Relevant bibliographies by topics / Strategy change process

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
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Academic literature on the topic 'Strategy change process'

Author: Grafiati
Published: 25 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Strategy change process"

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Matzler, Kurt, Johann Füller, Katja Hutter, Julia Hautz, and Daniel Stieger. "Crowdsourcing strategy: how openness changes strategy work." Problems and Perspectives in Management 14, no. 3 (September 27, 2016): 450–60. http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.

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Strategy development has traditionally been exclusive and secretive. Social software offers new opportunities to harness the collective intelligence of the crowd within organizations and allows more open, participatory modes of strategizing. This paper describes this new phenomenon of open strategy though crowdsourcing and discusses its implications for research and practice. It draws on first examples of crowdsourcing strategy and is further based on observations and theoretical reflections. To understand the phenomenon with its requirements and consequences, a number of questions and challenges are identified which remain to be investigated. These include how the process of opening up needs to be designed, how individuals can be motivated to engage, for which topics and under which conditions crowdsourcing strategy is a suitable approach, how strategies emerge in such initiatives, the appropriate role of management, and how corporate culture affects and is affected by crowdsourcing strategy. Open strategy through crowdsourcing is a newly emerging empirical phenomenon, which seems to fundamentally change the strategist’s work. More open and inclusive ways of strategizing not only offer new opportunities, but also create some challenges for organizations. This paper deepens the insights in this new phenomenon and identifies seven topics critical for research and management practice. Keywords: strategy, crowdsourcing, collective intelligence. JEL Classification: M19
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Barratt-Pugh, Llandis, and Susanne Bahn. "HR strategy during culture change: Building change agency." Journal of Management & Organization 21, no. 6 (February 10, 2015): 741–54. http://dx.doi.org/10.1017/jmo.2014.95.

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AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.
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Hwang, Jeong Min, Ji Hun Lee, Hyo-Suk Kim, Chan Woo Park, Dagyum Yoo, Bo Keun Park, Chang Gyoun Kim, and Taek-Mo Chung. "Strategy of solution process precursors for phase change memory." Polyhedron 176 (January 2020): 114289. http://dx.doi.org/10.1016/j.poly.2019.114289.

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Jönsson, Sandra, and Tobias Schölin. "Process of change – competence development as a restructuring strategy." Journal of Management Development 35, no. 1 (February 8, 2016): 2–16. http://dx.doi.org/10.1108/jmd-11-2013-0146.

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Purpose – The purpose of this paper is to analyze and contextualize the outcomes of competence development as a restructuring strategy in a company that was significantly affected by the economic recession in 2008. Design/methodology/approach – In the context of restructuring, increased globalization has expanded international competition that in turn has put additional pressure on organizational transformation, restructuring, reorganization and rationalization. Findings – The result indicates that the experience of learning, commitment and job satisfaction have decreased between T1 and T2 (no difference regarding self-efficacy). Originality value – From this study, the authors can conclude that the outcomes of competence development programs are not easily interpreted. Depending on the purpose of the intervention, the results can be interpreted in different ways. It is important to approach the issue of competence development with a wise degree of skepticism.
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Lin, Yao, Nhu-Hang Ha, and Kuo-Sung Lin. "The Role of mPOS System in Process Change and Strategy Change: A Situated Change Perspective." Technologies 3, no. 4 (October 7, 2015): 198–218. http://dx.doi.org/10.3390/technologies3040198.

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Vantrappen, Herman, and Frederic Wirtz. "A smarter process for managing and explaining organization design change." Strategy & Leadership 46, no. 5 (September 17, 2018): 36–43. http://dx.doi.org/10.1108/sl-06-2018-0057.

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Purpose Companies change their organizations continually. When such a change follows a change in company strategy, employees understand why it happens. However, organization changes occur much more frequently than strategy changes. Their seemingly haphazard nature breeds cynicism, while it shouldn’t: organization changes are perfectly normal, usually necessary and often for the better. The reason is that an organization design is never perfect. Designing an organization is a delicate exercise that considers diverging requirements, but at some point, you’ve got to decide, and go for the “least bad” design. The article lays out how to explain why such changes and cycles occur. Design/methodology/approach The authors draw on their long advisory experience to propose three premises about organization design. They then describe the implications of these premises for managers who need to make and explain organization design changes. Findings Premise 1: There is no one-size-fits-all organization. Implication: Beware of adopting organizational hypes thoughtlessly; tailor the design to the specific situation, possibly on the basis of an “organizational health-check”. 10;Premise 2: There are usually good reasons why an organization is as it is. Implication: Beware of following a slash-and-burn approach; consider a gradual approach as the default, possibly on the basis of causal loop diagrams. 10;Premise 3: Organization is more than “structure”. Implication: Beware of isolated, simple-minded changes; include “processes”, “people”, “technology” and “culture”, as explained by various frameworks. Practical implications Alfred Chandler famously wrote that “structure follows strategy”. This article demonstrates that “structure begets structure”. Hence it is important for managers not to bungle an organization design change. To that purpose, they should be clear about the desired time to see the impact of the change and about the risk of change-induced organizational chaos. Originality/value The article contributes to good management practice by enabling managers to explain well why an organization change, even in the absence of a strategy change, does make sense. Managers’ ability to explain the benefits of change, and employees’ acceptance thereof, is a mark of organizational maturity.
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Whelan-Berry, Karen S., and Karen A. Somerville. "Linking Change Drivers and the Organizational Change Process: A Review and Synthesis." Journal of Change Management 10, no. 2 (June 2010): 175–93. http://dx.doi.org/10.1080/14697011003795651.

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Carrillo, J. E., and C. Gaimon. "A framework for process change." IEEE Transactions on Engineering Management 49, no. 4 (November 2002): 409–27. http://dx.doi.org/10.1109/tem.2002.806712.

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RICHARDS, ALBERT. "Strategic Change and the Management Process." R&D Management 19, no. 4 (October 1989): 346–48. http://dx.doi.org/10.1111/j.1467-9310.1989.tb00660.x.

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B.M. Keers, Bianca, Paul C. van Fenema, and Henk Zijm. "Understanding organizational change for alliancing." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 823–38. http://dx.doi.org/10.1108/jocm-09-2016-0170.

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Purpose The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation. Design/methodology/approach A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance. Findings Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture. Research limitations/implications The research is limited to one public organization establishing a vertical service alliance with one of its suppliers. Originality/value The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.
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Dissertations / Theses on the topic "Strategy change process"

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Liukkunen, K. (Kari). "Change process towards ICT supported teaching and learning." Doctoral thesis, Oulun yliopisto, 2011. http://urn.fi/urn:isbn:9789514297250.

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Abstract Technological advancement in the field of information-and-communication technologies (ICT) was rapid during the first decade of the new millennium. Universities started to use the new information-and-communication technologies more in their core processes, which speeded up their transformation from the traditional campus mode toward virtual universities. Research done in this thesis first investigates the traditional campus university’s change process toward the virtual university model. During the implementation process a geographically distributed e-learning concept was also developed for university use. This concept was transferred and researched in the small and medium enterprise (SME) context in the last part of this research. In large and complex organizations such as universities, it is difficult to find out how the change really was implemented. The literature on change management is voluminous but is dominated by descriptions of single projects. To overcome the limitations of such case studies, this research applies a longer and wider perspective to the change process and, by the introduction of an overarching method that categorizes the investments, shows more clearly the trends, stages of, and the barriers to the development. This long-term study is based on 116 development projects during a ten-year period in a decentralized and networked development environment. In the company setting, conventional training is being replaced more and more by e-learning. To scaffold SMEs in their e-learning adaptation, the concept of e-learning was transferred to the SME environment. The company cases’ part of the thesis presents how the transferability of geographically distributed e-learning concept was developed and tested in the SME environment. As a result, the principles that guided ICT strategy implementation and how the strategies were implemented during a ten-year period are presented. The concept for geographically distributed e-learning environments and its development are also introduced. Finally, the process and results from the concept implementation to the SME environment are presented. This thesis presents university management with an understanding of how larger long-term trends give us the possibility to better understand today’s fast-paced changes. It also gives company managers an example of how models developed in the university environment can be transferred to the company environment
Tiivistelmä Tietotekniikan kehitys on ollut nopeaa vuosituhannen vaihteen jälkeen monilla aloilla. Yliopistoissa sitä on alettu käyttää yhä enemmän osana perustoimintoja, mikä on edistänyt niiden kehitystä traditionaalisista kampusyliopistoista kohti virtuaaliyliopistoja. Tämän tutkimuksen ensimmäisessä osassa on tarkasteltu perinteisen kampusyliopiston muutosprosessia kohti aktiivisesti uutta teknologiaa hyödyntävää yliopistoa ja toisessa osassa muutosten yhtenä tuloksena syntynyt konsepti siirrettiin yritysympäristöön. Yliopistossa muutos toteutettiin määrittelemällä ensin tavoitteet strategioiksi ja sen jälkeen niiden toimeenpanoprosessin avulla. Suurissa organisaatioissa, kuten yliopistoissa, on vaikea hahmottaa kuinka muutokset todellisuudessa toteutetaan. Kirjallisuutta ja tutkimusta organisaatiomuutoksen toteuttamisesta on paljon, mutta suuri osa siitä keskittyy tarkastelemaan yhden projektin aikana tapahtunutta muutosta. Tässä tutkimuksessa on pyritty esittämään laajempi ja pitkäkestoisempi kuva muutosprosessista. Tutkimus pohjautuu 116 kehitysprojektin saamaan rahoitukseen kymmenen vuoden ajalta. Sen avulla on tarkasteltu yliopiston kehitystrendejä ja keskeisiä kehityskohteita. Rahoitus on jaettu projekteille strategioissa määriteltyjen tavoitteiden mukaisesti strategioiden toimeenpanemiseksi. Osana toimeenpanoprosessia syntyi yliopistokäyttöön maantieteellisesti hajautetun oppimisympäristön konsepti. Yritysympäristössä perinteinen koulutus on korvattu yhä useammin teknologiaa hyödyntävillä koulutuksen muodoilla. Pienillä ja keskisuurilla yrityksillä on kuitenkin varsin rajoitetut resurssit koulutuksessa käytettävien teknologioiden käyttöönottoon ja tehokkaaseen käyttöön. Tämän tutkimuksen toisessa osassa yrityksen maantieteellisesti hajautetun oppimisympäristön käyttöönottoa pyrittiin tukemaan tarjoamalla sen käyttöön valmis yliopistoympäristössä kehitetty konsepti. Tämän konseptin siirrettävyyttä ja käyttöönottoa tutkittiin tutkimuksen toisessa osassa. Tämän tutkimuksen tuloksena esitetään periaatteet, jotka ohjasivat yliopiston tieto- ja viestintätekniikan opetuskäytön strategian laadintaa ja toimeenpanoa vuosina 2000–2009. Lisäksi esitellään maantieteellisesti hajautetun oppimisympäristön konsepti. Lopuksi esitellään konseptin käyttöönottoa yritysympäristössä. Tämä väitöskirja esittelee yliopiston johdolle ja toimijoille, kuinka pitkäkestoisten trendien tunteminen auttaa ymmärtämään nykyhetkeä ja sen nopeita muutoksia. Yritysjohdolle väitöskirja tarjoaa esimerkin, kuinka yliopistoympäristöön kehitetty konsepti voidaan siirtää yritysympäristöön
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Maslen, Roy. "Manufacturing vision in the strategy process." Thesis, University of Cambridge, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309706.

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Goktan, Ayse Banu. "The role of strategy in the innovation process: A stage approach." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4877/.

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Organizational innovation has been of central interest in recent years because of its importance for organizational survival and competitive advantage. Researchers in the field have divided the innovation process into stages in an attempt to understand the innovation process and the factors that affect it. However, empirical studies that examine the relationship between the stages are scarce. In addition, although business strategy is emphasized as an important factor in the innovation process, little is known about its role in the innovation process and its effect on the stages. This research provides empirical support for the relationship between the stages of the innovation process and the moderating effect of organizational strategy on the relationship between the stages within the two stage model of innovation. In this study, a direct, positive relationship is proposed between the innovation generation (first stage) and innovation outcome (second stage) stages of the innovation process. Dimensions of innovation outcome that are examined include innovation type (product innovation and process innovation), innovation radicalness and innovation frequency. Low cost, differentiation and market orientation strategies are proposed to be moderators on the relationship between the stages. To test the proposed relationships, a survey was mailed to executives who are involved in the innovation process in organizations where innovation is expected to be common and they were asked to complete the questionnaire. Hierarchical regression was the primary data analysis method and General Linear Model was applied as the pot-hoc data analysis method. Results of the primary data analyses provided support for the direct, positive relationship between the innovation generation and innovation outcome stages of the innovation process. Specifically, there was a direct, positive relationship between innovation generation and product innovation, process innovation, innovation frequency and innovation radicalness. Result of the primary data analysis provided support for the moderating effect of strategy (market orientation and differentiation) on the relationship between innovation generation and only innovation frequency dimension of innovation outcome. Post-hoc analysis suggested a significant moderating effect of strategy (market orientation and differentiation) on the relationship between innovation generation and innovation radicalness dimension of innovation outcome. Limitations of the study and directions for future research are discussed.
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Rösel, Sonja. "The adaption process of leadership style to corporate strategy change /." [S.l. : s.n.], 2007. http://swbplus.bsz-bw.de/bsz263961885inh.pdf.

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Öggesjö, Filip, Philip Bergsteinsson, and Christoffer Walfridson. "Att genomföra en strategiförändring : En fallstudie på Visma Spcs i Växjö." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-76257.

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Abstract Bachelor Thesis 15hp, Business Program, School of Business and Economics at Linnaeus University, Controller, 2FE20E, VT 2018 Title: Implementing a Strategic Change - A Case Study on Visma Spcs Authors: Philip Bergsteinsson, Christoffer Walfridson, Filip Öggesjö Examiner: Elin Funck Tutor: Anders Jerreling Background and problem: Strategy work is a process consisting of two parts, formulation and execution. Companies that execute a strategy change are facing major challenges. Business strategy studies have shown that companies do not achieve their full potential and that there are a number of difficulties in strategy execution. Purpose: The purpose of the essay is to test the model of strategy execution that Kaplan and Norton have created and how it’s followed in an active strategy change. The essay will provide insight into the pitfalls and obstacles of the strategy implementation. Method: The study that has been conducted is a case study of a qualitative nature. The empirical material has been collected by means of semi-structured interviews. Conclusion: Visma Spcs is in the middle of the Vision 2020 process, a strategy change started in 2016. During these years, they have been working hard to formulate, implement, communicate, and get employees to understand Vision 2020 in order for the entire organization to work towards the common goals. The study highlights a number of problems Visma Spcs has with the strategy change, some are part of communication and knowledge about the strategy others are how to work with the process. Kaplan and Norton have created a process in six steps for strategy implementation, a process that, according to the purpose of the paper, is tested in this study. There have been identified some similarities with Visma Spcs strategy implementation and the theory, but also a number of deviations. The main points of the paper's conclusion are that Visma Spcs needs to work more with communication and feedback around Vision 2020.
Sammanfattning Kandidatuppsats 15 HP, Civilekonomprogrammet, Ekonomihögskolan vid Linnéuniversitetet, Controller, 2FE24E, VT 2018 Titel: Att genomföra en strategiförändring - En fallstudie på Visma Spcs Författare: Philip Bergsteinsson, Christoffer Walfridson, Filip Öggesjö Examinator: Elin Funck Handledare: Anders Jerreling Bakgrund och problem: Strategiarbete är en process som består av två delar, formulering och genomförande. Företag som genomför en strategiförändring står inför stora utmaningar. Studier inom företagsstrategi har visat att företag inte uppnår sin fulla potential och att det finns en rad hinder och svårigheter vid strategigenomförande. Syfte: Uppsatsens syfte är att testa den modell för strategigenomförande som Kaplan och Norton har skapat samt hur den efterföljs i en aktiv strategiförändring. Uppsatsen ska vidare bidra med insikt i strategigenomförandets fallgropar och hinder. Metod: Studien som genomförts är en fallstudie av kvalitativ karaktär. Det empiriska materialet har samlats in med hjälp av semistrukturerade intervjuer. Slutsats: Visma Spcs är mitt uppe i processen Vision 2020, en strategiförändring som tog fart 2016. De har under dessa åren arbetat flitigt med att formulera, implementera, kommunicera och få medarbetare att förstå Vision 2020 för att hela organisationen ska arbeta mot de gemensamma målen. Studien visar och belyser ett antal problem Visma Spcs har med strategiförändringen, några är en del av kommunikation och kännedom kring strategin andra är hur man arbetat med processen. Kaplan och Norton har skapat en process i sex steg för strategigenomförande, en process som enligt uppsatsens syfte testas i den här studien. Det har identifierats en del likheter med Visma Spcs strategigenomförande och teorin men även en hel del avvikelser. De viktigaste punkterna i uppsatsens slutsats är att Visma Spcs behöver arbeta mer med kommunikation och återkoppling kring Vision 2020.
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Myllykoski, J. (Jenni). "Strategic change emerging in time." Doctoral thesis, Oulun yliopisto, 2017. http://urn.fi/urn:isbn:9789526215426.

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Abstract In this study, I address the need for an in-depth understanding of the temporal nature of strategic change. Accordingly, I examine how strategic change emerges in time in a small Finnish software company. The data for the study consists of strategy-making discussions with three company managers during the course of two years. With this study I contribute to process organization studies in general and post-processual strategy research in particular. By following a process-relational view of becoming reality and adopting an “in-time” view of temporality, I add to discussions on the temporal nature of strategy work. The in-time view enables me to examine strategic change as the fluidity of the present, in which both the past and the future are immanent. In addition to highlighting that processuality cannot be reduced to human actions, I follow the notion of agentic time, which analytically gives agency to relational events. With the in-time view, I aim to unpack especially two underlying tendencies behind theorizations of strategic change: first, the overemphasis on managers as the principle, controlling agents of strategic change, and second, the reduction of the complex and fluxing change processes into simple, static models. With the empirical analysis, I identify five ways in which the agency of time perceptibly manifests in strategic change: unforeseen events, the becoming meaning of events, the immediacy and irreversibility of an emerging situation, the immanent past in the present, and the conditionality of time. I also show the paradoxical tension between organizing processes efficiently over time and experiencing and reacting to novel events in time. Furthermore, I illustrate the multi-event nature of strategic change and show how the managers’ intentionality emerges from within relational events. In contrast to the prevailing view of strategic change as a pre-planned, future-oriented managerial activity, with this study I add to our understanding of strategic change as a continuous, unpredictable process emerging through the mutually constitutive relation between unowned events and human actions. Accordingly, I argue that temporality should be treated as a fundamental characteristic of reality, which defines the dynamics of strategic change, rather than as an objective background or subjective construction of strategy-making
Tiivistelmä Tällä tutkimuksella vastaan tarpeeseen ymmärtää syvällisemmin strategisen muutoksen ajallista luonnetta. Sen vuoksi tarkastelen tässä työssä, miten strateginen muutos kehkeytyy ajassa pienessä suomalaisessa ohjelmistoyrityksessä. Tutkimusaineistoni koostuu yrityksen kolmen johtajan kanssa käydyistä strategiakeskusteluista kahden vuoden ajalta. Tutkimukseni kontribuoi yleisesti prosessuaaliseen organisaatiotutkimukseen ja erityisesti jälkiprosessuaaliseen strategiatutkimukseen. Tuon tutkimuksessani esille ajallisuuden näkökulman muutosprosessiin. Seuraan prosessi-relationaalista aikakäsitystä, jossa menneisyys ja tulevaisuus nähdään läsnä olevina alati kehkeytyvässä nykyhetkessä. Sen mukaisesti korostan ajan agenttista luonnetta prosesseissa ja keskityn analyysissäni yksilöiden sijaan relationaalisiin tapahtumiin keskeisimpänä muutosvoimana. Tällä näkökulmalla pyrin ohittamaan erityisesti kaksi vallitsevaa strategiatutkimuksen ongelmaa: yritysjohdon roolin ylikorostamisen muutoksen hallitsijana, sekä monimutkaisen ja dynaamisen muutosprosessin liiallisen redusoimisen staattisiksi malleiksi. Tutkimuksessani tunnistan viisi ajan agenssin ilmenemismuotoa strategisessa muutoksessa: odottamattomat tapahtumat, tapahtumien ajassa muuttuva merkitys, elettyjen tilanteiden välittömyys ja peruuttamattomuus, menneisyyden läsnäolo nykyisyydessä, sekä ajan ehdollisuus. Lisäksi osoitan työssäni paradoksaalisen jännitteen ajan yli jatkumaan ja kehittymään suunniteltujen käytäntöjen, sekä ajassa kehkeytyvien hallitsemattomien tapahtumien kohdatessa. Korostan työssäni myös muutostapahtumien monitahoista ilmentymistä ja osoitan, kuinka johtajien tarkoitukselliset toimet muodostuvat tapahtumien sisällä. Tutkimuksellani kyseenalaistan käsityksen strategisesta muutoksesta suunniteltuna, tulevaisuusorientoituneena prosessina. Sen sijaan kuvaan sen jatkuvana ja ennustamattomana prosessina, joka kehkeytyy hallitsemattomien tapahtumien ja yksilöiden toimien sisäisenä dynamiikkana. Väitän, että ajallisuus tulisi nähdä todellisuutta luovana voimana joka määrittää strategisen muutoksen prosessuaalisen luonteen, eikä pelkästään tapahtumien objektiivisena taustana tai ihmisten subjektiivisena tulevaisuuden ja menneisyyden tulkintana strategiatyössä
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Lee, Karol. "The process of managing strategic change within a hospital dental laboratory." Thesis, University of Sheffield, 2000. http://etheses.whiterose.ac.uk/6034/.

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Strategic management is concerned with the understanding, as well as choosing and implementing, the strategy or strategies that an organisation follows. It is a complex process which can be considered from a number of different perspectives. There is no single approach, model or theory to the management of strategic change. Pressures to change are always present in the form of opportunities and threats and managers must establish what approaches and decisions are likely to prove the most effective. The study was designed to help dental laboratory managers develop strategic awareness, to determine the issues and questions which must be addressed if changes in strategy are to be formulated and implemented effectively. The managerial and behavioural processes which take place within the laboratory in order that they can understand how changes come about are also discussed. Case studies of companies and dental laboratories are used jointly with the relevant literature to evaluate the theories and concepts of strategic management and implementation of change models provide a framework for evaluating how managers can reach their decisions and reach their objectives. The study has shown that the strategic ideas and methods used by private sector companies and discussed in the relevant literature can be adapted to provide a framework for managing the process of strategic change in a hospital dental laboratory.
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Brunninge, Olof. "Organisational Self-understanding and the Strategy Process : Strategy Dynamics in Scania and Handelsbanken." Doctoral thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, EMM (Entrepreneurskap, Marknadsföring, Management), 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-166.

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This thesis investigates the role of organisational self-understanding in strategy processes. The concept of organisational self-understanding denotes members’ understanding of their organisation’s identity. The study illustrates that strategy processes in companies are processes of self-understanding. During strategy making, strategic actors engage in the interpretation of their organisation’s identity. This self-understanding provides guidance for strategic action while it at the same time implies understanding strategic action from the past. Organisational self-understanding is concerned with the maintenance of institutional integrity. In order to achieve this, those aspects of selfunderstanding that have become particularly institutionalised need to develop in a continuous manner. Previous literature on strategy and organisational identity has put too much emphasis on the stability/change dichotomy. The present study shows that it is possible to maintain continuity even in times of change. Such continuity can be established by avoiding strategic action that is perceived as disruptive with regard to self-understanding and by providing interpretations of the past that make developments over time appear as free from ruptures. Self-understanding is hence an inherently historical phenomenon. Empirically, this study is based on in-depth case studies of strategy processes in two large Swedish companies, namely the truck manufacturer Scania and the bank Handelsbanken. In each of the companies, three strategic themes in which organisational self-understanding has become particularly salient are studied.
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Young, Karen Elizabeth. "An exploration of the use of graphic facilitative methods within the strategic change process." Thesis, Cranfield University, 2003. http://dspace.lib.cranfield.ac.uk/handle/1826/102.

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The strategy and change management fields have developed new perspectives in recent years. Studies show that a high percentage of strategic change efforts fail and it was argued that one problem was the unsuccessful communication of the vision and strategy to employees. This exploratory research studied the use of graphic facilitative methods within the context of an organisation's strategic change process. Phase one of the explorative study was carried out using the combination of interview data, workshops and literature to identify emerging themes and to develop a conceptual model. Phase two of the study was again exploratory but more focused on the themes that had emerged from the preliminary study. Data was collected through interviews, observational methods, survey and a more focused literature review. Through the combined findings of the preliminary and focused study and from the literature, the author established an understanding and theory of how the methods contribute to improved strategy communication. The research has re-enforced the view in literature that the strategy communication process will be more successful by ensuring the strategy is driven by the right people and the strategy development is realistic. The use of graphics, metaphors, stories and dialogue, in combination, can help to improve the strategy communication process by conveying a clear strategic message, by facilitating an interactive strategy communication process, by encouraging communication in an open and safe environment, and because they are new, innovative and different.
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Ek, Charlotta, and Elin Storm. "Step by step vs. Culture : A strategy for managing change." Thesis, Linköping University, Project management, Innovations and Entrepreneurship, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-16591.

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Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. Theobjective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews.

Theoretically, this thesis addresses different life-cycle change theories and an alternative model for implementing change through organizational culture. Furthermore the theoretic section considers the areas Project organization, Leadership in processes of change, Knowledge, competence & education, Internal communication and Documentation. The thesis showed that applying life-cycle theories to a change can be of limited use since there are big difficulties in placing the different activities throughout the change in achronological order. The theories can be used however to highlight the relationship between activities which can be useful for making time savings. Irrespective of the order activities are managed in a process of change, measurable goals, feedback and support throughout the process are central for the change’s outcome. This thesis has resulted in a general life-cycle model for managing organizational change based upon existing theoriesand empirical studies. Finally, culture and inertia are described as two factors that either facilitate or inhibit the success of the change depending on how they are managed.

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Books on the topic "Strategy change process"

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Corporate strategy in action: The strategy process in British Road Services. London: Routledge, 1988.

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Geoffrey, Lewis. Corporate strategy in action: The strategy process in British Road Services. London: Routledge, 1988.

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The process-based organization: A natural organization strategy. Amherst, Mass: HRD Press, 2005.

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Conroy, Ciaran. IT infrastructure capability and its relationship to strategy formation process and change management in the aviation maintenance and supply industry. Dublin: University College Dublin, Graduate School of Business, 1998.

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Strategic change and the management process. Oxford, OX, UK: B. Blackwell, 1987.

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Lewis, Geoffrey. Managing the process of strategic change. Melbourne: University of Melbourne. Graduate School of Management, 1987.

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Alexander, Darren Patrick. Moving towards E-government: An investigation focusing on the systems development methods used by a software company in implementing an e-business strategy into local government and the management of change process. [S.l: The Author], 2003.

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Project design: Strategic informations : a process approach. Québec: Presses de l'Université du Québec, 2011.

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Mullins, John W. The process of timely strategic marketing change: Punctuations, influences and anomalies. Cambridge, Mass: Marketing Science Institute, 1995.

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Mullins, John W. The process of timely strategic marketing change: Punctuations, influences and anomalies. Cambridge, Mass: Marketing Science Institute, 1995.

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Book chapters on the topic "Strategy change process"

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Volberda, Henk W., and Charles Baden-Fuller. "Strategic Renewal Processes in Multi-Unit Firms: Generic Journeys of Change." In Strategy Process, 207–31. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164078.ch10.

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Siggelkow, Nicolaj. "Change in the Presence of Fit: The Rise, the Fall, and the Renaissance of Liz Claiborne." In Strategy Process, 45–73. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164078.ch3.

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Burd, Elizabeth, Malcolm Munro, and Sonata Pakötienš. "Initial Recommendations for Improving Maintenance Strategy." In Systems Engineering for Business Process Change: New Directions, 94–119. London: Springer London, 2002. http://dx.doi.org/10.1007/978-1-4471-0135-2_7.

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Reinisch, Dieter. "Prisoners as Leaders of Political Change: Cage 11 and the Peace Process in Northern Ireland." In Historians on Leadership and Strategy, 55–75. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-26090-3_4.

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Steger, Thomas. "Patterns of Legitimation in Times of Change: How People in an East German Organization are Coping with the Transformation Process." In Organizational Strategy and Technological Adaptation to Global Change, 234–49. London: Palgrave Macmillan UK, 1998. http://dx.doi.org/10.1007/978-1-349-14602-4_14.

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Albulescu, Mădălina, and Nicolae Bibu. "Change Management Strategy and ITIL Implementation Process in an IT Company—Study Case." In Innovation in Sustainable Management and Entrepreneurship, 611–21. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-44711-3_46.

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Onyeneke, Robert Ugochukwu, Chinedum Uzoma Nwajiuba, Brent Tegler, and Chinyere Augusta Nwajiuba. "Evidence-Based Policy Development: National Adaptation Strategy and Plan of Action on Climate Change for Nigeria (NASPA-CCN)." In African Handbook of Climate Change Adaptation, 2547–64. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-45106-6_125.

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AbstractEvidence-based policies are recommended for the enhanced chances of efficacy in achieving policy goals. Achieving this in the policy development process may however require approaches that are not as simple especially in less developed countries, where the research-policy linkage is not commonly the case. This chapter provides a guide to a practical approach that could assist policy makers in similar societies based on the steps adopted in the development of the National Adaptation Strategy and Plan of Action on Climate Change (NASPA-CCN) for Nigeria. The NASPA–CCN has been acknowledged as among the models of climate change policy development that other countries could aim for. It is therefore positioned to offer lessons on policy development in a less developed country environment. The focus in this chapter however is not so much on the subject of climate change but the practical experiences and lessons learnt from the process involved in developing the NASPA-CCN providing lessons learned to mainstream climate change research evidence into policy.
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Orgland, Magne Y. "Horizontal Process Redesign." In Initiating, Managing and Sustaining Strategic Change, 138–75. London: Palgrave Macmillan UK, 1997. http://dx.doi.org/10.1007/978-1-349-14470-9_7.

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Hamlaoui, Sihem. "Teachers’ Resistance to Educational Change and Innovations in the Middle East and North Africa: A Case Study of Tunisian Universities." In Re-Configurations, 171–84. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-31160-5_11.

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Abstract The effective implementation of change remains a crucial concern for educational leaders in the twenty-first Century. One of the major challenges to the effective implementation of reforms is the resistance to change among teachers or staff members, as this habit slows the process of implementation of any educational reform. Resistance to technology has been found to be a prominent reason for most system failures. This highlights the importance of understanding technology resistance causes, and possible remedies. Studies have explored the black box of resistance and suggested a theoretical explanation. This chapter seeks to expose the hidden reasons for Tunisian faculty members’ resistance to digitalization and suggests a theoretical implementation strategy for reaching the intended reform goals.
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Busulwa, Richard, Matthew Tice, and Bruce Gurd. "The Change Acceleration Process." In Strategy Execution and Complexity, 64–74. Routledge, 2018. http://dx.doi.org/10.4324/9781351232197-6.

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Conference papers on the topic "Strategy change process"

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Kashi, Katerina, and Jiri Franek. "AHP in Personnel Management: Can the Key Competencies Change with Company’s Strategy?" In International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2014. http://dx.doi.org/10.13033/isahp.y2014.017.

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Satria, Riri. "Change Management Strategy Development in Information Systems / Information Technology Using Analytic Hierarchy Process." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2013. http://dx.doi.org/10.13033/isahp.y2013.031.

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Prasetyawan, Yudha, Elly Agustiani, and Sari Jumayla. "Aligning business strategy of incubator center and tenants." In GREEN PROCESS, MATERIAL, AND ENERGY: A SUSTAINABLE SOLUTION FOR CLIMATE CHANGE: Proceedings of the 3rd International Conference on Engineering, Technology, and Industrial Application (ICETIA 2016). Author(s), 2017. http://dx.doi.org/10.1063/1.4985491.

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Jalinus, Nizwardi, Syahril Syahril, Fahmi Rizal, Rahmat Azis Nabawi, and Mahesi Agni Zaus. "Ongoing Process of Change Curriculum: Teaching and Learning Strategy of Vocational Teachers in Western Part of Indonesia." In Proceedings of the 5th UPI International Conference on Technical and Vocational Education and Training (ICTVET 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/ictvet-18.2019.22.

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Roa, Sergio D., and Luis E. Muñoz. "Optimal Planning of the Bike Change Strategy for Hilly Time-Trials on Cycling." In ASME 2016 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/detc2016-60331.

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During the individual time-trial competitions in cycling, the cyclist’s skills are essential, but it is also important the race strategy. The race strategy includes the manner in which the cyclist competes and the selection and set-up of the cycling equipment. For hilly time-trials, part of the race strategy consists of the right selection of the bike type. Depending on the characteristics of the road such as total distance and altitude profile, a time-trial bike or a traditional road bike could be used. Additionally, in some races it is possible to change bike type as a part of the strategy. This strategy seeks to take advantage of time-trial bikes during low gradient sections and to take advantage of road bikes during high gradient sections. The purpose of this work is to plan an optimal bike change strategy to determine if it is advantageous to change the bike type, and if so, to find the point of the route where the change minimizes race time. The optimal planning methodology is based on a bike model, a simplified altitude profile and an optimization problem. A model parameters identification process is performed based on experimental tests in a hilly route. This route is used as a case study for the optimal planning of the bike change strategy.
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Harrison, Andrew. "Design for Service: Harmonising Product Design With a Services Strategy." In ASME Turbo Expo 2006: Power for Land, Sea, and Air. ASMEDC, 2006. http://dx.doi.org/10.1115/gt2006-90570.

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Over the last 10 years, the airline industry has come under increasing pressure to reduce operating costs and provide an improved service in an environment of declining revenues. As a result, operators expect engine suppliers to provide more efficient and reliable products and services, with lower and more predictable operating costs. In particular, the creation of long term service agreement offerings such as Rolls-Royce TotalCare™ align the goals of the Original Equipment Manufacturer (OEM) and the operator in ensuring that engines keep flying with minimal disruption at minimised cost. Whilst great strides can be made to optimise cost of ownership around existing products the real potential for quantum reductions comes when the product and service are designed in harmony. This requires a cultural shift from ‘offering a Service around an existing Product’ to ‘designing a Service and the Product that supports it’. In 2002 a programme was launched within Rolls-Royce plc to create and deploy an improved process for ensuring our new products are truly ‘Designed for Service’. This has encompassed a cultural change programme, working practice and process changes, enhanced tools and technique development and embodiment of control systems within the design change process gates. The Trent 1000 engine for the Boeing 787 is the first Rolls-Royce new product to have fully deployed ‘Design for Service’ from its earliest stages of preliminary design. The process has already driven both architectural and detailed design change. This attention to detail from the earliest stages of design is fully expected to ensure that the Trent 1000 is the lowest cost of ownership solution for the Boeing 787 aircraft. This paper discusses the elements of the process, including some of the problems and successes experienced during this initial application.
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Coskun, Serdar, and Reza Langari. "Development of an Emergency Lane Change System in Highway Driving." In ASME 2016 Dynamic Systems and Control Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/dscc2016-9741.

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This paper presents an approach to the lane change safety system for collision avoidance. The solution is presented in two distinct steps. We first propose a decision strategy based on a discrete time Markov process to determine the safe lane utilizing a set of transition probabilities. These probabilities are calculated according to the distance of the subject vehicle from the surrounding vehicles. The output of decision process is fed to a controller formulated using an ℋ∞ scheme to move the vehicle to the desired lane. The overall strategy can be viewed as a combination of continuous control with a discrete decision process. The performance of the proposed scheme is compared with the so-called human-driver model (HDM) based control, which has been broadly discussed in the literature. The simulation study shows the superiority of the proposed controller in terms of trajectory tracking of the reference path, disturbance rejection of the wind load, and effective control input.
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Herlyn, Folkert J., and Susan C. Starr. "Roadmap Leading to a Step Change in Profitability Improvement." In ASME 2002 Engineering Technology Conference on Energy. ASMEDC, 2002. http://dx.doi.org/10.1115/etce2002/comp-29056.

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In today’s volatile market, it is crucial for companies to fine-tune their organizations and processes toward increased profitability and productivity, to have a strategy for continuous improvement, and to institute a means for graduated measurement. In putting together a continuous improvement strategy, a roadmap is essential. The roadmap must be clear and easy to follow. The roadmap that is most easily understood and accepted by an organization is one that is started from a base case, or simplified visualization of the current environment, that is called the ‘As-Is’ case, to the target environment, the ‘To-Be’ case. This roadmap clearly depicts the route to be taken and is based on business process modeling, scoring of actual practices relative to best practice, and gap analysis. A series of activities and process improvements are identified to move towards the desired ‘To-Be’ state of business processes, supporting information technology, and improved methods to measure and review performance. A well-designed roadmap will move the organization in a series of step changes toward higher profitability and productivity.
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Sahay, Chittaranjan, Suhash Ghosh, and Pradeep Kumar Bheemarthi. "Process Improvement of Brake Lever Production Using DMAIC (+)." In ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-63813.

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This work describes a strategy to reduce the cost associated with poor quality, by reducing the parts per million defects by Defining, Measuring, Analyzing, Implementing and Controlling (DMAIC) the production process. The method uses a combination of principles of Six Sigma applications, Lean Manufacturing and Shanin Strategy. The process has been used in analyzing the manufacturing lines of a brake lever at a Connecticut automotive components manufacturing company for reducing the cost associated with the production of nonconforming parts. The analysis was carried out with the help of the data collected on nonconformance parts and the application of phase change rules from DMAIC (+). Data analysis was carried out on statistical process control softwares, MINITAB and SPC XL 2000. Although, the problem of tight bushing existed on only one line of the brake lever assembly, this problem solving approach has solved the tight bushing problems on all assembly and alternates lines in a time- and cost-effective way.
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Rossoni, Marco, Giorgio Colombo, and Luca Bergonzi. "From Customer Requirements to Detailed Design: How Do Product Data Change?" In ASME 2018 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/imece2018-87900.

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Current trends in product development process highlight the increasing adoption of digital data and virtual processes. Nowadays, a huge amount of product data are collected without a clear management strategy and, oftentimes, they dont even cover the whole product development process. A global and integrated planning about information needed to sustain product design process is not a trivial task and, usually, companies underrates this issue. From the perspective of virtualization of processes, and then their automation, the lack of structured knowledge is certainly awful. This paper aims at making a critical analysis how product data evolve throughout the product design or configuration process and how they impact the product development activities. Efficient digital product twin allows companies to virtualize processes and leverage their automation, but it is important to understand how the knowledge management should be carried out. Three case studies, directly experienced by the authors, have been investigated analyzing digital data and virtual tools that allow companies to automate the design process, each one bringing a peculiar perspective of the problem.
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Reports on the topic "Strategy change process"

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Runyon, Amber, Gregor Schuurman, Brian Miller, Amy Symstad, and Amanda Hardy. Climate change scenario planning for resource stewardship at Wind Cave National Park: Climate change scenario planning summary. National Park Service, July 2021. http://dx.doi.org/10.36967/nrr-2286672.

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This report explains scenario planning as a climate change adaptation tool in general, then describes how it was applied to Wind Cave National Park as the second part of a pilot project to dovetail climate change scenario planning with National Park Service (NPS) Resource Stewardship Strategy development. In the orientation phase, Park and regional NPS staff, other subject-matter experts, natural and cultural resource planners, and the climate change core team who led the scenario planning project identified priority resource management topics and associated climate sensitivities. Next, the climate change core team used this information to create a set of four divergent climate futures—summaries of relevant climate data from individual climate projections—to encompass the range of ways climate could change in coming decades in the park. Participants in the scenario planning workshop then developed climate futures into robust climate-resource scenarios that considered expert-elicited resource impacts and identified potential management responses. Finally, the scenario-based resource responses identified by park staff and subject matter experts were used to integrate climate-informed adaptations into resource stewardship goals and activities for the park's Resource Stewardship Strategy. This process of engaging resource managers in climate change scenario planning ensures that their management and planning decisions are informed by assessments of critical future climate uncertainties.
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Merkulova, Yuliya. Система цифровых моделей - новая технология для баланса данных. Yuliya Merkulova, April 2021. http://dx.doi.org/10.12731/er0430.26042021.

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Use of the digital technologies is new and very productive approach for balance of different data. It is very important for balance of supply and demand and for increase of competitiveness of products. Various types of digital models were developed as a result of scientific research, they found reflection in article. Digital models for the description of the list of the sequences of steps and operations of various stages and process in general allow to install system of interrelations between operations and steps and to reach necessary log-ic, increase of effectiveness of any process. Object-relational models for establishment of communications between data of various blocks of databases and functional models of the choice of strategy of data balance form analytical base for justification of the choice of the direction of transformation of data. Models of a combination of a plurality of various data of the offer of products in the form of matrixes of multi-purpose optimization have double effect, because they allow not only to develop various options of data combina-tion, taking into account opportunities of change of location of products over the markets and temporary phases, but also to estimate aggregate useful effect from products. These models together with models of comparison of various options and the choice of optimal solutions allow to generate compatible strategic and current programs of the offer of products as a plurality of the output data balanced with each other and with data of demand. It is providing the best synergetic result. The developed methodology of creation of system of the interconnected digital models for transformation of data and generation of the output data of the situational-strategic program of the offer of products is a cornerstone of formation of new digital econ-omy – of economy of balanced data.
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Reisner, Jodie. Adaptation Workbook Case Study: Kettner Farm, Mulshoe, TX. Climate Hub, 2019. http://dx.doi.org/10.32747/2019.6875755.ch.

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The Adaptation Resources for Agriculture Workbook was jointly developed by USDA Climate Hubs and NRCS to support producers, service providers, and educators to manage climate change. The workbook helps producers consider both short-term adaptive management actions (<5 yrs) and long-range strategic plans (5 to 20 yrs, subject to farm type). This workbook pro-motes adaptation through multiple resources including a “menu” of adaptation strategies/approaches and example tactics for cropping and forages, confined livestock, grazing, orchards and small fruit and vegetable production systems. Recent efforts by USDA Climate Hub NRCS Liaisons work to increase the number of examples, and have been documented as Case Studies. These Case Studies are of producers utilizing the 5-step process in the workbook to document their management choices to ameliorate climate change impacts to their operations.
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Bowles, David, Michael Williams, Hope Dodd, Lloyd Morrison, Janice Hinsey, Tyler Cribbs, Gareth Rowell, Michael DeBacker, Jennifer Haack-Gaynor, and Jeffrey Williams. Protocol for monitoring aquatic invertebrates of small streams in the Heartland Inventory & Monitoring Network: Version 2.1. National Park Service, April 2021. http://dx.doi.org/10.36967/nrr-2284622.

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The Heartland Inventory and Monitoring Network (HTLN) is a component of the National Park Service’s (NPS) strategy to improve park management through greater reliance on scientific information. The purposes of this program are to design and implement long-term ecological monitoring and provide information for park managers to evaluate the integrity of park ecosystems and better understand ecosystem processes. Concerns over declining surface water quality have led to the development of various monitoring approaches to assess stream water quality. Freshwater streams in network parks are threatened by numerous stressors, most of which originate outside park boundaries. Stream condition and ecosystem health are dependent on processes occurring in the entire watershed as well as riparian and floodplain areas; therefore, they cannot be manipulated independently of this interrelationship. Land use activities—such as timber management, landfills, grazing, confined animal feeding operations, urbanization, stream channelization, removal of riparian vegetation and gravel, and mineral and metals mining—threaten stream quality. Accordingly, the framework for this aquatic monitoring is directed towards maintaining the ecological integrity of the streams in those parks. Invertebrates are an important tool for understanding and detecting changes in ecosystem integrity, and they can be used to reflect cumulative impacts that cannot otherwise be detected through traditional water quality monitoring. The broad diversity of invertebrate species occurring in aquatic systems similarly demonstrates a broad range of responses to different environmental stressors. Benthic invertebrates are sensitive to the wide variety of impacts that influence Ozark streams. Benthic invertebrate community structure can be quantified to reflect stream integrity in several ways, including the absence of pollution sensitive taxa, dominance by a particular taxon combined with low overall taxa richness, or appreciable shifts in community composition relative to reference condition. Furthermore, changes in the diversity and community structure of benthic invertebrates are relatively simple to communicate to resource managers and the public. To assess the natural and anthropo-genic processes influencing invertebrate communities, this protocol has been designed to incorporate the spatial relationship of benthic invertebrates with their local habitat including substrate size and embeddedness, and water quality parameters (temperature, dissolved oxygen, pH, specific conductance, and turbidity). Rigid quality control and quality assurance are used to ensure maximum data integrity. Detailed standard operating procedures (SOPs) and supporting information are associated with this protocol.
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Cairo, Jessica, Iulia Gherman, and Paul Cook. The effects of consumer freezing of food on its use-by date. Food Standards Agency, July 2021. http://dx.doi.org/10.46756/sci.fsa.ret874.

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The current Food Standards Agency consumer guidance states that consumers can freeze pre-packed food right up to the “use-by” date and, once food has been defrosted, it should be consumed within 24 hours. This strategic review has collated relevant data to determine whether there is an increased risk in relation to freezing ready-to-eat and non-ready-to-eat foods on the use-by date compared to the day before the use-by date. The review has focused on how the shelf-life of a food is determined and the effects of freezing, thawing and refrigeration on foodborne pathogens, including Bacillus spp., Campylobacter spp., Clostridium botulinum, Clostridium perfringens, Listeria monocytogenes, Salmonella, pathogenic Escherichia coli and Shigella spp. In the UK, food business operators are responsible for setting the safe shelf-life of a food which, in practice, should take into consideration the consumer habits, as well as the factors affecting shelf-life, such as food product characteristics, food processing techniques, transport, retail and domestic food storage temperatures, and type of packaging. Some countries, such as Ireland, New Zealand and Canada specifically recommend including safety margins within shelf lives. This is used to maintain brand integrity because it ensures that the food is consumed in its optimum condition. The FSA has collaborated with other organisations in the production of several guidance documents; however, there is no explicit requirement for the consideration of a margin of safety when setting shelf-life. There is also no legal requirement in the UK to consider a safety margin when setting shelf-life. According to regulations, pathogens should not be present in sufficient levels to cause foodborne illness on the use-by date, as food should still be safe to eat on that day. Given that these requirements are met, the risk assessed in this report arises from the processes of freezing, thawing and subsequent refrigerated storage for a further 24 hours, and the potential for these to increase pathogen levels. In this review, it was found that there is a risk of additional growth of certain pathogens during the refrigerated storage period although the impact of freezing and thawing on the extent of this growth was not readily evident. This risk would relate specifically to ready-to-eat foods as cooking of non-ready-to-eat foods after defrosting would eliminate pathogens. This report explores the potential issues related to consumer freezing on the use-by date and identifies additional information or research required to understand the risks involved. Overall, there is little evidence to suggest a significant change in risk between consumers freezing ready-to-eat food on the use-by date compared to freezing the food on the day before the use-by date. Specific areas that merit further research include the risks due to low temperature survival and growth of L. monocytogenes. There is also a lack of research on the effects of freezing, defrosting and refrigeration on the growth and toxin production of non-proteolytic C. botulinum, and the growth of Salmonella during domestic freezing and thawing. Finally, more information on how food business operators set shelf-life would enable a better understanding of the process and the extent of the safety margin when determining shelf-life of ready-to-eat and non-ready-to-eat foods.
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Effect of Spark Discharge Duration and Timing on the Combustion Initiation in a Lean Burn SI Engine. SAE International, April 2021. http://dx.doi.org/10.4271/2021-01-0478.

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Meeting the increasingly stringent emission and fuel efficiency standards is the primary objective of the automotive research. Lean/diluted combustion is a promising avenue to realize high-efficiency combustion and reduce emissions in SI engines. Under the diluted conditions, the flame propagation speed is reduced because of the reduced charge reactivity. Enhancing the in-cylinder charge motion and turbulence, and thereby increasing the flame speed, is a possible way to harness the combustion process in SI engines. However, the charge motion can have a significant effect on the spark ignition process because of the reduced discharge duration and frequent restrikes. A longer discharge duration can aid in the formation of the self-sustained flame kernel and subsequent stable ignition. Therefore, an empirical study is undertaken to investigate the effect of the discharge duration and ignition timing on the ignition and early combustion in a port fueled SI engine, operated under lean conditions. The discharge duration is modulated from 1 ms to 8 ms through a continuous discharge strategy. The discharge current and voltage measurements are recorded during the engine operation to characterize the discharge process. The in-cylinder charge is diluted using fresh air to achieve lean combustion. The in-cylinder pressure measurement and heat release analysis are used to investigate the ignition and combustion characteristics of the engine. Preliminary results indicate that while the discharge duration has a marginal effect on the ignition delay, cyclic variations are notably impacted.
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