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Journal articles on the topic 'Strategic issue management'

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Published: 4 June 2021
Last updated: 10 February 2022

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1

Perrott, Bruce. "Strategic Issue Management: An Integrated Framework." Journal of General Management 21, no. 2 (December 1995): 52–64. http://dx.doi.org/10.1177/030630709502100205.

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2

Perrott, Bruce E. "Strategic issue management as change catalyst." Strategy & Leadership 39, no. 5 (September 6, 2011): 20–29. http://dx.doi.org/10.1108/10878571111161499.

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3

Lane, Nikala. "Special issue: strategic sales and strategic marketing." Journal of Strategic Marketing 17, no. 3-4 (June 2009): 189–90. http://dx.doi.org/10.1080/09652540903064621.

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4

Wilt, Charles, and Catherine C. Wilt. "Library Networlung Issues and Strategic Issue Analysis." Resource Sharing & Information Networks 10, no. 1-2 (July 19, 1995): 33–48. http://dx.doi.org/10.1300/j121v10n01_04.

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5

Coates, Joseph, Philippe Durance, and Michel Godet. "Strategic Foresight Issue: Introduction." Technological Forecasting and Social Change 77, no. 9 (November 2010): 1423–25. http://dx.doi.org/10.1016/j.techfore.2010.08.001.

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6

Mahon, John F., and Sandra A. Waddock. "Strategic Issues Management: An Integration of Issue Life Cycle Perspectives." Business & Society 31, no. 1 (June 1992): 19–32. http://dx.doi.org/10.1177/000765039203100103.

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7

Meratian Esfahani, Leila, and Lester W. Johnson. "Stakeholders’ Engagement and Strategic Management of Social Media." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 3, no. 6 (2018): 47–56. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.36.3004.

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Social media is becoming integral to many organizations as a tool for marketing, customers’ service management, interacting with employees, etc. However, recent research shows that organizations are still struggling to find an effective way to strategically manage social media and engage with various stakeholders. As a result, there is a need to investigate the issue in depth. Therefore, in this paper, we develop a comprehensive conceptual model for organizations to engage with stakeholders and strategically managing social media.
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8

Dutton, Jane E., and Edward Ottensmeyer. "Strategic Issue Management Systems: Forms, Functions, and Contexts." Academy of Management Review 12, no. 2 (April 1987): 355–65. http://dx.doi.org/10.5465/amr.1987.4307971.

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Dutton, Jane E., and Edward Ottensmeyer. "Strategic Issue Management Systems: Forms, Functions, and Contexts." Academy of Management Review 12, no. 2 (April 1987): 355. http://dx.doi.org/10.2307/258541.

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10

Oomens, M. J. H., and F. A. J. van den Bosch. "Strategic Issue Management in Major European-Based Companies." Long Range Planning 32, no. 1 (March 1999): 49–57. http://dx.doi.org/10.1016/s0024-6301(98)00124-1.

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Turoff, Murray. "Strategic Considerations for Emergency Preparedness and Management." International Journal of Strategic Information Technology and Applications 1, no. 1 (January 2010): 1–7. http://dx.doi.org/10.4018/jsita.2010101501.

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A strategic issue is a major core issue that can rarely be resolved by any sort of fully objective approach. It is usually about the future and the alternative options that exist to “improve” the future. This article explores the critical areas of concern in strategic considerations illustrated by the topic of Emergency Preparedness and Management.
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12

Siegel, Donald S., and Sohvi Leih. "Strategic management theory and universities: An overview of the Special Issue." Strategic Organization 16, no. 1 (January 21, 2018): 6–11. http://dx.doi.org/10.1177/1476127017750776.

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There are few theoretical frameworks to address organizational challenges and strategies of research universities. We conjecture that strategic management theory provides an opportunity to examine those challenges, such as increased competition, tight budgetary constraints, and rising stakeholder expectations. More specifically, the dynamic capabilities framework has emerged as a useful tool for universities to better manage important issues such as commercializing their innovations, partnering with industry and promoting economic and social development in their regions. Our essay and the papers in this special issue address these issues.
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13

Hollensen, Svend, and Vlad Stefan Wulff. "Global Account Management (GAM)." International Journal of Customer Relationship Marketing and Management 1, no. 1 (January 2010): 28–47. http://dx.doi.org/10.4018/jcrmm.2010090403.

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Global account management (GAM) has become a critical issue for many multinational corporations that compete in a fast changing global market environment. In this article, we approach GAM from a benchlearning perspective, synthesize selected literature and examine an award winning case study in order to underline the importance of multilevel relationships in strategic business-to-business relationships. The purpose of this study is to address various issues related to multilevel relationships in strategic partnerships (e.g. the recruitment of the global account manager and his supporting team, turf wars and compensation) and suggest organizational solutions based on best-practice examples.
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14

Park, Kyoo-Ho. "The Structure of Strategic Patent Management and Its Issue." Journal of Intellectual Property 6, no. 4 (December 31, 2011): 185–208. http://dx.doi.org/10.34122/jip.2011.12.6.4.185.

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15

Schanz, Kai-Uwe. "Issue Management in (Re)Insurance: An Emerging Strategic Challenge." Geneva Papers on Risk and Insurance - Issues and Practice 29, no. 2 (April 2004): 334–41. http://dx.doi.org/10.1111/j.1468-0440.2004.00291.x.

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16

Anthopoulos, Leonidas, and Panos Fitsilis. "Trends in e-Strategic Management." International Journal of Public Administration in the Digital Age 1, no. 1 (January 2014): 15–38. http://dx.doi.org/10.4018/ijpada.2014010102.

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More than a decade has passed since the conception of major Government e-strategies and significant outcomes have been delivered worldwide concerning information technology infrastructure and e-service deployment. Already, major e-Strategies have closed their lifecycles and have been reviewed. British “t-Government” and Obama's “Open Government Initiative” are only some of the transformation results, where citizens have been placed in the center of the strategic planning and e-Government priorities have been reconsidered. This paper addresses an important issue: the identification of international e-strategic transformation and the recognition of patterns for e-strategic transformation. A methodological analysis of major e-strategies is performed according to strategic lifecycle management tool and patterns for e-strategic evolution are structured.
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17

Ashmos, Donde P., Dennis Duchon, and Wayne D. Bodensteiner. "Linking Issue Labels And Managerial Actions: A Study Of Participation In Crisis Vs. Opportunity Issues." Journal of Applied Business Research (JABR) 13, no. 4 (September 7, 2011): 31. http://dx.doi.org/10.19030/jabr.v13i4.5739.

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<span>The way in which top level executives frame strategic issues is likely to affect how these e3xecutives go about resolving issues and deciding on a course of action. The particular label given to a strategic issue may alter how much information is processed in resolving the issue. Specifically, differences in the way strategic issues are labeled are believed to affect the amount of top level executive participation in deciding the issues Dutton and Jackson, 1987), although there has been no empirical support of this claim. Data from high ranking executives in 21 defense contracting companies indicate that the participation of top level executives is significantly reduced when responding to issues labeled as crises than when responding to issues labeled as o9pportunities. Further, the absolute extent of these differences is modified by the information processing and participation climate in organizations. The results suggest that top level executives should be aware of the labels given to strategic issues, recognize the implications of such labels, and make special efforts to overcome the tendency to reduce information processing capacity when confronting crisis strategic issues.</span>
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UMAMI, PUTRI REZA, and Kinkin Yuliaty Subarsa Putri. "MANAJEMEN ISU DI INSTANSI PEMERINTAH DALAM MEMPERTAHANKAN CITRA ORGANISASI (Survei Deskriptif : Terkait Aksi Demo Front Pemuda Anti Korupsi (FPAK) Pada Tanggal 10 September 2015 di PDAM Tirta Bhagasasi Mengenai Isu Korupsi Dana Penyertaan Modal dalam Prog." Communicology: Jurnal Ilmu Komunikasi 3, no. 1 (December 30, 2014): 24–38. http://dx.doi.org/10.21009/communicology.031.02.

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Abstract Management Issues in public relations has become an important part in government agencies in both the internal and external relations, if public relations help in facing a growing issue in a public relations liaison. General Directorate of PDAM Tirta Bhagasasi implementing issues management in maintaining the image of the demonstrations and reports which demands transparency capital funds for MBR program. But this concept is not optimal due to the lack of issue management system at PDAM Tirta Bhagasasi in anticipation of a growing issue in the community. This study with several theories: public relations, issues management, public relations concept, Issue and crisis management. With variable issues management. This variable has five dimensions and sixteen indicators. Research approach in quantitative, descriptive methods. Management issues by companies to identify, analyze and manage the various issues that come to the surface before the issue is widespread among the public. Parties should be able to do public relations strategic planning to make the corporation is able to analyze the issues, formulate policies, take action and decisions quickly. General Directorate of Legal Affairs and Public Relations principally PDAM Tirta Bhagasasi should be able to coordinate all forms of communication when issues develop. Provide information to the public by a written statement or a press conference. Issues management is also a medium for public relations to participate in management decisions. Public relations have an important role in the effective management of issues, especially in the strategic planning function and its relationship with the surrounding environment of the organization. Keywords: issues management, crisis management, maintaining the image Abstrak Manajemen Isu dalam public relations sudah menjadi bagian terpenting dalam instansi pemerintah baik dalam hubungan internal maupun eksternal, tidak dapat dipungkiri publicrelations membantu dalam menghadapi suatu isu yang berkembang dikarenakan seorang public relations menjadi penghubung dengan publik. Direktorat Umum PDAM Tirta Bhagasasi menerapkan manajemen isu dalam mempertahankan citra organisasi mengenai aksi demo dan pemberitaan yang menuntut adanya transparasi dana penyertaan modal untuk program Masyarakat Berpenghasilan Rendah (MBR). Penelitian ini menggunakan beberapa teori: public relations, manajemen isu, menggunakkan konsep public relations, Issue and crisis management. Dengan variabel manajemen isu. Variabel ini memiliki lima dimensi dan enam belas indikator.Pendekatan penelitian yang digunakan kuantitatif, metode deskriptif. Manajemen isu digunakan oleh perusahaan untuk mengidentifikasi, menganalisis dan mengelola berbagai isu yang muncul ke permukaan sebelum isu meluas dikalangan masyarakat. Pihak public relations harus bisa melakukan perencanaan strategis membuat korporasi mampu menganalisis isu, merumuskan kebijakan, mengambil tindakan dan keputusan secara cepat. Direktorat Umum terutama bidang Hukum dan Humas PDAM Tirta Bhagasasi harus dapat mengkoordinasi semua bentuk komunikasi ketika isu berkembang. Memberikan informasi kepada publik dengan pernyataan tertulis atau jumpa pers. Public relations memiliki peranan penting dalam mengefektifkan manajemen isu terutama dalam fungsi perencanaan strategi maupun hubungannya dengan lingkungan sekitar organisasi. Kata Kunci: manajemen isu, manajemen krisis, citra organisasi
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19

Diaz III, Julian, and J. Andrew Hansz. "SPECIAL ISSUE ON PROPERTY VALUATION." International Journal of Strategic Property Management 14, no. 1 (March 31, 2010): 1. http://dx.doi.org/10.3846/ijspm.2010.01.

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20

D’Annunzio-Green, Norma, and Richard Teare. "Reflections on the theme issue outcomes." Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 124–30. http://dx.doi.org/10.1108/whatt-11-2017-0073.

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Purpose The purpose of this paper is to profile the WHATT theme issue “Is talent management a strategic priority in the hospitality sector?” with reference to the experiences of the theme editor and writing team. Design/methodology/approach This paper uses structured questions to enable the theme editor to reflect on the rationale for the theme issue question, the starting point, the selection of the writing team and material and the editorial process. Findings It identifies five re-occurring themes as being particularly relevant to hospitality organizations when considering a strategic approach to talent management. They are the role of line managers in employee development and well-being; talent management being used as a lever for culture change; the importance of contextualizing approaches to talent management; the need for new and innovative ways of working to achieve a strategic approach to talent management; and barriers to development of a strategic approach caused by economic and day-to-day operational pressures. Practical implications The theme issue outcomes provide lines of enquiry for others to explore and reinforce the value of WHATT’s approach to collaborative working and writing. Originality/value The collaborative work reported in this theme issue offers fresh insights on the current practice and future priorities for talent management in an industry that struggles to attract and retain employees.
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21

Highhouse, Scott, Paul W. Paese, and Tamara Leatherberry. "Contrast Effects on Strategic-Issue Framing." Organizational Behavior and Human Decision Processes 65, no. 2 (February 1996): 95–105. http://dx.doi.org/10.1006/obhd.1996.0009.

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22

Dionisio, Marcelo Amaral. "Strategic Thinking: The Role in Successful Management." Journal of Management Research 9, no. 4 (August 22, 2017): 44. http://dx.doi.org/10.5296/jmr.v9i4.11448.

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Strategic thinking and strategic planning are concepts that are not clearly defined both in the literature and in the practice of business organizations and sometimes they are used interchangeably with each other or with strategic management. The purpose of this text is to differentiate and define both concepts and relate their role with the strategic decision making process of a firm. The text ends by approaching the issue of sustainability as a new challenge in the strategic process.
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23

Barrientos-Monsalve, Ender José, and Anggy Karina Lesmes Silva. "Strategic management innovation in Asian organizations." Sostenibilidad, Tecnología y Humanismo 11, no. 2 (July 1, 2020): 18–30. http://dx.doi.org/10.25213/2216-1872.52.

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This article examines the development and impact of social changes in China to become one of the world's largest economies. It reviews the historical background, offers various opinions of authors involved in the issue, how the Chinese system has changed in the face of global changes. The method that gives support to this article is located within the documentary research that, starting from previous works and secondary information, allows to deepen in the subject, to offer a reflection of the author. It is concluded that the need for change as a basis for motivating success allowed a change in mentality in society, overcoming the technical vision of imitations to become the basis for innovations.
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Garcia-Carbonell, Natalia, Fernando Martin-Alcazar, and Gonzalo Sanchez-Gardey. "Human capital in top management teams seen through the lens of senior human resources managers." European Business Review 30, no. 5 (August 13, 2018): 571–90. http://dx.doi.org/10.1108/ebr-03-2017-0064.

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Purpose Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to go beyond the traditional upper echelon theory and to propose a human capital taxonomy of TMTs from the perspective of top human resources managers. Design/methodology/approach The research integrates arguments from the strategic human capital and strategic issue diagnosis literatures. An exploratory cluster analysis was conducted in an attempt to describe different human capital typologies in TMTs in a sample of 120 Spanish companies. Findings The exploratory analysis showed three distinct human capital profiles: “technocratic teams”, “highly skilled teams” and “operational teams”. In addition, this paper provides preliminary results about the effects of each profile in the above taxonomy on strategic issue diagnostic processes, suggesting that “highly skilled teams” present the most appropriate combination of human capital attributes. Practical/implications This analysis provides a guide for top managers regarding the human capital needs they may face when interpreting strategic issues in strategy formation processes. Originality/value This paper makes a twofold contribution to the extant literature: proposing an analysis of TMTs’ human capital from a synergistic perspective (“human capital profiles”) instead of using the traditional “more is better” approach and providing preliminary explanations about how those human capital combinations contribute to success in the strategic issue diagnosis process.
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Förster, Bernadette, Jonas Keller, Heiko A. von der Gracht, and Inga-Lena Darkow. "Delphi-based strategic issue management: crafting consumer goods supply chain strategy." International Journal of Physical Distribution & Logistics Management 44, no. 5 (May 27, 2014): 373–91. http://dx.doi.org/10.1108/ijpdlm-09-2012-0289.

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Purpose – Consumer goods supply chains (SCs) are characterized by continuously changing customer trends. Early detection of these trends is crucial for deriving successful long-term SC strategies. The purpose of this paper is to present a systematic process to support decision makers in assessing future-relevant issues and developing strategies. Design/methodology/approach – In order to contribute to the quality of long-term decision making for SC strategy, we combine strategic issue management (SIM) and corporate foresight methodology. The authors develop a procedure that integrates the Delphi technique and SIM to empirically demonstrate how “Delphi-based SIM” can support SC strategy development. Findings – The paper demonstrates how to craft a strategy for consumer goods SCs supported by Delphi-based SIM. The authors are able to include and evaluate uncertain and ambivalent future developments. Pertinent strategic issues for the consumer goods SC include: consumer demographics, automated ordering, city supply, and concept stores. For the reference company, five different strategic paths were created and evaluated. Practical implications – It is challenging for companies to be well prepared for dynamic business environments and to successfully establish a robust SC strategy. The authors develop a systematic Delphi-based SIM for detecting and evaluating signals and integrating them into SC strategy development. Originality/value – To date, a structured approach to integrate uncertain and ambivalent issues into SC strategy development is missing. With SIM and corporate foresight, the authors provide novel methods for strategy development in the consumer goods SC.
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Laamanen, Tomi, Markku Maula, Markus Kajanto, and Peter Kunnas. "The role of cognitive load in effective strategic issue management." Long Range Planning 51, no. 4 (August 2018): 625–39. http://dx.doi.org/10.1016/j.lrp.2017.03.001.

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Jaques, Tony. "Embedding issue management as a strategic element of crisis prevention." Disaster Prevention and Management: An International Journal 19, no. 4 (August 31, 2010): 469–82. http://dx.doi.org/10.1108/09653561011070385.

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Maritan, Catherine A., and Margaret A. Peteraf. "Frontiers of strategic management research: introduction to the special issue." Managerial and Decision Economics 29, no. 2-3 (2008): 71–77. http://dx.doi.org/10.1002/mde.1387.

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Mitchell, Will, and Aija Leiponen. "Virtual Special Issue on Innovation, Intellectual Property and Strategic Management." Strategic Management Journal 37, no. 13 (November 16, 2016): E1—E5. http://dx.doi.org/10.1002/smj.2282.

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Ghemawat, Pankaj, and Bruno Cassiman. "Introduction to the Special Issue on Strategic Dynamics." Management Science 53, no. 4 (April 2007): 529–36. http://dx.doi.org/10.1287/mnsc.1070.0723.

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31

D’Annunzio-Green, Norma. "Conclusion: is talent management a strategic priority in the hospitality sector?" Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 117–23. http://dx.doi.org/10.1108/whatt-10-2017-0071.

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Purpose The purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?” Design/methodology/approach The issues and debates relevant to the strategic question are summarised. Significant themes that have arisen across a number of papers are presented. This provides a clear indication of current issues in strategic talent management which are of relevance to hospitality practitioners and academics. Findings Five recurring themes are identified as being particularly relevant to hospitality organisations when considering a strategic approach to talent management. These are: the role of line mangers in employee development and well-being, talent management being used as a lever for culture change, the importance of contextualising approaches to talent management, the need for new and innovative ways of working to achieve a strategic approach to talent management and barriers for the development of a strategic approach caused by economic and day-to-day operational pressures. Practical implications The paper suggests a number of practical actions which could be taken to develop a more strategic approach to talent management. Originality/value The paper illustrates that hospitality operators understand the importance of a strategic approach to talent management and are using a range of talent management processes to drive business success but that new solutions to long-standing challenges are required.
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González, Jaime Humberto Sierra. "Exporting Culture: A Strategic Issue for International Competitiveness." Latin American Business Review 7, no. 1 (October 20, 2006): 59–80. http://dx.doi.org/10.1300/j140v07n01_03.

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Johnson, Tana, and Johannes Urpelainen. "A Strategic Theory of Regime Integration and Separation." International Organization 66, no. 4 (October 2012): 645–77. http://dx.doi.org/10.1017/s0020818312000264.

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AbstractStates frequently disagree on the importance of cooperation in different issue areas. Under these conditions, when do states prefer to integrate regimes instead of keeping them separated? We develop a strategic theory of regime integration and separation. The theory highlights the nature of spillovers between issues. Positive spillovers exist when cooperation in one issue area aids the pursuit of objectives in another issue area; negative spillovers exist when cooperation in one issue area impedes this pursuit in another issue area. Conventional wisdom suggests that both positive and negative spillovers foster greater integration. We argue that negative spillovers encourage integration while positive spillovers do not. States integrate not to exploit positive spillovers between issues but to mitigate negative spillovers. To test our theory, we examine the degree of integration or separation among environmental regimes.
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Neamat, Sevar. "Human Resource Management with Strategic Development." Journal of Civil Engineering Frontiers 1, no. 1 (December 7, 2020): 16–19. http://dx.doi.org/10.38094/jocef117.

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The development in globalization helped a lot of countries to consider China as a noticeably improved state in its technical, substructure, industrial, and producing possessions with facilities. Despite these signs of progress, there is an area of investigation for undertaking a rough spreading of revenue that has produced dogmatic and socio-economic difficulties in the republic. The aim of research to determine the character of managing the human resources aptitude in carrying growth and creativity competencies in standing the market. This study concentrated on the qualitative analysis of researches concentrated on planned and humanoid reserve management. An investigation assessment discovered that these human-related organizations are a vital obligation in shaping the business competences. Though, as the business retains increasing, the performance and progress of workers want to save up the covering up of the international marketplace. Open-handed some direction, training, and exercise consider as one of the good savings in developed the competencies. Client faithfulness is a decisive issue of the presentation of the corporation.
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Djausal, Gita Paramita, Alia Larasati, and Lilih Muflihah. "STRATEGI PARIWISATA EKOLOGIS DALAM TANTANGAN MASA PANDEMIK COVID-19." Jurnal Perspektif Bisnis 3, no. 1 (June 12, 2020): 57–61. http://dx.doi.org/10.23960/jpb.v3i1.15.

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Sektor pariwisata terkena dampak di masa pandemik covid-19. Hal ini disebabkan oleh minimnya mobilitas masyarakat untuk menghindari penyebaran virus. Pengelolaan destinasi pariwisata ekologis patut mendukung pelestarian lingkungan dan secara bersamaan memberikan pengalaman kepada wisatawan. Terdapat dua isu utama pada masa pandemik; isu kesehatan dan keterbatasan mobilitas wisatawan. Hal tersebut yang mendorong munculnya dua isu strategis yang menjadi pertimbangan; strategi adaptasi internal (pengembangan produk turunan hasil konservasi) dan strategi wisata daring (perancangan wisata daring). ABSTRACT Tourism is affected by the covid-19 pandemic. It is caused by the limitation of people mobility in order to reduce the spread of the virus. Ecological tourism destinations management should support the environmental preservation and also give experience to the tourists. There are two main issues on this pandemic; health issue and limitation of tourist’s mobility. This condition, bring up two strategic issues for consideration; strategy on internal adaptation (improvement on derivative products of nature resources) and strategy on online tourism (designing online tourism).
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Puspa, Tiara. "Strategic Management and Waqf : A Proposition." Indonesian Management and Accounting Research 17, no. 2 (August 26, 2019): 88. http://dx.doi.org/10.25105/imar.v17i2.3389.

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<p><em>These studies build proposition about waqf as become one competitive advantage issue which develops under a model of management strategy. Although there was three step in that model, these study only discuss the first step which is formulation strategy to determine external factors that considerate opportunity and threats. A lot of threats comes from the situation like the habit to give priority into physical needs, ages such as biographical characteristics, investor mindset, government policy, and globalization could be factors that hinder people from doing waqf. Beside that nazir attitude and behavior explained strength and weakness managing waqf. Although these study only describes the proposition, as a basic idea to do next research, but its gives a contribution on how to proof factors that shape threats and opportunity to formulate a strategy implement waqf successfully. </em></p><p><strong><em>Key Words : Strategy, Waqf, Opportunity, Threats, Strength, Opportunity </em></strong></p><p> </p>
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ZAURE, Salzhanova, Ayazhanov KUANYSH, Gulzhan MUKASHEVA, Arynova ZHANNA, and Gaukhar YESBOLGANOVA. "Sustainable Food Production and Strategic Management." Journal of Environmental Management and Tourism 9, no. 1 (June 23, 2018): 136. http://dx.doi.org/10.14505//jemt.v9.1(25).17.

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These days, sustainability is a key issue for many private companies that address their sustainable corporate performance. The perspective is essential for their license to operate and forms the basis for business principles and practices. The lack of internationally accepted reporting standards on what, when and where to report makes it difficult to assess sustainability. The article examines different sustainable methods to forecast the development of food sector in Kazakhstan. The scenario approach is used as the most effective one that, in the authors’ opinion, allows taking into consideration a variety of tendencies in the sphere of production, distribution and consumption of food products. Kazakhstan has real opportunities to produce a wide range of food products in the volume, that ensure not only food security of the country, but also the possibility of expanding the export potential of Kazakhstan both at the expense of raw materials and the realization of food products on the world markets with high added value. Currently, however, the food potential of the country is being used inefficiently.
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Gulati, Ranjay, Nitin Nohria, and Akbar Zaheer. "Guest editors? introduction to the special issue: strategic networks." Strategic Management Journal 21, no. 3 (March 2000): 199–201. http://dx.doi.org/10.1002/(sici)1097-0266(200003)21:3<199::aid-smj98>3.0.co;2-0.

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Kuvaas, Bård, and Geir Kaufmann. "Individual and organizational antecedents to strategic-issue interpretation." Scandinavian Journal of Management 20, no. 3 (September 2004): 245–75. http://dx.doi.org/10.1016/j.scaman.2004.03.002.

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D’Annunzio-Green, Norma. "Cornerstones of talent management as a strategic priority in the hospitality." Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 5–13. http://dx.doi.org/10.1108/whatt-10-2017-0070.

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Purpose This paper aims to introduce the theme issue and the rationale for the theme issue question: Is talent management a strategic priority in the hospitality sector? Design/methodology/approach This paper re-visits the conclusions of an earlier theme issue on aspects of talent management and reflects on their contemporary relevance with reference to the emerging concept of strategic talent management (STM). Findings This paper identifies the cornerstones of STM: concern for employee well-being; developing positive relationships and positive work attitudes; being authentic and building trust and sincerity; and providing organisational support. Originality/value This paper outlines the focus of theme issue and the approach taken that incorporates conceptual papers together with academic and practitioner viewpoints, perspectives, consultation and roundtable discussion. This paper observes that the issue reflects the views of multi-level line managers across a number of functions, including senior leaders, middle managers, supervisors, managers and marketing managers of human resources and that the papers all have a strong action orientation as a platform for learning, conversation and debate.
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Miller, Kent, and Shu Jou Lin. "Strategic Issue Diagnosis by Top Management Teams: A Multiple-Agent Model." Academy of Management Proceedings 2018, no. 1 (August 2018): 16004. http://dx.doi.org/10.5465/ambpp.2018.16004abstract.

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Hicks, C., T. McGovern, and C. F. Earl. "Supply chain management: A strategic issue in engineer to order manufacturing." International Journal of Production Economics 65, no. 2 (April 2000): 179–90. http://dx.doi.org/10.1016/s0925-5273(99)00026-2.

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43

Jaques, Tony. "Integrating Issue Management and Strategic Planning: Unfulfilled Promise or Future Opportunity?" International Journal of Strategic Communication 3, no. 1 (January 15, 2009): 19–33. http://dx.doi.org/10.1080/15531180802606539.

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

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Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.
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45

Settembre-Blundo, Davide, Alfonso Pedro Fernández del Hoyo, and Fernando Enrique García-Muiña. "The risk associated with strategic decisions: is it a marketing issue?" Strategic Direction 35, no. 1 (January 14, 2019): 6–8. http://dx.doi.org/10.1108/sd-07-2018-0150.

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Purpose The purpose of this paper is to analyze the strategic management of risks in companies from a marketing management perspective and to provide some guidance for management practice. Design/methodology/approach This paper presents the authors’ viewpoint, and it conceptualizes a new approach to risk management. Findings The conceptual discussion has opened up a possible new way for enterprises, especially SMEs, to start taking a strategic approach to risk. Originality/value This paper would like to contribute to the current debate on the role of marketing function in managerial practice beyond the classic four Ps.
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Bergman, Jukka-Pekka, Antti Knutas, Pasi Luukka, Ari Jantunen, Anssi Tarkiainen, Aleksander Karlik, and Vladimir Platonov. "Strategic interpretation on sustainability issues – eliciting cognitive maps of boards of directors." Corporate Governance: The International Journal of Business in Society 16, no. 1 (February 1, 2016): 162–86. http://dx.doi.org/10.1108/cg-04-2015-0051.

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Purpose The purpose of this paper is to examine the role of cognitive diversity on strategic issue interpretation among the boards of directors making sense of sustainability management. The study also investigated the centrality of the corporate sustainability issues to identify common interpretative patterns in the shared cognitive maps among the companies. In addition, the aim was to advance quantitative methods for the analysis of decision-makers’ cognition. Design/methodology/approach The research was an exploratory study analyzing 43 individual cognitive maps collected through surveys from the boards of nine cleantech companies. For the elicitation of the cognitive maps, the study used the hybrid cognitive mapping technique. The diversity of the shared cognitive maps was analyzed using the distance ratio formula and the graph analysis method with eigenvector to measure the centrality of the strategic issue interpretation in the maps. Findings This study provides evidence through the analysis of distance ratios on the existence of cognitive diversity among companies within the same industry. Surprisingly, despite the cognitive diversity, the study identified strong common patterns on strategic issue interpretations among the companies. In addition, the study shows that the sustainability management issues have gained minor attention from the boards of directors. Research limitations/implications The initial industry sample provided relatively restricted perspectives on managerial cognition, and to confirm the findings regarding the effects of industry on the shared cognitive maps of top decision-makers, wider industry-level data are needed. Practical implications This study provides an approach to facilitate the process of strategic decision-making for top decision-makers by identifying the shared beliefs of the selected strategic theme and to concentrate on the most central strategic issues in the company and industry. It reveals asymmetry between the significance of sustainability issues in an open agenda and the real position of sustainability concepts in the shared cognitive maps in the green industry. Also, the study advances cognitive mapping techniques for application in the board’s decision-making. Originality/value This paper contributes to brightening the black box of corporate governance by shedding light on the interaction of the concepts of corporate sustainability and other key strategic issues within the shared cognitive maps of the boards. It also provides new empirical knowledge on top decision-making processes and the effects of cognitive diversity on the strategic issue interpretations within the corporate boards of the green industry, and it further develops the methodology for the quantification of cognitive diversity and the content of cognitive maps.
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Julian, Scott D., and Joseph C. Ofori-Dankwa. "Toward an integrative cartography of two strategic issue diagnosis frameworks." Strategic Management Journal 29, no. 1 (2007): 93–114. http://dx.doi.org/10.1002/smj.647.

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Dutton, Jane E. "INTERPRETATIONS ON AUTOMATIC: A DIFFERENT VIEW OF STRATEGIC ISSUE DIAGNOSIS*." Journal of Management Studies 30, no. 3 (May 1993): 339–57. http://dx.doi.org/10.1111/j.1467-6486.1993.tb00308.x.

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Imane, Ahdil, and Harrizi Driss. "Strategic Management for Organizational Performance: from Which Come the Mistakes of Strategic Decision-Making." European Journal of Economics and Business Studies 9, no. 1 (October 6, 2017): 291. http://dx.doi.org/10.26417/ejes.v9i1.p291-300.

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The current context of organizations is marked by changes or even dramatic changes. The main function of decision-makers becomes increasingly difficult and complex. At the same time, performance has become one of the most important topics within companies. That is why management and economics have addressed this central issue. Faced with a turbulent environment characterized by rough and fierce competition, guaranteeing performance and above all maintaining it becomes a strategic priority, which is why strategic management will be called upon. So our article will deal first with the performance of companies and the role of strategic management in this sought-after performance; and the precautions to be taken into account in strategic decision-making. To do this, we will begin our research by the conceptual framework of performance, to justify the contribution of strategic management in the performance of the company. The paper will conclude with an analysis of strategic decision-making and recommendations. The methodology used in this paper is a literature review.
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Perrott, Bruce E. "Building the sustainable organization: an integrated approach." Journal of Business Strategy 36, no. 1 (January 19, 2015): 41–51. http://dx.doi.org/10.1108/jbs-06-2013-0047.

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Purpose – This paper aims to examine how some leading companies are integrating sustainability into their planning of future direction and growth. Readers will have a strong interest in sustainability and how it should be managed within organizations. Creating and maintaining sustainable organizations is of high priority to companies planning their future in a turbulent and difficult-to-predict operating environment. Readers will learn how sustainability may be better integrated into the strategic thinking and management processes. This article will be cited in the future for its early discussion on the importance of integrating sustainability discussion and planning into mainstream strategic management. Design/methodology/approach – This paper draws on secondary data from seven international organizations to show how they are beginning to embrace sustainability issues into mainstream strategic management. This background is used to propose a process that integrates business and sustainability strategy processes that will deal with issues that emerge in more turbulent operating environments. Findings – Secondary research findings suggest that it would be timely to embrace sustainability issue processing with mainstream strategic management processes. Research limitations/implications – Information collected in this paper is based upon a small sample of seven international organizations; hence, observations and recommendations are not representative of the wider business community. Originality/value – Recommendations presented in this paper will be useful to senior practicing managers as they seek to integrate sustainability management into mainstream strategic management processes.
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