Relevant bibliographies by topics / Strategies

Academic literature on the topic 'Strategies'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Strategies"

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Rahman, Md Mostafizur, Iftekhar Rahman, and Dr Mushtaq Ahmed. "Integrated Development Strategies: Key Components of Strategic Approaches." International Journal of Engineering Research 3, no. 4 (April 1, 2014): 274–78. http://dx.doi.org/10.17950/ijer/v3s4/422.

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Zakayo, Dr Charles Mulandi. "Synergies Created by Strategic Fit Between Business Strategies and Human Resource Strategies in Transnational Tea Firms in Kenya." International Journal of Trend in Scientific Research and Development Volume-2, Issue-4 (June 30, 2018): 2831–40. http://dx.doi.org/10.31142/ijtsrd14532.

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Piliang, Aminah. "STRATEGIC TIMING: ANALYZING MARKET TIMING STRATEGIES FOR NON-FINANCIAL COMPANIES' LEVERAGE." American Journal of Management and Economics Innovations 06, no. 04 (April 21, 2024): 41–46. http://dx.doi.org/10.37547/tajmei/volume06issue04-04.

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This study investigates the impact of market timing strategies on the leverage of non-financial companies. Market timing involves making financial decisions based on expectations of future market movements. Using a sample of non-financial firms, we examine how companies strategically time their debt issuance and repayment activities in response to market conditions. Our analysis considers factors such as interest rate fluctuations, market volatility, and economic cycles. We employ quantitative methods to assess the effectiveness of different market timing strategies in influencing firms' leverage levels. The findings shed light on the dynamics between market conditions and corporate leverage decisions, providing valuable insights for financial managers, investors, and policymakers.
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Sulistiyani, Rina. "IMITATION STRATEGIES FOR SME’S LEARNING PROCESS TOWARDS INNOVATION STRATEGIES." Asia Pacific Management and Business Application 1, no. 2 (December 30, 2012): 141–55. http://dx.doi.org/10.21776/ub.apmba.2012.001.02.4.

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

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Talijan, Miroslav, Dragan Jevtić, Miroslav Terzić, and Mišo Planojević. "Contemporary security strategies : The EU Global Strategy for Foreign and Security Policy." Vojno delo 69, no. 8 (2017): 72–85. http://dx.doi.org/10.5937/vojdelo1708072t.

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Murodova, Nargiza. "TOURISM PRICING STRATEGIES." European International Journal of Multidisciplinary Research and Management Studies 4, no. 4 (April 1, 2024): 216–22. http://dx.doi.org/10.55640/eijmrms-04-04-34.

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Tourism pricing strategies are vital for businesses in the travel and hospitality sector to maximize revenue, attract and retain customers, and stay competitive. These strategies range from value-based pricing, which relies on the perceived value to the customer, to dynamic pricing, adjusting costs in real-time based on market demand. Other approaches include discount pricing for off-peak periods, package deals offering combined services, psychological pricing to make costs seem more attractive, penetrationpricing to quickly gain market share, premium pricing for exclusive experiences, seasonal adjustments, cost-plus pricing to cover expenses and ensure profit, and geographical pricing to account for regional economic differences. Each strategy has its unique implications and is chosen based on the business’s goals, market conditions, and customer preferences.
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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.

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Kim, Dug Mo. "Media Groups' Management Strategies: Business Areas, Platform Strategies, Content Distribution Strategies and Business Strategies." Journal of Digital Convergence 14, no. 2 (February 28, 2016): 157–67. http://dx.doi.org/10.14400/jdc.2016.14.2.157.

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Martínez-Moreno, Omaira C., Yannet Hernández-Ibarra, and Juan C. Sandoval-Zavala. "Implementando Estrategias de mercado ¿Gestión estratégica de marketing o una combinación?" Revista científica anfibios 4, no. 2 (November 10, 2021): 20–28. http://dx.doi.org/10.37979/afb.2021v4n2.91.

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Con los requerimientos del entorno empresarial de ajustarse a las necesidades de sus clientes, resulta imprescindible implementar las estrategias de marketing adecuadas para llegar al público objetivo, sin embargo, esta estrategia puede que requiera esfuerzos de otras dependencias de la organización. Es así que se pretende examinar la relación entre gestión estratégica y marketing en aspectos primordiales como el interfaz entre cuestiones estratégicas y cuestiones de marketing y cómo se gestiona en entornos prácticos, Esta propuesta va dirigida a ejecutivos de empresas, gerentes y académicos de marketing. Para tales fines se plantea una revisión de la literatura en esta temática. Los resultados que contienen están respaldados por información empírica acerca de las perspectivas convencionales sobre el contenido de marketing, gestión estratégica y toma de decisiones, también se discuten los cambios organizativos y los argumentos teóricos que han socavado en estos conceptos
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Dissertations / Theses on the topic "Strategies"

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Karlsson, Tim. "Lässtrategier hos elever i skolåren 9-12 : En systematisk litteraturstudie om hur användande av lässtrategier påverkar elevers läsförståelse." Thesis, Luleå tekniska universitet, Institutionen för konst, kommunikation och lärande, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-85214.

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I denna systematiska litteraturstudie presenteras resultat av vad tidigare forskning konstaterat om lässtrategier i frågan om hur de används och vad de innebär för elever i skolåren 9–12. Uppsatsen visar att den utbildningsforskning som berört lässtrategier under de senaste tio åren inte behandlar strategisk läsning med konsensus i begrepp eller förklaringsmodeller, utan att det istället finns olika synpunkter om både vad lässtrategier är och vad de innebär för läsaren. Studien visar också att lässtrategier används frekvent hos elever i skolåren 9–12 inom och utanför Sverige, både bland skickliga läsare och bland mindre skickliga läsare, för att främja läsförståelse. Vad som skiljer dessa skickliga respektive mindre skickliga läsare från varandra tycks till viss del vara kvaliteten av deras strategiska läsning och hur de använder lässtrategier till sin fördel för att förstå text. Uppsatsen undersöker olika aspekter av lässtrategier och konstaterar att det finns främst tre faktorer som påverkar lässtrategiers effektivitet. Dessa är: 1) Huruvida eleven besitter metakognitiv medvetenhet och gör aktiva val vid strategisk läsning. 2) Elevens förmåga att kombinera olika strategier med varandra. 3) Elevens förmåga att utvärdera sin egen läsning.
In this systematic review, results of previous research on strategic reading were analyzed and presented regarding the question of how students (year 9–12) use reading strategies, and what these strategies mean to reading comprehension levels. The review found that studies which have investigated strategic reading during the past ten years subscribe to different viewpoints and models regarding what reading strategies are, how they should be described, as well as how they should be used by students to further their reading comprehension. While the review further concludes that both good readers and less skilled readers among students in secondary school, frequently do use reading strategies, it also provides evidence to support the idea that these strategies must be used in a certain way for them to be effective. The review presents information from previous research which pertains to the different aspects of reading strategy, and what makes strategic reading effective in terms of furthering reading comprehension. These aspects include: 1) The level of metacognitive awareness that the reader possesses when choosing and using strategies. 2) The readers ability to effectively combine strategies with each other. 3) The readers level of insight into his or her strategy use via the use of control strategies and reflection.
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Seilius, Nerijus, and Darius Seilius. "Bioetanolio gamybos verslo įmonės valdymo strategijos modeliavimas." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2007. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2007~D_20070816_164139-99443.

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Strateginis valdymas yra pagrindinė magistrinio darbo „Bioetanolio gamybos verslo įmonės valdymo strategijos modeliavimas“ tema. Strateginis valdymas yra pateikiamas ne tik kaip teorinis procesas, susidedantis iš strateginės analizės, strategijos formavimo ir strategijos ��gyvendinimo etapų, bet ir praktinis modelis, taikytinas bioetanolio gamybos verslo atveju. Bioetanolio verslas Lietuvos rinkoje yra pakankamai nauja veiklos sritis, pasižyminti nedideliu konkurentų skaičiumi ir nesuformuotais produkcijos realizavimo kanalais. Dėl šios priežasties didžioji dalis bioetanolio produkcijos yra eksportuojama. Tačiau palanki teisinė aplinka, sąlygoja geras vystymosi ir plėtros tendencijas ir vietinėje rinkoje. Siekiant suformuoti tikslingą bioetanolio gamybos verslo strateginio valdymo modelį, yra atlikti tiek teoriniai, tiek empiriniai tyrimai. Jų rezultatai sudarė sąlygas ne tik pasirinkti greito įsiskverbimo į vietinę rinką ir eksporto per prekybos tarpininkus strategijas, bet ir parengti veiksmų (finansų, marketingo, gamybos, organizacinių) programas bei įvertinti finansines-investicines strateginio valdymo įgyvendinimo proceso galimybes ir identifikuoti įgijamus konkurencinius pranašumus rinkoje.
Strategic management is the main Master‘s “Modelling of management strategy in business of bioethanol industry” thesis. Strategic management is considered not only as theoretical process, including strategic analysis, strategy formulation and strategy implementation stages, but also as practical model, applicable in bioethanol industry. Bioethanol industry is quite new activity field in Lithuanian market, characterized by a little number of competitors and unformed distribution channels of production. For that reason the vast majority of bioethanol production is being exported. But favourable legal enviroment causes good development and expansion tendencies in local market as well. To form a model of strategic management of bioethanol industry, it have been made and defined theoretical and empirical researches. The results caused both an opportunity to select a fast infiltration to local market and export by sales agents strategies and to formulate such operational programmes as finance, marketing, organizational and production. There is also a possibility to evaluate financial opportunities of implementation of strategic management process and to indicate the main competitive advantages in the market.
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Elfman, Charlotte, and Elin Olofsson. "Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?" Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.

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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.
Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.
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Lagelius, Philip, and Alexander Pikosz. "Real estate companies, risks and strategies 2002‐2011." Thesis, KTH, Fastigheter och byggande, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-124137.

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The 2008 financial crisis created new conditions for the listed Swedish property companies and the choice of operational and financial strategy became increasingly important. The purpose of this paper is to identify the listed property companies and their strategies for the period 2002 ‐2011, in order to examine whether these has changed in any direction and if they were more or less profitable. To accomplish this, data was collected from the companies' annual reports and statistical institutes. This was followed up with interviews with company representatives and experts to further broadened the analytical basis. Collected data helped to identify each companies strategies year by year. The analysis revealed some trends among companies regarding their operational and financial strategy. By looking at the Operating strategies we have found that the companies have become more specialized towards either a particular property type or to a geographical region. The companies have also increased their focus on cash flow and reduced their focus on transactions. Financially, the companies have reduced their risks by seeking a more long term capital structure. Alternative sources of funding such as bonds have also become more common among the companies. With the exception of the specialization strategy, the most obvious change in strategy occurred in connection with the financial crisis of 2008. It was also found that the companies that were most transaction ‐intensive also have been most volatile in a profit perspective.
Finanskrisen 2008 skapade nya förutsättningar för de noterade svenska fastighetsbolagen och valet av operativ och finansiell strategi blev allt mer viktig. Syftet med denna uppsats är att kartlägga de noterade Fastighetsbolagen och deras strategier under perioden 2002 ‐2011, för att sedan undersöka huruvida dessa förändrats i någon riktning och om de varit mer eller mindre gynnsamma. För att genomföra detta samlades data in från bolagens årsredovisningar och statistiska institut. Detta följdes upp med intervjuer där bolagsrepresentanter och sakkunniga ytterligare breddade analysunderlaget. Insamlad data bidrog till att fastställa de enskilda bolagens strategier år för år. Analysen visade vissa trender bland bolagen gällande deras operativa och finansiella strategi. Operativt har bolagen blivit mer specialiserade mot antingen en viss fastighets typ eller mot en geografisk region. Bolagen har också ökat fokus på kassaflöden/förvaltning och minskat fokus på transaktioner. Finansiellt har bolagen minskat riskerna genom att sträva efter längre kapital ‐ och räntebindning. Man har också i större grad sökt alternativa finansieringskällor såsom obligationer. Med undantag för specialiseringsstrategin har de tydligaste förändringarna i strategin skett i samband med finanskrisen 2008. Det visade sig också att de bolag som varit mest transaktionsintensiva också har varit mest volatila i ett resultatperspektiv.
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Fagerholm, Sebastian, Patrik Lorentzson, and Robin Moritz. "Strategic Human Resource Management : A study of EWES Stålfjäder AB's HR Strategies alignment to corporate strategies." Thesis, Jönköping University, JIBS, Business Administration, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12857.

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Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.

Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.

Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.

Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.

Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

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Sundberg, Christoffer, Gustaf Sundberg, and Miikka Lilja. "Growth Strategies in Declining Industries." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26744.

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The phenomenon of declining industries has been sparsely researched and few scholars have investigated whether firms pursue, or should pursue, growth in industries that are in decline. This study aims to find out if and how firms pursue growth when they perceive the industries in which they operate as experiencing a decline. The study also aims to examine the key factors that influence firm strategy in declining industries. We interviewed managers in firms operating in two declining industries, the Swedish retail fuel industry and the Finnish printing industry.   Our finding is that the studied firms operating in these two industries are aware of the declining state of their industries. However, all of them believe that their respective industries will transform instead of perish. Consequently, these firms pursue growth through various strategies to better position themselves within the changing conditions and declining state of their respective industries. Both internal and external factors influence firm strategy, and the factors were both industry and firm-specific. The firms studied tended to employ strategies based on their perception of their industries. In addition, the strategies were developed to both suit the current and the future industry environment. We label these strategies transformational strategies. We build on this new strategic option and construct a guiding framework that aims to facilitate firms’ strategic decision-making in declining industries.
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Adamec, Jaroslav. "Nástroj pro podporu volby optimální strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta informačních technologií, 2012. http://www.nusl.cz/ntk/nusl-236600.

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The thesis considers theoretical bases for understanding the product, company, competition and strategies. The thesis compares material and immaterial products and examines the properties of information goods. The thesis considers regularities of strategic management and strategic concepts. The thesis examines analysis used in strategic management, analyses requirements for the system data and describes implemented analysis and their usage.
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Despin, Tina M. "Strategies Small Financial Business Owners Apply to Succeed Beyond Five Years." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4053.

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Small businesses in the United States employ 98% of workers, yet approximately 47% of small businesses shut down in less than five years. Business leaders who fail to implement adequate strategic strategies experience reduced profits and sustainability challenges. These business closures cause unemployment rates to rise and inflict damages to the economic growth of economies in the United States. This multiple case study was grounded in the theory of transformational leadership. The purpose was to explore strategies used by small financial business owners to sustain their businesses beyond five years. The population consisted of 8small financial businesses in Southwest Florida; these businesses all have been in operation beyond 5years. Using methodological triangulation, data were collected from interviews with the leaders, company documents, physical artifacts such as the company websites and social media pages, to assess culture similarities and differences. Thematic analysis involved developing codes and themes from data collected and member checking. Four themes emerged transformational leadership, establishing trust, maintaining adequate capital, and proficient time management. These themes applied by business owners may help business owners experience greater success in remaining sustainable. The findings of this study could contribute to positive social change by providing insights for small financial business owners on the strategic implementations for business longevity that would possibly increase workplace stability for employees supporting their families as well as contributing positively to their communities in Southwest Florida
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Augustsson, Sebastian. "Business Growth by Mergers and Acquisitions : A Qualitative Study of Business Strategies: The Case of Smile Tandvård." Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-85081.

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M&A is a strategy with a process that greatly revolves around achieving an approved merger, and subsequently being ready to act upon an approval. The strategy’s focuses are on the preparation and the analysis of the merger. A firm that is consistently up-to-date on the information available and on the status of the market, can prosper when opportunities reveal themselves. This paper studies business strategies from the point of view of what might bring growth to firms, based on theory and empirical evidence. Moreover, a case study is used of the firm Smile Tandvård, who actively uses M&A. The study is consisting of a research of the theoretical background, to enable links from several of these theories into the case study, as well as into the analysis. Additionally, was an interview conducted with the accounting manager of Smile Tandvård to get a clear insightinto the firm’s processes. The qualitative part showed the theories, the empirical evidence and the case study aligning in their characteristics, where I could pinpoint certain aspects of Smile Tandvård to the choices a firm has on a market, according to the theories. Moreover, showed the research there being plentiful ways in which you could examine the success of a merger or an acquisition. The direct result or direct returns not being the sole aim when deciding on M&A, and there were competitive advantages to gain. The quantitative test showed there being a correlation between business cycles and the amount of mergers and acquisitions.
Fusioner & Förvärv som strategi, har en process som till stor del handlar om att få förvärvet godkänt, och sedermera kunna agera vid godkännandet. Strategins fokus är på förberedelsen och analysen inför förvärvet. Ett företag som är konsekvent uppdaterat på den tillgängliga informationen och statusen på marknaden, kan uppnå framgångar genom detta när möjligheter uppstår. Denna studie undersöker företagsstrategier från perspektivet av vad som kan ge företag tillväxt, via en bas av teori och empiri. Utöver det, används en fallstudie av Smile Tandvård, som aktivt använder sig av strategin av fusioner & förvärv. Studien består av en research av befintligt teori, för att möjliggöra flera kopplingar till fallstudien, såväl som till analysen. Adderat till det, utfördes en intervju med redovisningschefen hos Smile Tandvård, för att kunna få en klar inblick i företagets processer. Den kvalitativa studien visade att teori, empiri och fallstudien följer och knyter an till varandra i sina kännetecknande drag, vilket möjliggjorde att jag kunde precisera aspekter hos Smile Tandvård som följer de val ett företag ställs inför på en marknad, enligt teorin. Därtill, visade undersökningen att det finns åtskilliga sätt att tolka och granska fusionen eller förvärvets framgång. Med det direkta resultatet eller den direkta avkastningen icke varande det enda ett företag siktar mot vad gällande fusioner och förvärv, det fanns även konkurrensfördelar att vinna. Det kvantitativa testet visade att det fanns en korrelation emellan konjunkturcykler och antalet fusioner & förvärv.
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Pano, Petra, and Jessica Axelsson. "Ungdomars självexponering och strategier för att undanhålla sinaföräldrar från att få information." Thesis, Örebro universitet, Institutionen för juridik, psykologi och socialt arbete, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-52966.

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Självexponering (self-disclosure) är en process där man delar med sigav sina tankar, känslor och berättar saker om sig själv till en annanperson av egen vilja. Syftet med studien var att undersöka vadungdomar berättar och inte berättar till sina föräldrar och undersökavilka strategier de använder. Ungdomar i årskurs åtta i en stadbelägen i Mellansverige blev intervjuade i grupp. Totalt 53respondenter ställde upp på intervjuerna, varav 26 var flickor och 27pojkar. En tematisk analys genomfördes och materialet struktureradesin i fem olika teman: positiva upplevelser, negativa upplevelser, närarelationer, fritidsaktiviteter och filtreringsstrategier. Ungdomar valdeoftast att strategiskt dölja information då de kände att föräldrarnakunde bli upprörda, vilket var något de ville undvika. Undanhållandetav information kunde även kopplas till rädsla och ängslan över attbehöva ha djupa samtal med föräldrarna. Utlämnandet av informationberodde på hur bra relationen var mellan förälder och barn.
Self-disclosure is a process of sharing your thoughts, feelings andsharing information about yourself to another person. The purpose ofthis study was to examine what adolescents disclose and what theydon't disclose to their parents as well as how they withholdinformation from their parents. A total of 53 adolescents consisting of26 females and 27 males in the 8th grade participated in groupinterviewsin this study. In a thematic analysis of interviews, it wasfound five different themes: positive experiences, negativeexperiences, close relationships, leisure activities and strategies forwithholding information. The results showed that adolescents chose towithhold information from their parents when they felt that theirparents could get upset. Adolescents feared the consequences andwanted to avoid conversations with their parents where they had toexplain themselves. Disclosure of information depended often on howstrong the relationship was between parent and child.
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Books on the topic "Strategies"

1

Scott, Dennis. Strategies. Kingston, Jamaica: Sandberry Press, 1989.

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Palaich, Robert. Strategies, state strategies to improve teaching. Denver, Colo: Education Commission of the States, 1985.

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Joyce, Marcus, and Stanish Charles 1956-, eds. Agricultural strategies. Los Angeles, Calif: Cotsen Institute of Archaeology at UCLA, 2006.

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Orsato, Renato J. Sustainability Strategies. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230236851.

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Stroud, Dick. Internet Strategies. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1057/9780333981474.

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Valdani, Enrico, and Alessandro Arbore. Competitive Strategies. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9780230354586.

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Hinkel, Eli. TOEFL strategies. 2nd ed. Hauppauge, NY: Barron's Educational Series, 1998.

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Tjemkes, Brian, and Oli Mihalache. Transformative Strategies. Edited by Brian Tjemkes and Oli Mihalache. 1 Edition. | New York : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9780429274381.

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Wynne, George G. Survival Strategies. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429335617.

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Richter, Katharina, and Kasper Nørskov Kragh, eds. Antibiofilm Strategies. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10992-8.

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Book chapters on the topic "Strategies"

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Schole, Gesa, and Carolin Munderich. "Are Hearer Strategies Strategic?" In Strategies of Ambiguity, 245–74. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003298083-13.

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Cyr, Arthur. "New Strategies, New Strategists." In U.S. Foreign Policy and European Security, 39–69. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1007/978-1-349-06304-8_3.

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Lerner, Thomas. "Strategies." In Mobile Payment, 23–38. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-03251-7_3.

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Grimwood, Cordelia, and Ruth Popplestone. "Strategies." In Women, Management and Care, 140–54. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22603-0_10.

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Stark, John. "Strategies." In Decision Engineering, 349–70. London: Springer London, 2011. http://dx.doi.org/10.1007/978-0-85729-546-0_19.

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Dawson, R. L. "Strategies." In Teacher Information Pack 5: Techniques and Information, 110–28. London: Macmillan Education UK, 1985. http://dx.doi.org/10.1007/978-1-349-09005-1_11.

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Duddeck, Helmut, Wolfgang Dietrich, and Gábor Tóth. "Strategies." In Structure Elucidation by Modern NMR, 161–65. Heidelberg: Steinkopff, 1998. http://dx.doi.org/10.1007/978-3-642-88310-1_5.

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Powers, James S. "Strategies." In SpringerBriefs in Health Care Management and Economics, 15–24. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62271-2_4.

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Duddeck, H., and W. Dietrich. "Strategies." In Structure Elucidation by Modern NMR, 149–56. Heidelberg: Steinkopff, 1989. http://dx.doi.org/10.1007/978-3-642-97781-7_4.

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Duddeck, Helmut, and Wolfgang Dietrich. "Strategies." In Structure Elucidation by Modern NMR, 169–78. Heidelberg: Steinkopff, 1992. http://dx.doi.org/10.1007/978-3-642-97787-9_4.

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Conference papers on the topic "Strategies"

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Barbosa, Natã M. "Strategies." In the 16th international ACM SIGACCESS conference. New York, New York, USA: ACM Press, 2014. http://dx.doi.org/10.1145/2661334.2661413.

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Ghanmi, Ahmed, and R. H. A. David Shaw. "Modeling and Simulation of Canadian Forces Strategic Lift Strategies." In 2006 Winter Simulation Conference. IEEE, 2006. http://dx.doi.org/10.1109/wsc.2006.323233.

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Taylor, Christine P., Tudor Masek, and Craig R. Wanke. "Designing Strategic Planning Strategies using Multi-Objective Genetic Algorithms." In 14th AIAA Aviation Technology, Integration, and Operations Conference. Reston, Virginia: American Institute of Aeronautics and Astronautics, 2014. http://dx.doi.org/10.2514/6.2014-2027.

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Buyukozkan, Gulcin. "Strategic analysis of mass customization strategies in product development." In Technology. IEEE, 2008. http://dx.doi.org/10.1109/picmet.2008.4599727.

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Potter, Chris. "Trigger strategies." In Prospects for Charged Higgs Discovery at Colliders. Trieste, Italy: Sissa Medialab, 2009. http://dx.doi.org/10.22323/1.073.0008.

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Tokumitsu, Masahiro. "Adaptive strategies." In the International Conference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/2077489.2077541.

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Bäck, Thomas. "Evolution strategies." In Proceeding of the fifteenth annual conference companion. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2464576.2480798.

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Rideau, Silvain, and Glynn Winskel. "Concurrent Strategies." In 2011 26th Annual IEEE Symposium on Logic in Computer Science (LICS 2011). IEEE, 2011. http://dx.doi.org/10.1109/lics.2011.13.

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Foster, Shaun, and David Halbstein. "Screencasting strategies." In ACM SIGGRAPH 2013 Studio Talks. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2503673.2503687.

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Iacovides, Ioanna, Anna L. Cox, Ara Avakian, and Thomas Knoll. "Player strategies." In CHI PLAY '14: The annual symposium on Computer-Human Interaction in Play. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2658537.2658697.

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Reports on the topic "Strategies"

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Smith, Maile E., and Thomas S. Paterson. Interceptor-to-Target Allocation Strategies for Strategic Defense 1: adaptive Strategies Based Upon System and Threat Characteristics. Fort Belvoir, VA: Defense Technical Information Center, July 1988. http://dx.doi.org/10.21236/ada197037.

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Rodrik, Dani. Growth Strategies. Cambridge, MA: National Bureau of Economic Research, October 2003. http://dx.doi.org/10.3386/w10050.

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Seybold, Patricia. Payment Strategies. Boston, MA: Patricia Seybold Group, May 2004. http://dx.doi.org/10.1571/psgp5-28-04cc.

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Chan, Louis K., Narasimhan Jegadeesh, and Josef Lakonishok. Momentum Strategies. Cambridge, MA: National Bureau of Economic Research, December 1995. http://dx.doi.org/10.3386/w5375.

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Coffman, James M. Army Installations: Mobilization and Management Strategies of Strategic Consequence. Fort Belvoir, VA: Defense Technical Information Center, March 2005. http://dx.doi.org/10.21236/ada432803.

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Wei, T. Y. C. Inherency control strategies. Office of Scientific and Technical Information (OSTI), July 1988. http://dx.doi.org/10.2172/714473.

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Eiband, David. Innovative Procurement Strategies. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada441760.

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Perkins, C., J. Rosenberg, and H. Schulzrinne. RTP Testing Strategies. RFC Editor, August 2001. http://dx.doi.org/10.17487/rfc3158.

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Bartik, Timothy J. Economic Development Strategies. W.E. Upjohn Institute, January 1995. http://dx.doi.org/10.17848/wp95-33.

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Baldwin, Robert. Alternative Liberalization Strategies. Cambridge, MA: National Bureau of Economic Research, October 1986. http://dx.doi.org/10.3386/w2045.

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