Log in

Relevant bibliographies by topics / Strategic sector / Journal articles

To see the other types of publications on this topic, follow the link: Strategic sector.

Journal articles on the topic 'Strategic sector'

Author: Grafiati

Published: 9 March 2023

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

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Strategic sector.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

YILDIRIM OZMUTLU, Saniye, and Esin CAN. "Belirsizlik Altında Strateji: Türk Lojistik Sektöründe Stratejik Duruş ve Performans Üzerine Sektörel Analiz." Yildiz Social Science Review 8, no. 1 (July 21, 2022): 13–29. http://dx.doi.org/10.51803/yssr.1146866.

Full text

Abstract:

This study investigates the effect of environmental conditions on firm performance in the Turkish logistics sector, in the context of the mediating role of strategic posture and interaction between the variables. The data set covering the Marmara region was expanded to cover all Turkey, and the hypotheses in the research model created by extending the period were retested and the study was repeated. The sector was analyzed on a country basis by comparing the findings. In this research, a survey was conducted with 475 people working in managerial positions in firms operating in the Turkish logistics sector. Empirical evidence regarding the mediating role of strategic posture was obtained from this study. As a result, it was determined how important it is for Turkish logistics companies to have a strategic posture, and it is a very important complement in terms of improving performance. In addition, the necessity for companies examined within the scope of the study to make strategic choices in line with the impact of environmental conditions was revealed.

APA, Harvard, Vancouver, ISO, and other styles

2

Roulac, Stephen, Alastair Adair, Stanley McGreal, Jim Berry, Louise Brown, and George Heaney. "Corporate strategic decision making." Journal of Property Investment & Finance 23, no. 4 (August 1, 2005): 364–78. http://dx.doi.org/10.1108/14635780510602426.

Full text

Abstract:

PurposeSeeks to explore recent studies in corporate real estate and to provide a comparative analysis of industrial corporations in Ireland and those in the non‐industrial sector with respect to their corporate real estate management objectives.Design/methodology/approachThe empirical investigation reports on a study undertaken in Ireland and compares results from companies in the industrial sector with companies in the non‐industrial sector. The methodology is based on a behavioural questionnaire targeted at the top 150 companies operating in Ireland and classified on the basis of number of employees.FindingsThe findings indicate that significant differences are apparent between companies in the industrial sector and companies not in the industrial sector in the use of real estate assets. In particular companies in the industrial/manufacturing sectors have weakly developed corporate real estate strategies.Research limitations/implicationsThe main limitations derive from a relatively small sample size, a function of targeting the survey at senior executives. There are implications for companies in the under‐utilisation of real estate assets and the effects of this on corporate balance‐sheets requires further investigation.Originality/valueHighlights that companies in Ireland, notably those in the industrial sector, have some significant way to go in utilising their corporate real estate assets more effectively.

APA, Harvard, Vancouver, ISO, and other styles

3

Izza, Vanya Nurul, and Nuri Aslami. "IMPLEMENTING AN INTERNAL CONTROL STRATEGY FOR THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS." Journal Of Social Research 1, no. 2 (January 28, 2022): 81–90. http://dx.doi.org/10.55324/josr.v1i2.27.

Full text

Abstract:

Strategic management is not only applied to the private sector but has also been applied to the public sector. The implementation of strategic management in the two sectors is actually not that much different, it's just that public sector institutions do not emphasize the organization's goal to seek profit but rather to serve the community. The stages of strategic management begin with strategy formulation, strategy implementation and strategy evaluation. The implementation of public sector strategic management is one of the best ways to achieve good governance. In an effort to realize a better performance of government organizations in providing services to the community, the implementation of strategic management for public sector organizations is very important to improve the effectiveness of the performance of public sector organizations. This requires public sector organizations to think strategically, be able to translate their inputs into effective strategies, and develop the rationale needed to lay the foundation for implementing their strategies. Implementation of strategic management in public sector organizations is expected to assist the organization in realizing its vision and mission. Although the outcome orientation to be achieved by implementing strategic management between the private sector and the public sector is slightly different, the two sectors certainly face different environmental conditions which become their own obstacles in the process of implementing strategic management. To overcome the obstacles that occur, one of them is by using a SWOT analysis approach (strength, weakness, opportunity, and threats). -constraints that occur in measuring the performance of public sector organizations

APA, Harvard, Vancouver, ISO, and other styles

4

Paulsen, Neil. "Managing Strategic Challenges in Community Sector Organisations." Queensland Review 10, no. 1 (May 2003): 141–53. http://dx.doi.org/10.1017/s1321816600002579.

Full text

Abstract:

Like those in other sectors, managers in community-based organisations face an uncertain and challenging future. Research and writing about the community sector (non-government, not-for-profit, or third sector) has canvassed a wide range of issues. A selective review of the recent literature reveals the breadth of research interest in the challenges facing community sector managers. While some reflection on the implications for managers of current economic and social policy contexts is crucial for this sector, research effort needs to be focused on understanding how third sector managers construe their current strategic challenges and the strategies they use to address them. A small sample of managers working in a regional area in South East Queensland was asked to identify current strategic concerns related to the future viability of their organisations. The key issues raised by managers are compared with the issues raised in the research literature. Results to date indicate that managers' concerns are reflected in the research literature, but that managers are also concerned about the current trends in social policy towards collaboration, amalgamation, and partnership. Implications of these findings for managers operating in this sector are discussed.

APA, Harvard, Vancouver, ISO, and other styles

5

Bryson, John M., and William D. Roering. "Applying Private-Sector Strategic Planning in the Public Sector." Journal of the American Planning Association 53, no. 1 (March 31, 1987): 9–22. http://dx.doi.org/10.1080/01944368708976631.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Manisha gaur, Manisha gaur. "Cost and Strategic Management - Application, Framework and Strategies for the Growth of Sme Sector." Indian Journal of Applied Research 1, no. 9 (October 1, 2011): 154–56. http://dx.doi.org/10.15373/2249555x/jun2012/55.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Ebiziem, Jude Ebiziem, Nnanyere Nwachukwu I. Ebere, and Okechukwu Declan Izim. "Strategic planning in the education sector in Nigeria: An appraisal." Net Journal of Social Sciences 9, no. 1 (February 2021): 1–10. http://dx.doi.org/10.30918/njss.91.20.026.

Full text

Abstract:

The study investigates strategic planning in public sector in Nigeria with reference to education sector. Specifically, education is the bedrock of nation-building, because it provides the platform or pivot on which other sectors revolve. Perhaps, one of the fundamental challenges of educational sector is poor and defective strategic planning. The inadequacy or lack of strategic planning is the focus of this study. Methodologically, data were generated from secondary sources of recorded documents, while relevant literature were reviewed with based theory adopted as theoretical underpinning. Content analyses were employed to analyze data via documentary approach. The study found out that lack of strategic planning poses a problem to the educational development. It recommended holistic strategic planning involving environmental analysis, resources analysis, decision-making and control framework as a desideratum for the pivotal strengthening of the educational goals and objectives. Keywords: Strategic planning, education sector, nation-building, developmental goal, environmental analysis.

APA, Harvard, Vancouver, ISO, and other styles

8

Mule, Letizia, Paola Belingheri, and Andrea Bonaccorsi. "Strategic Alliances in the Electromobility Sector." E3S Web of Conferences 238 (2021): 07001. http://dx.doi.org/10.1051/e3sconf/202123807001.

Full text

Abstract:

Since the late 2000s, the transition from a fossil fuel-based system to the fully renewable system has begun. This period, known as an “Era of Ferment”, is characterized by high technical and economic uncertainty and it’s leading the automotive industry towards a paradigm shift: developing new car technologies, creating charging infrastructure needs and shaking up the supply chain structure. In light of ecosystem theory and the importance of alliances in the quest to develop an electric vehicle market, this paper analyses the electromobility ecosystem, tracking its lifecycle and investigating vertical and horizontal alliances between the main actors over time, including original equipment manufacturers, traditional suppliers, battery suppliers, and charging infrastructure providers. We analyzed an original longitudinal dataset composed of 281 alliances in the electric passenger vehicles market, initiated between 2000 and 2015. Through the study of the network of alliances, we describe the Electric Vehicle ecosystem’s evolution, examining the entry time of incumbents, suppliers and complementors, the role of actors in the ecosystem and their previous industry sector, the key knowledge they possess and technological areas in which they operate, and the nations involved. Key network measures also provide insights into power and connectedness of different actors, highlighting a creative accumulation strategy of the incumbents.

APA, Harvard, Vancouver, ISO, and other styles

9

Le Ber, Marlene J., and Oana Branzei. "(Re)Forming Strategic Cross-Sector Partnerships." Business & Society 49, no. 1 (September 2009): 140–72. http://dx.doi.org/10.1177/0007650309345457.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Wilkinson, Greg, and Elaine Monkhouse. "Strategic Planning in Public Sector Organizations." Executive Development 7, no. 6 (December 1994): 16–19. http://dx.doi.org/10.1108/09533239410071878.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Bloom, Craig. "Strategic Planning in the Public Sector." Journal of Planning Literature 1, no. 2 (March 1986): 253–59. http://dx.doi.org/10.1177/088541228600100205.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Aristyatama, Hanung Adittya. "Strategic Planning for Public Sector Organizations." Advanced Journal of Social Science 6, no. 1 (July 29, 2019): 83–95. http://dx.doi.org/10.21467/ajss.6.1.83-95.

Full text

Abstract:

This paper aims to provide some evidence for current practice in strategic planning for public sector organizations developed by Rumelt’s Criteria, in this case the Department of Education & Culture in Kendal Regency and propose a strategy for this Department. The data was collected from the Strategic Plan of the Department of Education & Culture in Kendal Regency from 2016-2021, Performance Reports 0f 2017, and the interviews from data collector in the Department of Education & Culture of Kendal Regency. The data analysis procedure used in this paper is a SWOT analysis based on data collected and developed into IFEM, EFEM, IE-Matrix, SWOT Matrix, and QSPM as the last step.

APA, Harvard, Vancouver, ISO, and other styles

13

Patel, Anil C., and Mahesh P. Joshi. "Enriching Public Sector with Strategic Management." Academy of Management Proceedings 2012, no. 1 (July 2012): 10788. http://dx.doi.org/10.5465/ambpp.2012.10788abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Maceta, Paulo Rafael Minetto, and Fernando Tobal Berssaneti. "Comparison of project portfolio management practices in the public and private sectors in Brazil." International Journal of Managing Projects in Business 13, no. 7 (June 19, 2019): 1405–22. http://dx.doi.org/10.1108/ijmpb-09-2018-0176.

Full text

Abstract:

Purpose Project portfolio management (PPM) is a managerial technique used to seek the strategic goals of organizations improving their performance. The public sector has some characteristics that differ from the private sector, since their management approaches are different. The purpose of this paper is to compare the PPM’s practices and techniques in the public and private sectors. Design/methodology/approach This paper uses the study case methodology through eight case studies that were undertaken in Brazil: four in public and four in private sectors. The field research used semi-structured interviews that were analyzed using the NVivo software. Findings In both sectors, strategic alignment is the goal of PPM, and the same tools are employed. The public sector displays better process documentation and lower risk awareness than the private sector, showing an improvement point for the public sector. The selection and prioritization criteria differ from each sector, showing the difference in the strategic goals of public and private sectors. Research limitations/implications The limitations of this paper are related to the number of organizations studied; however, the case studies represent organizations from different sectors and industries maximizing heterogeneity, but focusing on Brazil. Social implications The prioritization and effective allocation of projects spending in the Brazilian public sector could be improved with the comparison of their current practices with the ones used in private sector, increasing its transparency and cost allocation. Originality/value This study broadens the understanding of PPM in the public sector, which is a gap in the academic literature, comparing its practices with those used in the private sector.

APA, Harvard, Vancouver, ISO, and other styles

15

Sleibi, Randa, and Naser Abdelkarim. "Strategic Corporate Social Responsibility and Value Creation: Empirical Study in Palestine." Research in World Economy 12, no. 4 (July 19, 2021): 25. http://dx.doi.org/10.5430/rwe.v12n4p25.

Full text

Abstract:

This study empirically evaluates the potential relation between strategic Corporate Social Responsibility (CSR) dimensions and strategic value creation and establishes an order of importance of these dimensions according to Palestinian public shareholding corporates listed on Palestine Exchange. This is a quantitative research that analyzes corporates’ responses on a descriptive and correlational questionnaire designed specifically for the research purpose.Cross-sectional analysis revealed important correlations between the strategic value and CSR dimensions across various sectors, such as a strong positive correlation with Proactivity in the Banking sector, a moderate negative correlation with Voluntarism in the Industrial sector, a strong positive correlation with Visibility in the Investment and Services sectors and no correlation in the Insurance sector. The order of preference with respect to dimensions also varied among sectors: the most important dimensions for the Banking, Industrial, Investment, Services and Insurance sectors were Visibility, Centrality, Voluntarism, Centrality and Proactivity; Respectively.

APA, Harvard, Vancouver, ISO, and other styles

16

Nutt, Paul C., and Robert W. Backoff. "Transforming Public Organizations with Strategic Management and Strategic Leadership." Journal of Management 19, no. 2 (April 1993): 299–347. http://dx.doi.org/10.1177/014920639301900206.

Full text

Abstract:

This article suggests how to transform public sector organizations using strategic management and strategic leadership. We summarize the theory and process of strategic management and strategic leadership and suggest propositions that identify key questions in using these processes for the transformational change of public organizations. The propositions consider the unique needs posed by the public sector, the way transformational or radical change must be carried out in and for this type of organization, and how a transformation will redirect and channel the energies of strategic leaders in the future.

APA, Harvard, Vancouver, ISO, and other styles

17

Sheehan, Maura, Kirsteen Grant, and Thomas Garavan. "Strategic talent management." Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 28–41. http://dx.doi.org/10.1108/whatt-10-2017-0062.

Full text

Abstract:

Purpose The purpose of this paper is to provide an academic viewpoint on contemporary factors associated with talent management (TM) in the hospitality and tourism sector. Design/methodology/approach A critical discussion of macro- and micro-level factors is provided, while highlighting opportunities and challenges for TM policies and practices. The influence of senior managers in developing TM, with emphasis on small and medium enterprises, is examined and examples of ‘best practice’ in TM are outlined. Findings Given the scale and importance of the sector to economic growth, it is imperative that governments assume a greater leadership role in shaping the training and education agenda. TM practices need to reflect the uniqueness and complexity of the sector and effective implementation of TM requires CEO/Owner–Manager commitment and cascading down of a talent mind-set/culture within organizations. Examples of best practice in TM provide a significant opportunity for the sector to improve both its employer branding and competitiveness. Examples include: aligning TM with strategic business goals; provisions of robust data generated across HR functions; and demonstrating the impact of TM on employees’ enhanced emotional labour through higher levels of engagement and motivation and on organizational outcomes. Practical implications The paper argues that organizations need to take each dimension of TM more seriously than many organizations have done so in the past. Coherent TM practices, in particular, competitive reward and training and development opportunities, will improve employer branding and will directly have an impact upon the quality of applications received by organizations. Originality/value The paper provides important insight and practical recommendations on how the sector can improve its productivity and future sustained competitiveness in the challenging times ahead.

APA, Harvard, Vancouver, ISO, and other styles

18

Mohammed Al-Askari, Barshank Saleh, and Byoond Mahmoud Mohammed. "Role of Strategic Intelligence in Supporting Strategic Marketing Decisions." Iraqi Administrative Sciences Journal 1, no. 2 (June 30, 2017): 221–54. http://dx.doi.org/10.33013/iqasj.v1n2y2017.pp221-254.

Full text

Abstract:

This research aims to show correlations and impact to strategic intelligence in supporting of strategic marketing decisions \ In a number of residential sector companies in Sulaimaniyah city – Kurdistan Region \ Iraq. And the extent of using of management of the residential sector companies surveyed dimensions of strategic intelligence as taking of strategic marketing decisions?, To achieve the piece was a default setting scheme includes research variables as well as the formulation of a number of fundamental assumptions and may researchers used the questionnaire for this purpose as a main means for collecting of data and information as well as personal interview that have been done with a number of managers , (5) companies were chosen to study the working community from residential sector of Sulaimaniyah city; As distributed a questionnaire to an example of managers of departments of these companies , which numbered (100) managers of the total (119) , and retrieved only (85) questionnaires. With using a number of statistic methods to choose assumptions. But the limited studies on the relationship and influence between these variables from the Iraqi environment generally and Kurdish environment specially for researchers within the limits, So they take these present variables of their research within the holistic framework, and the research has reached the most important of all conclusions: existing a correlation relationships and moral impact of with no statistical evidence of strategic intelligence to support marketing decisions, Depending on the piece, and researchers have presented a set of proposals are consistent with those conclusions, including one for the residential sector and the other regarding to the future research.

APA, Harvard, Vancouver, ISO, and other styles

19

Cohen, Melanie. ""Is Public Sector Strategic Planning Really Strategic? Maybe, under Certain Conditions"." Academy of Management Proceedings 2013, no. 1 (January 2013): 10477. http://dx.doi.org/10.5465/ambpp.2013.10477abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Ogier, J., and M. Dillon. "STRATEGIC QUALITY PLANNING IN THE HORTICULTURAL SECTOR." Acta Horticulturae, no. 429 (August 1996): 165–72. http://dx.doi.org/10.17660/actahortic.1996.429.20.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Chiwawa, Nyasha, Henry Wissink, and William Fox. "STRATEGIC MANAGEMENT PRACTICES IN ZIMBABWE’S PUBLIC SECTOR." JOURNAL OF PUBLIC ADMINISTRATION AND DEVELOPMENT ALTERNATIVES 5, no. 3 (December 1, 2020): 93–108. http://dx.doi.org/10.55190/nyyy2732.

Full text

Abstract:

This article aims to explore the importance of strategic management practices in organisational performance with reference to the Public Sector in Zimbabwe. Traditional models for strategic management are approaching limits in the light of increasing uncertainty to define what public service organisations must be able to achieve in terms of efficiency and satisfaction of stakeholder expectations. Literature prescribes the use of iterative step-by-step models in the strategic management cycles that direct managers. However, logical incrementalism points to a complex approach with tactical changes and partial solutions employing versatility that is deliberately designed. A qualitative research approach was employed and a sample of eight participants, consisting of heads of department (HODs), was purposefully selected from the population. Open-ended qualitative responses were analysed thematically. The results suggest that the secret to strategic success in Public Sector is the creation of robust partnerships internally and externally. A modern understanding of strategic management must be conveyed through the organisation, and this should be done in a manner that ensures ownership so that not only strategy is owned, but that adaptation is also owned by all levels because it can take place at a tactical level. To promote the proper formulation and execution of the strategic plan, the article recommends that public sector entities could establish standard operating procedures for process review of the effects in order to formulate future interventions on logical incremental bases. Keywords: Organisational practices, Public Administration, Public sector, Strategic management

APA, Harvard, Vancouver, ISO, and other styles

22

Wood, Bruce M., David K. Harrison, and David Haddow. "Strategic Design Management in the Third Sector." International Journal of Design in Society 6, no. 2 (2013): 95–108. http://dx.doi.org/10.18848/2325-1328/cgp/v06i02/38501.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Leitch, Shirley, and Sally Davenport. "Strategic ambiguity in communicating public sector change." Journal of Communication Management 7, no. 2 (April 2003): 129–39. http://dx.doi.org/10.1108/13632540310807340.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Kuprenas, John A., Paul S. Chinowsky, and Winifred Harano. "Strategic Planning in Public Sector Engineering Organization." Journal of Management in Engineering 16, no. 5 (September 2000): 34–40. http://dx.doi.org/10.1061/(asce)0742-597x(2000)16:5(34).

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

dos Santos Morais, Rogério, and Carlos Roberto Camello Lima. "Quantitative tool for market sector strategic analysis." Benchmarking: An International Journal 25, no. 6 (August 6, 2018): 1706–28. http://dx.doi.org/10.1108/bij-12-2016-0182.

Full text

Abstract:

Purpose A competitive business strategy with a greater chance of success depends on an accurate quantitative analysis of business strategic factors prevailing in a company. The purpose of this paper is to conduct the latter to determine the level of competitiveness in a sector. Design/methodology/approach This study develops a tool based on literature classics and tested in the telecommunications industry to determine market segment competitiveness, market attractiveness and the relative ability of companies to generate profits. Findings The proposed tool allows managers to quantify each strategic factor and, thus, identify positive factors leading to a competitive advantage and weaknesses leading to vulnerability, which enables an improvement in daily strategic decision making. Practical implications Implementing the tool can enable managers to both quantify each strategic factor and improve strategic decision making. Originality/value This methodology employed here is novel. As such, this study provides new insights into how to compete in the telecommunications industry and discusses useful implications for academia, new entrepreneurs, buyers and suppliers.

APA, Harvard, Vancouver, ISO, and other styles

26

Bouzdine‐Chameeva, Tatiana. "How wine sector SMEs approach strategic questions." British Food Journal 108, no. 4 (April 2006): 273–89. http://dx.doi.org/10.1108/00070700610657128.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Sheate, W. R. "Strategic environmental assessment in the transport sector." Project Appraisal 7, no. 3 (September 1992): 170–74. http://dx.doi.org/10.1080/02688867.1992.9726859.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Augusto, Cleiciele Albuquerque, José Paulo de Souza, and Silvio Antônio Ferraz Cário. "Strategic contractual relationships in the automotive sector." Revista de Administração 52, no. 4 (October 2017): 443–55. http://dx.doi.org/10.1016/j.rausp.2017.08.006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Karagozoglu, Necmi, and Ragnor Seglund. "Strategic planning for a public sector enterprise." Long Range Planning 22, no. 2 (April 1989): 121–25. http://dx.doi.org/10.1016/0024-6301(89)90131-3.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Silva, André F. "Strategic Liquidity Mismatch and Financial Sector Stability." Review of Financial Studies 32, no. 12 (April 23, 2019): 4696–733. http://dx.doi.org/10.1093/rfs/hhz044.

Full text

Abstract:

Abstract This paper examines whether banks strategically incorporate their competitors’ liquidity mismatch policies when determining their own and the impact of these collective decisions on financial stability. Using a novel identification strategy exploiting the presence of partially overlapping peer groups, I show that banks’ liquidity transformation activity is driven by that of their peers. These correlated decisions are concentrated on the asset side of riskier banks and are asymmetric, with mimicking occurring only when competitors take more risk. Accordingly, this strategic behavior increases banks’ default risk and overall systemic risk, highlighting the importance of regulating liquidity risk from a macroprudential perspective. ReceivedMay 4, 2016; editorial decision January 1, 2019 by Editor Philip Strahan. Author has furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.

APA, Harvard, Vancouver, ISO, and other styles

31

Luke, Belinda, and Martie‐Louise Verreynne. "Exploring strategic entrepreneurship in the public sector." Qualitative Research in Accounting & Management 3, no. 1 (January 2006): 4–26. http://dx.doi.org/10.1108/11766090610659724.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Williams, Wil, and Duncan Lewis. "Strategic management tools and public sector management." Public Management Review 10, no. 5 (September 2008): 653–71. http://dx.doi.org/10.1080/14719030802264382.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Tamronglak, Amporn. "Strategic workforce planning for Thailand public sector." International Journal of Public Sector Performance Management 5, no. 1 (2019): 6. http://dx.doi.org/10.1504/ijpspm.2019.096649.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Tamronglak, Amporn. "Strategic workforce planning for Thailand public sector." International Journal of Public Sector Performance Management 5, no. 1 (2019): 6. http://dx.doi.org/10.1504/ijpspm.2019.10017033.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Saxby, Stephen. "Public sector information gets a strategic review." Computer Law & Security Review 23, no. 5 (2007): 381–82. http://dx.doi.org/10.1016/j.clsr.2007.07.007.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Joyce, Paul. "Public sector strategic management: the changes required." Strategic Change 13, no. 3 (May 2004): 107–10. http://dx.doi.org/10.1002/jsc.670.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Plant, Thomas. "Holistic strategic planning in the public sector." Performance Improvement 48, no. 2 (February 2009): 38–43. http://dx.doi.org/10.1002/pfi.20052.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Plant, Thomas. "Public sector strategic planning: An emergent approach." Performance Improvement 45, no. 5 (May 2006): 5–6. http://dx.doi.org/10.1002/pfi.2006.4930450503.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Vazquez Carrazana, Xiomara, Ilirio José Rech, and Gilberto José Miranda. "Identification of strategic groups in the agribusiness sector." Revista científica Pensamiento y Gestión, no. 44 (January 15, 2018): 191–216. http://dx.doi.org/10.14482/pege.44.10073.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Ploch, Jindřich, and Monika Palatková. "Strategic Management and Crises Management as the Main Pillars of Recovery in the International Tourism and Civil Aviation Transport." Croatian Regional Development Journal 3, no. 1 (June 1, 2022): 24–46. http://dx.doi.org/10.2478/crdj-2022-0003.

Full text

Abstract:

Abstract Tourism and air transport are among the sectors most affected by the covid-19 crisis. The pandemic lasting almost two years has been reflected in short-term effects in both sectors, but there are also serious long-term consequences including the impact on quantitative and qualitative employment change. National authorities will have to set recovery plans in accordance with the relevant policies and in international cooperation with public and private entities. The aim of the paper is to identify a set of strategic and crises measures to recover the international tourism and international civil aviation transport in the context of the long-term human resource management and the optimisation of future quality and quantity of human resources in both mentioned sectors. These strategic recommendations are intended for application in national tourism and transport policies. The methodology of the paper is based on current statistical data and strategic documents at the national and international level represented by the international organisations (esp. UNWTO, WTTC, IATA, ICAO, ECAC). Attention is focused on crises management of the public sector entities in terms of the definition and implementation of reconstruction strategies, on private sector stakeholders, on the interconnection of the tourism and air transport sectors, as well as cooperation in the international environment. Methods and tools for the renewal of both sectors are based on a strategic approach of the public sector, support for the introduction of new business models in the private sector, change in the product and marketing mix, digitization, innovation and education.

APA, Harvard, Vancouver, ISO, and other styles

41

BAZHENKOV, Ievgen. "CONTROL IN THE SYSTEM OF STRATEGIC MANAGEMENT EDUCATION BRANCH." Herald of Khmelnytskyi National University. Economic sciences 308, no. 4 (July 28, 2022): 312–18. http://dx.doi.org/10.31891/2307-5740-2022-308-4-48.

Full text

Abstract:

The article considered controlling in the system of strategic management of the educational sector. The importance of applying progressive concepts of intra-industry management was analyzed. The concept of “Controlling” was defined as a cross-functional area of activity in the management system. The main opinions of world scientists regarding the definition of controlling were considered. The possibility of the process of implementing controlling in the system of strategic management of the educational sector was determined. The criteria on which the classic classification of controlling in the economic environment is based were listed. The classification orientation of controlling in the system of strategic management of the educational sector was illustrated. It was analyzed what strategic, tactical, operational, situational and local controlling are aimed at. Controllings were listed depending on the areas of implementation. The types of controlling were distinguished on the basis of equality. The types of controlling by scope of application were considered. The main points on which the introduction of controlling into the system of strategic management of the educational sector should be focused were determined. Proactive management in the field of education was analyzed, what it means, what is focused on. The main objectives of controlling in the system of strategic management of the educational sector were listed. The basic task of controlling in the system of strategic management of the educational sector was determined. The task of controlling in the system of strategic management of the educational sector was illustrated. The general functions of controlling in the system of strategic management of the educational sector were analyzed. These functions are the information function, communication function, management function, planning function, accounting and control function, and analytical function. The principles of the application of controlling were highlighted, which should be focused on when introducing the philosophy of controlling into the system of strategic management of the educational sector. Conclusions were made regarding controlling in the system of strategic management of the educational sector.

APA, Harvard, Vancouver, ISO, and other styles

42

McGregor, Eugene B. "The Public Sector Human Resource Puzzle: Strategic Management of a Strategic Resource." Public Administration Review 48, no. 6 (November 1988): 941. http://dx.doi.org/10.2307/976989.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Bivainis, Juozas, and Živile Tunčikiene. "METHODOLOGICAL APPROACHES TO STRATEGIC PLANNING OF PUBLIC SECTOR INSTITUTIONS." Technological and Economic Development of Economy 11, no. 1 (March 31, 2005): 3–15. http://dx.doi.org/10.3846/13928619.2005.9637677.

Full text

Abstract:

In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.

APA, Harvard, Vancouver, ISO, and other styles

44

Smith, Meabh, and John Loonam. "Exploring strategic execution." Journal of Strategy and Management 9, no. 4 (November 21, 2016): 406–28. http://dx.doi.org/10.1108/jsma-11-2015-0094.

Full text

Abstract:

Purpose Globally and particularly in Ireland, reduced expenditure on healthcare along with increasing pressure to increase patient throughput and improved performance against standards, is forcing healthcare providers to adopt tools from the business sector and apply them in the healthcare sector to bring about improved performance. The paper aims to discuss these issues. Design/methodology/approach This study is interpretivist in nature, specifically focussing on exploring how the balanced scorecard can support improved service delivery within a hospital department. The research will conduct an exploratory case study of a single hospital site within the Irish republic. This research is based on qualitative interviews with corroboration from document review and direct observation. This study provides a snap-shot of the Cath Lab service at a moment in time. Findings The development of a strategy map and proposed balanced scorecard for an Irish hospital unit. Originality/value The development of a balanced scorecard for a healthcare organisation.

APA, Harvard, Vancouver, ISO, and other styles

45

Lungu, Miruna Florina. "The role of strategic agility in the IT sector." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 134–48. http://dx.doi.org/10.2478/picbe-2019-0013.

Full text

Abstract:

Abstract As we are living in a world governed by technology, the society becomes step by step more digitalized. The IT sector is now rooted both in our personal and professional lives, removing physical boundaries. Given these facts, the aim of this paper is to present an analysis of how strategic agility works hand in hand within the IT industry. Strategic agility represents a trigger for growth in this industry, contributing to its expansion and strategic business direction as part of the business environment. Thus, the objectives of the current paper are three-folded, namely: (1) what does strategic agility stands for in the IT industry; (2) how strategic agility is achieved within IT sector (3) which business areas of IT companies are impacted by strategic agility. In the journey of covering all these points, we will use mixed research methodology. The qualitative research contributes to a deeper understanding of the role strategic agility plays in the IT business. This section of the paper screens the targeted concepts of the research, acknowledging the challenges and opportunities triggered by strategic agility. The quantitative research method represented by a survey highlights through primary collected data a real case analysis of the IT industry. Various stakeholders operating in this industry bring their input to the development of this scientific paper, their opinion being sketched with the support of structured set of opened and closed questions. The findings of this research are collected and analyzed to mirror the significance of strategic agility as part of the IT industry. The paper aims to cover all the listed objectives, raising awareness of how technology is a vital strategic pillar of the business environment. Such results enhance our capacity of future value creation, enabling new opportunities for growth and innovation.

APA, Harvard, Vancouver, ISO, and other styles

46

Holodova, Marina. "Strategic planning architecture development of the agricultural sector." Agrarian Bulletin of the 225, no. 10 (October 31, 2022): 91–102. http://dx.doi.org/10.32417/1997-4868-2022-225-10-91-102.

Full text

Abstract:

Abstract. Purpose. To develop the architecture of the system of strategic planning of the agricultural sector in the context of the formation of a new world economic structure. Methods. The following methods were used in the course of the study: abstract-logical, monographic, structural and comparative analysis, inductive conclusion. Results and practical significance. The paper outlines the main aspects of the formation of a new world economic order, the core of which is the system of strategic planning along with the development of market mechanisms of management. The role and place of strategic planning in the system of state regulation of the agricultural sector are outlined. The evolution of the system of state regulation of the agrarian economy in the conditions of changing world economic patterns is presented. It is proved that the fragmentary nature of the strategic planning system in the agricultural sector does not allow the industry to switch to the formation of a new model of economic development. The inductive conclusion of the author's developments made it possible to systematize conceptual approaches to strategic goal-setting in the agricultural sector, to substantiate the key problems of the current management cycle in the industry. It is noted that financial and budgetary strategies are important components of the strategic planning system of the agricultural sector in conjunction with the agricultural development strategy. The conducted analysis made it possible to form a methodological basis for the sequence of practical development, interconnection and coordination of elements of the strategic planning system. Scientific novelty. A modern architecture of strategic planning of the agricultural sector has been developed, which is understood as the design of a system that links the key elements of strategizing into a single management cycle: hypothesis – concept – strategy – forecast – economic orientation – plan – program – project.

APA, Harvard, Vancouver, ISO, and other styles

47

Mohassesi, Ahmad Ali, and Rozita Shahbaz Keshvari. "Using Strategic Planning to Improve Performance Management and Its Impact on Organizational Success." International Journal of Strategic Information Technology and Applications 6, no. 4 (October 2015): 44–63. http://dx.doi.org/10.4018/ijsita.2015100104.

Full text

Abstract:

This research investigated the use of the strategic planning process in improving the management performance of private sector in Iran. Measuring performance is a necessary management practice if action is to result in desired outcomes. An important objective of the Iranian private sector was to focus the attention of private servants on clear specified results rather than bureaucratic procedures. The development of performance management to date appears inadequate in that the most important component of results – outcomes is overlooked from the measurement. Primary data were collected through structured questionnaire with 100 respondents from 20 randomly selected private sectors in different environment. The findings showed the necessity of implementation of strategic planning in private sector concerning the use of appropriate performance management tools and strengthening the implementation of strategic planning functions in order to improve management performance. These findings suggest that specific management function-focused process should be designed and implemented.

APA, Harvard, Vancouver, ISO, and other styles

48

Sheehan, Cathy, and Anthony Scafidi. "The Strategic Role of HR Managers in Australian Organisations: Cues from Organisational Recruitment Sources." Journal of Management & Organization 11, no. 1 (January 2005): 41–56. http://dx.doi.org/10.1017/s1833367200004405.

Full text

Abstract:

ABSTRACTThis study has used a longitudinal, quantitative design to explore the expected increase in the reference to human resource management (HRM) strategic planning roles in Australian organisations between 1993 and 2004. The research also examined which of the organisational characteristics of ownership, sector and size best predicts strategic planning roles for HR managers in 2003-04. Data was collected from the content analysis of 315 job advertisements for senior Human Resources (HR) managers published in national newspapers and on the Internet. Results established a longitudinal increase in references to strategic HR roles and established that internationally-owned, larger, and public sector organisations placed greater emphasis on promoting strategic roles for HR managers. The strongest predictor of a strategic planning role however was the sector in which the organisation was placed. Specifically, in the public sector HR managers at the most senior level were given the same strategic role as counterparts in the private sector but HR managers at the next level down were significantly less likely than HR managers at the same level in the private sector to be given strategic roles. These findings have implications for the training and development opportunities for HR managers working in the public sector.

APA, Harvard, Vancouver, ISO, and other styles

49

Sheehan, Cathy, and Anthony Scafidi. "The Strategic Role of HR Managers in Australian Organisations: Cues from Organisational Recruitment Sources." Journal of the Australian and New Zealand Academy of Management 11, no. 1 (January 2005): 41–56. http://dx.doi.org/10.5172/jmo.2005.11.1.41.

Full text

Abstract:

ABSTRACTThis study has used a longitudinal, quantitative design to explore the expected increase in the reference to human resource management (HRM) strategic planning roles in Australian organisations between 1993 and 2004. The research also examined which of the organisational characteristics of ownership, sector and size best predicts strategic planning roles for HR managers in 2003-04. Data was collected from the content analysis of 315 job advertisements for senior Human Resources (HR) managers published in national newspapers and on the Internet. Results established a longitudinal increase in references to strategic HR roles and established that internationally-owned, larger, and public sector organisations placed greater emphasis on promoting strategic roles for HR managers. The strongest predictor of a strategic planning role however was the sector in which the organisation was placed. Specifically, in the public sector HR managers at the most senior level were given the same strategic role as counterparts in the private sector but HR managers at the next level down were significantly less likely than HR managers at the same level in the private sector to be given strategic roles. These findings have implications for the training and development opportunities for HR managers working in the public sector.

APA, Harvard, Vancouver, ISO, and other styles

50

Adeleye, Omokhoa Adedayo, and Antoinette Ngozi Ofili. "Strengthening Intersectoral Collaboration for Primary Health Care in Developing Countries: Can the Health Sector Play Broader Roles?" Journal of Environmental and Public Health 2010 (2010): 1–6. http://dx.doi.org/10.1155/2010/272896.

Full text

Abstract:

Many strategic challenges impeding the success of primary health care are rooted in weak strategic inputs, including intersectoral collaboration. Some encouraging evidence from programmes, projects, and studies suggests that intersectoral collaboration is feasible and useful. The strategy has the potential to fast-track the attainment of Millenium Development Goals. However, the strategy is not commonly utilised in developing countries. The health sector expects inputs from other sectors which may not necessarily subscribe to a shared responsibility for health improvement, whereas the public expects ‘‘health’’ from the health sector. Yet, the health sector rarely takes on initiatives in that direction. The sector is challenged to mobilise all stakeholders for intersectoral collaboration through advocacy and programming. Pilot projects are advised in order to allow for cumulative experience, incremental lessons and more supportive evidence.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!