads to the smooth functioning of the organization. This study helps to the current organizations in implementing TQM with their respective culture. Originality/value This research can be useful for three strategic firms, namely innovators, prospectors and defenders to achieve effective implementation of TQM practices with consideration and understanding of the advantage of each culture dimension. The framework of the current study represents the effectiveness in assessing the TQM practices in individual cultural dimensions and its significant role.
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Pournasir, Shahin. "Key Success Factors of Strategic Managemnt Implementation in SMES in Iran." JOURNAL OF INTERNATIONAL STUDIES 6, no. 2 (November 20, 2013): 65–78. http://dx.doi.org/10.14254/2071-8330.2013/6-2/6.

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Diana Syafitri, Diana Syafitri, Ahmad Sarbini, and Yuliani Yuliani. "Manajemen Strategi LAZISMU Jawa Barat dalam Mengelola Dana Zakat." Tadbir: Jurnal Manajemen Dakwah 6, no. 1 (March 31, 2021): 57–76. http://dx.doi.org/10.15575/tadbir.v6i1.2383.

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Penelitian ini bertujuan untuk mengetahui bagaimana manajemen strategi di LAZISMU Jawa Barat, khususnya dalam mengelola dana zakat. Penelitian ini bertolak dari pemikiran Riva’i dalam Eddy Yunus bahwa manajemen strategi yang terdiri dari tiga proses yaitu: (1) Perumusan strategi, (2) Penerapan strategi, (3) Evaluasi. Metode yang digunakan dalam penelitian ini adalah metode deskriptif. Teknik pengumpulan data dengan observasi dan wawancara. Berdasarkan temuan ini dapat disimpulkan bahwa manajemen strategi di LAZISMU Jawa Barat terdiri dari tiga proses: Pertama, perumusan strategi yang meliputi perumusan visi dan misi, analisis lingkungan, menentukan tujuan dan sasaran serta berakhir dengan penentuan strategi. Kedua, penerapan strategi yang meliputi pengorganisasian, sinergi fungsional yang mengatur pelaksanaan program, dan prosedur program pengelolaan dana zakat mulai dari pengumpulan, pendistribusian serta pendayagunaan zakat produktif. Ketiga, evaluasi strategi dari proses perumusan dan penerapan strategi. This study aims to determine how strategic management in LAZISMU West Java, especially in managing zakat funds. This research is based on Riva'i's thought in Yunus that strategic management consists of three processes, namely: (1) strategy formulation, (2) strategy implementation, (3) evaluation. The method used in this research is descriptive method. Data collection techniques by observation and interviews. Based on these findings, it can be concluded that strategic management in LAZISMU West Java consists of three processes: First, the formulation of a strategy which includes the formulation of a vision and mission, environmental analysis, determining goals and objectives and ending with determining the strategy. Second, the implementation of strategies that include organizing, functional synergy that regulates program implementation, and program procedures for zakat fund management starting from the collection, distribution and utilization of productive zakat. Third, evaluation of strategies from the process of strategy formulation and implementation.
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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.

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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
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Olaka, Mr Habil, Prof Peter Lewa, and Dr Peter Kiriri. "STRATEGIC LEADERSHIP AND STRATEGY IMPLEMENTATION IN COMMERCIAL BANKS IN KENYA." Journal of Strategic Management 2, no. 1 (August 23, 2017): 70. http://dx.doi.org/10.47672/jsm.285.

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Purpose: The general objective of this study was to investigate the influence of strategic leadership on the implementation of strategy in the commercial banks in Kenya. The seven critical components of strategic leadership studied were strategic direction, core competencies, human capital, social capital, corporate culture, ethical practices and strategic controls. More specifically, the study investigated the influence of these components on the implementation of strategy in the commercial banks in Kenya.Methodology: The study adopted a quantitative research design whose target population was the top management team in the commercial banks in Kenya. The instrument of data collection was tested for reliability using the Cronbach alpha test and for validity using the KMO and Bartlett’s test. Statistical analysis was then carried out on the data collected.Findings: The study finds that there is a positive statistically significant relationship between effective implementation of strategy with only two of the strategic leadership actions which are ‘determining strategic direction’ and ‘establishing balanced organization controls’. The study recommends that the leadership and in particular the CEO to focus his energies on providing the strategic direction of the organization if it is to achieve its strategic objectives of remaining competitive in the market. Similarly establishing a balance between strategic and financial controls has a direct influence on the implementation of strategy. A strategic leader creates wealth by striking a balance between the constraining influence of financial controls and the long term focus of the strategic controls.
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Hidayat, Jati Arif, Ema Utami, and Anggit Dwi Hartanto. "Analisis Maturity Level Perencanaan Strategis Sistem Informasi Pemerintahan Daerah Di Indonesia: Systematic Literature Review." Syntax Literate ; Jurnal Ilmiah Indonesia 6, no. 6 (June 19, 2021): 2842. http://dx.doi.org/10.36418/syntax-literate.v6i6.2437.

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Meningkatnya kesadaran akan perlunya penyusunan rencana strategis dalam pengembangan sebuah sistem informasi terintegrasi dapat kita lihat pada penelitian yang dilakukan di beberapa pemerintah daerah di Indonesia, namun tidak semua perencanaan strategis sistem informasi (PSSI) yang disusun sudah memenuhi aspek kelengkapan sesuai tahapan PSSI sehingga kurang memberikan manfaat yang maksimal. Pada penelitan ini dilakukan analisis untuk mengetahui tren metode apa saja yang digunakan dari tahun ke tahun, mengukur aspek kelengkapan tahapan serta maturity level dari masing-masing tahapan PSSI menggunakan Systematic Literature Review. Dari 33 studi yang memenuhi inklusi dan eksklusi, terdapat 8 jenis metode yang digunakan dan metode yang paling banyak digunakan adalah metode Ward and Peppard yaitu 17 Studi (52%), metode Ward and Peppard menjadi paling populer karena memiliki alat analisis sangat lengkap seperti SWOT, PEST, Five Force Competitive, Value Chain, Critical Success Factors, Balance Scorecard, dan McFarlan’s Strategic Grid. Hasil pengukuran maturity level dari masing-masing tahapan PSSI menunjukkan tahapan yang sudah memenuhi mature level sebagai berikut 57,6% studi pada tahapan kesadaran strategis (strategic awareness), 42,4% studi pada tahapan analisis situasi (situation analysis), 39,4% studi pada tahapan konsepsi strategi (strategy conception), 54,6% studi pada tahapan perumusan strategi (strategy formulation), 36,3% studi pada tahapan perencanaan implementasi strategi (strategy implementation planning). Secara garis besar maturity level pada setiap tahapan PSSI menunjukkan hasil kurang baik dengan rata-rata keseluruhan di angka 46,1%.
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Muralidhar, P., and V. Srihari. "Strategic approaches for Smart Village Implementation in India." Research Journal of Engineering and Technology 6, no. 3 (2015): 352. http://dx.doi.org/10.5958/2321-581x.2015.00055.0.

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Floyd, Steven W., and Bill Wooldridge. "Managing strategic consensus: the foundation of effective implementation." Academy of Management Perspectives 6, no. 4 (November 1992): 27–39. http://dx.doi.org/10.5465/ame.1992.4274459.

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