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Journal articles on the topic 'Strategy development'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

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1

Qizi, Yuldasheva Nargiza Doston. "Development Strategy – Towards Sustainable Development." American Journal of Management and Economics Innovations 03, no. 02 (February 28, 2021): 33–37. http://dx.doi.org/10.37547/tajmei/volume03issue02-04.

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The article examines five priorities of the country development. These include improving the construction of the state and society, ensuring the rule of law and reforming the judicial system, further developing and liberalizing the economy, developing the social sphere, ensuring security, interethnic harmony and religious tolerance. is to conduct foreign policy in a mutually beneficial and practical spirit.

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A, Habiburahman, Iskandar Ali Alam, Hendri Dunan, and Haninun A. "MSMEs Empowerment and Development Strategy Model." Journal of Advanced Research in Dynamical and Control Systems 11, no. 12 (December 20, 2019): 34–39. http://dx.doi.org/10.5373/jardcs/v11i12/20193209.

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3

Gray, Jackie. "Strategy development." BMJ 330, no. 7497 (April 23, 2005): s166—s167. http://dx.doi.org/10.1136/bmj.330.7497.s166.

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4

Rath, Narendra Kumar. "The Strategy of Tribal Development in Odisha." Contemporary Social Sciences 27, no. 4 (October 1, 2018): 147–58. http://dx.doi.org/10.29070/27/58316.

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Kaluhina, N. A., A. V. Sakun, and T. M. Tardaskina. "INNOVATIVE STRATEGY OF THE TELECOMMUNICATION ENTERPRISE DEVELOPMENT." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 31–38. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-31-38.

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6

Karimov, K. Kh. "Development Strategy of Uzbekistan: Modernization Versus Innovation?" INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 6, no. 4 (2020): 46–53. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.64.2003.

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The article investigates the strategic management tools and economic – organizational mechanisms of the entrepreneurial structures of the Republic of Uzbekistan on the macro level. The research results revealed that for fulfilling the Strategy Actions it’s necessary to redirect the strategy from modernization to innovations, and also economical – organizational mechanisms of the entrepreneurial structures and systems as measures for their sustainable growth and innovative development. In this process transformation is the aim, innovative development is the tool, and effective and sustainable development of business structure and systems is asymptotic equilibrium. On the macro level, an optimal innovative level of business units was identified by formulating a mathematic equation. In the equation, the dependent variable is labour productivity, while independent variables include material and intellectual production factors.

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Clark, John, and Thomas Lamb. "Build Strategy Development." Journal of Ship Production 12, no. 03 (August 1, 1996): 198–209. http://dx.doi.org/10.5957/jsp.1996.12.3.198.

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The 1985 NSRP Design for Production Manual describes the use of a Build Strategy as a basis for improved shipbuilding performance through front-end involvement of all departments and better communication. A number of U.S. shipbuilders are known to have used the approach. However, the extent of its use and the experience of the users was unknown. To remedy this situation the SP-4 Panel conceived a project to determine:how widely "the Build Strategy approach" was known and used by U.S. shipbuilders, anda suitable Build Strategy framework with examples of its use for two typical ship types. This paper summarizes the performance of the project and briefly describes the findings of the U.S. and foreign shipyard surveys and visits, the required prerequisites for use of a Build Strategy and benefits from its use. It also includes the contents list for the proposed Build Strategy framework.

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Sorokin, D. "Russia's Development Strategy." Problems of Economic Transition 53, no. 9 (January 1, 2011): 29–44. http://dx.doi.org/10.2753/pet1061-1991530902.

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Kaikara, Ochieng. "Tourism Development Strategy." International Journal Papier Public Review 1, no. 2 (August 30, 2020): 20–25. http://dx.doi.org/10.47667/ijppr.v1i2.15.

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This study reviews the strategy in developing tourism. The literature indicates that an effective strategy is a strategy that encourages the creation of perfect harmony between an organization and its environment and with the achievement of its strategic objectives. All stakeholders are expected to grow support so that the entire tourism development process runs properly. In order to maximize the expected results, it is very important to make the best use of the resources. Environmental and sustainable development approach, tourism is planned, developed, and managed in a way where natural and cultural resources do not experience quality degradation and are expected to remain sustainable so that an analysis of environmental carrying capacity needs to be applied to this approach.

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Leal, Linda, and Mary Ann Rafoth. "Memory Strategy Development." Intervention in School and Clinic 26, no. 4 (March 1991): 234–37. http://dx.doi.org/10.1177/105345129102600409.

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11

Perwitasari, Fitri Dian, Bastoni Bastoni, and Bayu Arisandi. "BUSINESS DEVELOPMENT STRATEGY OF SHEEP IN CIREBON REGENCY." Agrisocionomics: Jurnal Sosial Ekonomi Pertanian 4, no. 2 (October 14, 2020): 281–88. http://dx.doi.org/10.14710/agrisocionomics.v4i2.4631.

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The purpose of this study is to find out what alternative strategies are needed in the development of sheep business that are suitable to be applied in Cirebon Regency, which are expected to have implications for increasing sheep productivity and welfare of farmers. The location of the study was carried out in Cirebon Regency, from March to August 2018. The research method was a survey method to collect primary data from respondents and secondary data. The study sample was determined randomly as many as 43 farmers from three PUSKESWAN regions in Cirebon Regency. Data analysis uses internal environment analysis, external environment analysis, and SWOT analysis. The results of the SWOT matrix analysis are in quadrant II where this stage can grow and be fostered. This business can experience good growth if 1) strengthen the function and role of the group, 2) sheep breeders get continuous guidance and guidance both about the technical, introduction of appropriate technology and marketing from Government Agencies, especially the Agriculture and Livestock Services, Universities and private parties.

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Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.

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The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.

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Kalseth, Karl, and Sarah Cummings. "Knowledge Management: development strategy or business strategy?" Information Development 17, no. 3 (September 2001): 163–72. http://dx.doi.org/10.1177/0266666014240917.

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Jawardi, Jawardi. "STRATEGI PENGEMBANGAN BUDAYA HUKUM (Strategy of Law Culture Development)." Jurnal Penelitian Hukum De Jure 16, no. 1 (August 26, 2016): 77. http://dx.doi.org/10.30641/dejure.2016.v16.77-93.

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ABSTRACTTo build community law culture is one of national character building efforts.Some countries have succeded change mindset, character,and law culture of their people become democratic and uphold human rights. It is a values, attitude and behavior of communities in law life. Legal and law culture in Indonesia, cannot be separated by Indonesian transformaton process into industrial-modern society based on Pancasila and the Constitution (UUD 1945).In globalization era, Indonesia have been achieved many progress, but also have many impacts, that is openness of information, world is borderless, so we can repress cultural infiltration from others countries. Sometimes, it is againts to our law culture.Therefore, law culture development must be done through targeted and measurable strategy by policy-making and law civilizing. It can be provided counselling of law, both direct and indirect way and some method. And it more important to do that is to prepare human resources as capable law counsellors with knowlegde in national and international scopes. Finally, some indicators of its success can be taken in society life.The problems of this writing are how the policy of law counsellors is that implemented by The Agency of National Legal Development(BPHN)can satisfy society`s need and what method used to do this law counselling. It aimed to describe about law culture development to people, clearly. Its onclusion, increasing of villages that inaugurated by the Ministry of Law and Human Rights as society of law`s warness and it is needed to recruit number of law counselors Keywords: society law culture, law counselors ABSTRAKMembangun budaya hukum masyarakat merupakan bagian dari upaya nation character-building. Beberapa negara berhasil mengubah pola pikir, karakter, dan budaya hukum masyarakatnya menjadi demokratis dan menjunjung tinggi HAM. Budaya hukum adalah nilai-nilai, sikap serta perilaku anggota masyarakat dalam kehidupan hukum. Hukum dan budaya hukum Indonesia tidak dapat dilepaskan dari proses transformasi masyarakat Indonesia menuju masyarakat modern-industrial berdasarkan Pancasila dan Undang-undang Dasar 1945. Pada era globalisasi yang berlangsung saat ini banyak kemajuan-kemajuan yang telah dicapai oleh bangsa Indonesia, namun ada juga dampak yang kita rasakan sebagai bangsa. Salah satunya adalah keterbukaan informasi yang tanpa batas sehingga masuknya budaya luar menjadi tidak terelakan, kadang-kadang tidak sesuai dengan budaya hukum yang berdasarkan pancasila dan Undang-undang Dasar 1945. Oleh karena itu pengembangan budaya hukum harus dilakuan melalui strategi pengembangan yang terarah dan terukur melalui perumusan kebijakan, strategi pembudayaan hukum dan upaya pengembangan budaya hukum. Kebijakan itu antara lain melalui penyuluhan hukum langsung dan penyuluhan hukum tidak langsung serta beberapa metode yang akan dilakukan dalam pengembangan pembudayaan hukum. Dan tidak kalah pentingnya adalah bagaimana mempersiapkan sumber daya manusia sebagai tenaga fungsional penyuluh hukum yang handal dan berwawasan pengetahuan hukum yang luas baik nasional maupaun internasional. Akhirnya beberapa indicator keberhasilan dari strategi pengembangan budaya hukum dapat kita rasakan dalam kehidupan masyarakat.Adapun permasalahan dalam tulisan ini adalah bagaimana kebijakan penyuluhan hukum yang dilaksanakan oleh Badan Pembinaan Hukum Nasional dapat menjawab kebutuhan masyarakat yang tidak tahu hukum dari berbagai komunitas budaya yang berbeda-beda dan bagaimana pula metode yang dipakai dalam melaksanakan kegiatan penyuluhan hukum ini sudah tepat sasaran atau belum. Tulisan ini dibuat dalam rangka mempersiapkan dan memberikan gambaran yang jelas kepada penyuluh hukum tentang strategi pengembangan budaya hukum dalam melaksanakan penyuluhann hukum kepada masyarakat. Kesimpulan, Meningkatnya kesadaran hukum masyarakat dapat dilihat seberapa banyak desa/kelurahan yang telah diresmikan oleh Kementerian Hukum dan HAM. Untuk meningkatkan kesadaran hukum masyarakat ini perlu penambahan fungsional penyuluh hukum Kata kunci: Budaya Hukum masyarakat, Penyuluhan Hukum langsung danTidak Langsung.

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15

Agrawal, Sarita, and Heena Upadhyaya. "Small Scale Industry in Gujarat: Sickness and Development Strategy." Indian Journal of Applied Research 4, no. 7 (October 1, 2011): 109–10. http://dx.doi.org/10.15373/2249555x/july2014/32.

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16

GĄSIOROWSKA-MĄCZNIK, Edyta. "Coopetition strategy in the development of agrotourism business entities." Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, no. 146 (2020): 99–112. http://dx.doi.org/10.29119/1641-3466.2020.146.8.

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Purpose: The main study objective is to identify the most important reasons why owners of agrotourism business entities undertake coopetition activities and to identify the benefits and risks resulting from the implementation of the coopetition strategy. Project/methodologyapproach: Theoretical aspects of the coopetition strategy are the starting point for pilot studies carried out in the Świętokrzyskie region on a sample of 150 agrotourism business entities, which accounts for about 30% of all such entities operating in the region. An interview questionnaire was used in the study. A deliberate selection of the research area and the subjects surveyed was assumed. Results: The analysis of the results of the pilot study shows that the coopetition strategy brings greater benefits to agrotourism business entities than competition and co-operation strategies implemented separately, the benefits include: expanding the scale of operations, strengthening the position of the company in relation to competitors which are not parties to the coopetition agreement, and access to new customer markets. When making a decision on cooperation, the surveyed owners of agrotourism business entities most often treat it as a strategic decision, i.e. relating to effects in a distant time horizon, and its main reason is to increase competitiveness on the market. Practical implications: Both cooperation and competition relations are important for the development of agrotourism business entities. Cooperative relationships are created as associations, usually to carry out tasks aimed at increasing the attractiveness of a given tourist destination. Competitive relationships concern in particular the individual offer of services, their quality and diversity. The consequences of both types of activities have a significant impact on building competitive advantage of the surveyed business entities. Originality/value: The analysis of literature leads to the conclusion that there are no scientific studies showing the coopetition in relation to the activities of agrotourism business entities. Therefore, the issues addressed form a research gap. The article is directed to owners of agrotourism business entities and agrotourism associations.

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17

Ramu, Bhukya. "Rural Development: A Strategy for Poverty Alleviation in India." Global Journal For Research Analysis 3, no. 8 (June 15, 2012): 1–3. http://dx.doi.org/10.15373/22778160/august2014/76.

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18

Lutchenko, V. G., A. I. Khorev, L. O. Zhitinskaya, N. M. Parshin, and S. V. Ionov. "Enterprise innovation development strategy." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 4 (January 20, 2021): 313–18. http://dx.doi.org/10.20914/2310-1202-2020-4-313-318.

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In the innovative development of an enterprise, an important role should be played by the determination of methods for ensuring a long-term direction of development by choosing an algorithm of actions, that is, a sound strategy based on economic decisions, business approaches, ways of their implementation, and establishing relationships with other subsidiaries of the integrated structure. In conditions of tough competition in the markets, the only way to ensure competitive advantages for an enterprise can only be strategic management of innovative development, which is capable of providing long-term forecasting and implementation of the innovative goals and objectives set in the strategy. There are quite a few formulations and varieties of strategies for innovative development, among which the most characteristic types can be distinguished: offensive - typical for enterprises that base their activities on the principles of entrepreneurial competition and the creation of "breakthrough" innovations; defensive - aimed at maintaining competitive positions in existing markets; imitation - aimed at copying the consumer properties of innovations from other enterprises; “Niche” - aimed at adapting to narrow market segments with products with unique characteristics associated either with differentiation or with low costs. The mission of innovative development is formulated as follows: "The company guarantees its shareholders adherence to the innovative direction of development by developing and manufacturing high-quality innovative products that are not inferior to the best foreign models and generating high employee incomes, fulfilling obligations to society and profit to shareholders." Implementation of the strategy of innovative development should be reduced to constant monitoring of its implementation and adjustments, taking into account the changing external environment and internal conditions of the enterprise. This function at the analyzed enterprise is performed by the management of the enterprise, since its functions include not only the formulation of the strategy, but also the choice of methods for its implementation, as well as control and, if necessary, its adjustment.

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Chen, Xun. "Adaptive Grinding Strategy Development." Materials Science Forum 874 (October 2016): 64–69. http://dx.doi.org/10.4028/www.scientific.net/msf.874.64.

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Grinding performance can be influenced by various grinding conditions including workpiece materials properties, grinding wheel properties, grinding operational parameters and dressing operational parameters. In order to achieve stable optimal grinding performance, it is important to select the most suitable operational control parameters to match grinding requirement and to minimize the effects of grinding wheel wear and other changes in the process environment. The paper presents a simple adaptive control logic strategy for the selection of dressing and grinding conditions based on available sensing techniques. In this study, desirable grinding behaviour is discussed to demonstrate how to extract useful process information to guide process parameter adjustment for a stable satisfactory grinding performance.

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Bybee, Karen. "Tahiti: Development-Strategy Assessment." Journal of Petroleum Technology 58, no. 10 (October 1, 2006): 50–52. http://dx.doi.org/10.2118/1006-0050-jpt.

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Wahid, A., B. A. J. Gosari, Firman, and A. S. Cangara. "Catfish market development strategy." IOP Conference Series: Earth and Environmental Science 860, no. 1 (October 1, 2021): 012056. http://dx.doi.org/10.1088/1755-1315/860/1/012056.

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Kasyanchuk, Elena N., Irina A. Tsvetochkina, Ruslan A. Baryshev, and Olga I. Babina. "University Library Development Strategy." Bibliotekovedenie [Russian Journal of Library Science] 70, no. 4 (September 10, 2021): 374–84. http://dx.doi.org/10.25281/0869-608x-2021-70-4-374-384.

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The paper is devoted to the development of a university library strategy in the period of digitalization of all spheres of social activity. There are analyzed theoretical approaches and practical methods for developing strategic planning in library activities. The paper defines the need for strategic management as a factor in the effectiveness of a university library. There are considered the directions of the library strategic development, which depend on the vector of development of the university, its educational and research activities.The strategic planning is presented as a process of modeling the future activities of the library. It includes the library’s mission formulation, its objectives, tasks and events to achieve the goals, as well as its key performance indicators. The article sees the development strategy as an element of the management process aimed at creating and maintaining a strategic balance between the goals of the library and the university, its potential and likely development prospects.The article shows the advantages of SWOT analysis as a unique tool for designing a library development strategy. There are presented five stages of developing the Strategy for the Scientific Library of the Siberian Federal University. The authors note that the library has a good potential to develop the digitalization process: there is a digitization center, good technical equipment, its own software products, an extensive repertoire of world resources, a wide range of online services, etc. However, there are also weak points that hinder the library development: the obsolescence of the computer equipment, the lack of modern ergonomic space for individual and group work of students, the irregular acquisition of printed publications, the instability of funding, etc. All this can complicate the library development in the context of the digital economy development and lead to a decline in the prestige of the library. The library’s development strategy is aimed at eliminating these problems. It presents the goals, objectives, efficiency criteria for each area of activity of the modern library of the university. The article reveals the main strategic directions of the library’s development. The proposed strategy can become a real tool for optimizing the activities of all libraries in the transition period of the digital society development.

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Deffrinica, Deffrinica, Helena Anggraeni Tjondro Sugianto, and Benedhikta Kikky Vuspitasari. "Regional Economic Development Strategy." Gorontalo Development Review 5, no. 1 (April 1, 2022): 16. http://dx.doi.org/10.32662/golder.v5i1.1866.

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Regional economic development is development activity carried out by the local government, especially in the Bengkayang Regency area where development is carried out together with the local community, so that the government can manage and utilize existing resources optimally so that the regional economic development of Bengkayang Regency and the welfare of the local community Bengkayang Regency is better. One of the benchmarks for the success of regional economic development and community services in the region can be seen from the regional economic growth. The purpose of this research is to analyze the regional economic development strategies carried out by the Bengkayang Regency Government in increasing the economic growth of Bengkayang Regency so that it can increase the regional development of Bengkayang Regency. This research was conducted for almost one year and used qualitative research methods with a descriptive approach. The results of this study show the development strategies carried out by Bengkayang Regency in accelerating good development and reducing poverty, namely improving the quality of education, improving the quality of health, improving the quality of religious life, improving the quality of governance, improving the quality and quantity of infrastructure, increasing productivity of regional superior sectors, increased village development, increased development of border areas, and increased environmental sustainability.

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Štimac, M., V. Lych, and Yu Yurchenko. "FINANCIAL STRATEGY DEVELOPMENT PROCESS." Financial and credit activity: problems of theory and practice 3, no. 34 (September 30, 2020): 124–30. http://dx.doi.org/10.18371/fcaptp.v3i34.215437.

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Tolkachev, S. V. "SMALL BUSINESS DEVELOPMENT STRATEGY." Вестник Алтайской академии экономики и права 2, no. 11 2020 (2020): 349–52. http://dx.doi.org/10.17513/vaael.1432.

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Hamid, Naved. "Rethinking Pakistan’s Development Strategy." LAHORE JOURNAL OF ECONOMICS 13, Special Edition (September 1, 2008): 47–62. http://dx.doi.org/10.35536/lje.2008.v13.isp.a5.

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The objective of this paper is to set out the key components of a development strategy for Pakistan. A fundamental premise of our analysis is that the world economic environment is changing dramatically and a development strategy today must position itself to take advantage of the changes taking place. The paper is divided into five sections: First, we provide a brief review of Pakistan’s experience with development strategies so far. Next, we discuss the changes that have occurred, or are taking place in the global economy, which have strategic relevance for Pakistan. In the third section we look at the current situation in Pakistan with regard to the potential drivers of growth, based on the earlier discussion of the global developments. In the final section key elements of an alternative development strategy for Pakistan are outlined.

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Dorj, L., and D. Yavuukhulan. "Mongolian Economic Development Strategy." Mongolian Journal of International Affairs, no. 8-9 (April 11, 2014): 63–69. http://dx.doi.org/10.5564/mjia.v0i8-9.129.

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Clydesdale, Greg. "Ski Development and Strategy." Tourism and Hospitality Planning & Development 4, no. 1 (April 2007): 1–23. http://dx.doi.org/10.1080/14790530701275654.

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Carlopio, James. "Development Strategy by Design." World Futures Review 3, no. 2 (May 2011): 11–16. http://dx.doi.org/10.1177/194675671100300203.

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Bolshakov, Andrey. "INRTU campus development strategy." IOP Conference Series: Materials Science and Engineering 667 (November 28, 2019): 012015. http://dx.doi.org/10.1088/1757-899x/667/1/012015.

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Kumagai, Jean. "Japan's Hdtv Development Strategy." Physics Today 44, no. 4 (April 1991): 93. http://dx.doi.org/10.1063/1.2810075.

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Harris, C. P. "Strategy for Economic Development." Economic Analysis and Policy 15, no. 1 (March 1985): 28–48. http://dx.doi.org/10.1016/s0313-5926(85)50005-3.

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Razavi, Hossein. "Philippine energy development strategy." Energy Policy 19, no. 7 (September 1991): 654–58. http://dx.doi.org/10.1016/0301-4215(91)90097-8.

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Érlikhman, B. L. "Strategy of hydropower development." Hydrotechnical Construction 25, no. 4 (April 1991): 177–80. http://dx.doi.org/10.1007/bf01423630.

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VLIEGEN, HUGO J. W., and HERMAN H. VAN MAL. "Innovation and development strategy." International Journal of Computer Integrated Manufacturing 4, no. 3 (May 1991): 169–75. http://dx.doi.org/10.1080/09511929108944492.

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Flannery, Michael. "Conversions: A Development Strategy." Journal of Hospitality Financial Management 2, no. 1 (September 1992): 62. http://dx.doi.org/10.1080/10913211.1992.10653639.

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Lyandau, YUriy, O. Bykova, Olga YElina, and D. Ter-Ovanesov. "Organization Strategy Development Tools." Scientific Research and Development. Economics of the Firm 11, no. 4 (December 21, 2022): 44–50. http://dx.doi.org/10.12737/2306-627x-2022-11-4-44-50.

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The article discusses the tools that are used to develop and implement strategies of organizations operating in various sectors of the economy. A balanced scorecard, which includes a strategic map and a table of activities, acts as a key tool for developing an organization's strategy. The strategic map defines the required number of prospects, goals and indicators to measure the level of achievement of goals, and the table already describes the current and target values, activities and results. Together with a balanced scorecard, it is advisable to use the methodology «goals and key results» in order to describe the intermediate results that will allow achieving the goals. The authors show that when developing strategic maps, it is possible to take into account ESG transformation or the specifics of work in ecosystems. To the four basic perspectives (finance, customers, business processes, training and development), an environmental perspective can be added, taking into account environmental factors in the ESG transformation concept. You can also use the perspective of partners, in the case of considering a business in the ecosystem format. As alternatives to a balanced scorecard, the article considers: the efficiency pyramid of K. McNair, R. Lynch and K. Cross, with which you can describe the strategy of the organization, defining financial indicators, non–financial indicators, as well as actions that take into account the external and internal environment of the organization; the EP2M model, L. Meisel's strategic maps, the prism of efficiency, taking into account 5 perspectives of the organization – satisfaction of stakeholders, strategy, processes, opportunities, as well as contribution interested parties. The article concludes that in order to develop a strategy, it is advisable to use the integration of the analyzed tools, depending on the scope of activity, the type of strategy, and the principles of development.

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Akmaeva, R. I., and E. I. Skobleva. "ABOUT MATCHING STRATEGY MAPS TO UNIVERSITY DEVELOPMENT STRATEGY." CASPIAN REGION: Politics, Economics, Culture 45, no. 4 (2015): 081–88. http://dx.doi.org/10.21672/1818-510x-2015-45-4-081-088.

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Hikmət qızı Ələkbərli, Aynur. "Sustainable development strategy. Sustainable development in Azerbaijan." NATURE AND SCIENCE 24, no. 9 (September 18, 2022): 25–33. http://dx.doi.org/10.36719/2707-1146/24/25-33.

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Əhali artdıqca təbii ehtiyatlara tələbat da artır. Bununla belə, təbii sərvətlər tükənməz deyil və yaxın gələcəkdə onların bəzilərinin tamamilə tükənməsi ehtimalı var. İnsanlar təbii sərvətlərin ömrü boyu tükənə biləcəyini dərk etmir və yalnız tükəndikdən sonra böyük problemlərlə üzləşirlər. Dünya əhalisinin daim artan tələbatı təbii ehtiyatların tükənməsi, iqtisadi böhranlar, ekoloji gərginlik, siyasi və sosial problemlər ilə nəticələnə bilər. Bunun qarşısını almaq üçün hər bir ölkə öz inkişaf strategiyasını müəyyən etməli və gələcək nəsillər üçün ehtiyatların qorunması yollarını araşdırmalıdır. Mütəxəssislər mövcud vəziyyətdən çıxış yolunu davamlı inkişafın təmin edilməsində görürlər. Davamlı inkişaf modeli balanslaşdırılmış, davamlı və dinamik inkişaf modelidir. Bu model gələcək nəsillərin ehtiyaclarının tam ödənilməsinə təhlükə yaratmayan inkişaf hesab olunur. Buraya iki əsas anlayış daxildir: ehtiyaclar anlayışı, xüsusən də birinci dərəcəli prioritetlərin predmeti olan yoxsul əhalinin mövcudluğu üçün zəruri olan ehtiyaclar və cəmiyyətin təşkili və texnologiyaların vəziyyəti ilə şərtlənən, ətraf mühitin cari və gələcək ehtiyacları ödəmək qabiliyyətinə qoyulan məhdudiyyətlər anlayışı. Açar sözlər: davamlı inkişaf konsepsiyası,davamlı inkişaf modeli, sosial inkişaf, iqtisadi inkişaf, ekoloji inkişaf, davamlı insan inkişafı Aynur Hikmat Alakbarli Sustainable development strategy. Sustainable development in Azerbaijan Abstract As the population increases, so does the demand for natural resources. However, natural resources are not inexhaustible, and in the near future some of them are likely to run out completely. people do not realize that natural resources can be exhausted during their lifetime, and only after they are exhausted, they face big problems. The ever-increasing demand of the world's population can result in the depletion of natural resources, economic crises, environmental tensions, and political and social problems. In order to prevent this from happening, each country should determine its own development strategy and explore ways to preserve resources for future generations. Experts see the way out of the current situation in ensuring sustainable development. The sustainable development model is a balanced, sustainable and dynamic development model. This model is considered a development that does not jeopardize the full satisfaction of the needs of future generations. It includes two main concepts: the concept of needs, especially the needs necessary for the existence of the poor population, which should be the subject of first-order priorities and the concept of limits placed on the ability of the environment to meet current and future needs, conditioned by the organization of society and the state of technologies. Keywords: sustainable development concept, sustainable development model, social development, economic development, ecological development, sustainable human development

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Gruzd, Maryna. "Estimate of synthesized capital application in regional development strategy formation." Development Management 17, no. 2 (July 26, 2019): 8–16. http://dx.doi.org/10.21511/dm.17(2).2019.02.

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The analysis of strategic potential for development strategy aimed at the effective use of synthesized capital is fundamental to solving the urgent problems of increasing the well-being of the population and promoting economic growth. Given the analysis of existing approaches on the principles of consistency and complicity, a system of indicators was developed to assess the components of the region’s strategic potential: investment capital, innovation capital, infrastructural capital, entrepreneurial capital, ecological capital has been developed. The author proposed groups of indicators of human capital, intellectual capital and social capital of the synthesized capital that directly affect the identification of territorial capabilities and allow to create an effective development strategy. Using these indicators, it is possible to carry out component-wise and overall assessment of strategic potential in the effective use of synthesized capital of the region. The author’s methodology of strategic potential analysis is proposed, which can be used to assess the strategic potential of the region and to determine the effectiveness of using the resource support of socio-economic system. Region’s strategic component objective assessment presupposes evaluation in dynamics and under the conditions of capacity buildup. Region’s strategic potential development is based on the dynamic evaluation of strategic potential. For the justification of forecast data for groups of indicators of strategic potential for future periods it is possible to use modern software products that allow using methods of econometric analysis to process statistics and predict them based on given sample.

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BERNAT, Piotr. "COOPETITION OF SERVICES AND THE DEVELOPMENT STRATEGY FOR COMPETITIVE INDUSTRIES." Scientific Papers of Silesian University of Technology. Organization and Management Series 2019, no. 138 (2019): 21–31. http://dx.doi.org/10.29119/1641-3466.2019.138.02.

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Uyar, Metin. "The management accounting and the business strategy development at SMEs." Problems and Perspectives in Management 17, no. 1 (January 10, 2019): 1–10. http://dx.doi.org/10.21511/ppm.17(1).2019.01.

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The purpose of this study is to determine the relationship between management accounting practices and strategy development in SMEs. SMEs are among the main actors of economic development and growth. To determine the right strategies in a variable and competitive market, the qualitative and quantitative knowledge produced by the accounting system is needed. The management accounting system can influence managerial decisions, change strategies, and affect the performance of the firm through its extensive practices. Using the multivariate statistical analyses, the results of the applied studies for SMEs show that the management accounting system’s planning and control, cost management, and performance measurement and evaluation functions significantly affect which strategy the firms will implement. According to the research, the management accounting practices used by SMEs are related to the company strategies they have taken, and these actions have been reached as an effect on the strategies of the companies.

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International Monetary Fund. "Malawi: Poverty Reduction Strategy Paper: Growth and Development Strategy." IMF Staff Country Reports 07, no. 55 (2007): 1. http://dx.doi.org/10.5089/9781451828153.002.

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Lee, Keum-Oh, Junseong Lee, Soon-Young Park, Woong-Rae Roh, Sung-Hyuck Im, Gi-Won Nam, and Daeban Seo. "Korean Reusable Launch Vehicle Development Strategy Using SpaceX’s Strategy." Journal of the Korean Society of Propulsion Engineers 25, no. 3 (June 30, 2021): 101–12. http://dx.doi.org/10.6108/kspe.2021.25.3.101.

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Mekhdiev, Elnur, Igbal Guliev, and Kristina Benashvili. "Australia’s green energy development strategy." Polityka Energetyczna – Energy Policy Journal 24, no. 1 (March 24, 2021): 67–84. http://dx.doi.org/10.33223/epj/134003.

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Timakov, I. O., and V. V. Makrusev. "CUSTOMS DEVELOPMENT STRATEGY: COMPARATIVE ANALYSIS." Business Strategies 9, no. 1 (February 4, 2021): 13–16. http://dx.doi.org/10.17747/2311-7184-2021-1-13-16.

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This article discusses approaches to conducting a comparative analysis of alternative solutions to the problem of forming a development strategy in government structures. The article defines the conditions for the examination of the results of strategic planning in the customs authorities of Russia. The structure of the Development Strategy of the Russian Customs Service until 2030 is analyzed.

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Ullah, Sufian. "Analysing India’s Naval Development Strategy." IPRI Journal 19, no. 1 (March 1, 2019): 86–110. http://dx.doi.org/10.31945/iprij.190104.

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Salman, D., I. Safitri, Rahmadanih, and H. Jayadi. "Lemang culinary business development strategy." IOP Conference Series: Earth and Environmental Science 681, no. 1 (March 1, 2021): 012113. http://dx.doi.org/10.1088/1755-1315/681/1/012113.

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Yong, Zhang, Zhao Yixiu, and Yang Baofeng. "Development Strategy of Integrative Pharmacy." Chinese Journal of Engineering Science 23, no. 1 (2021): 185. http://dx.doi.org/10.15302/j-sscae-2021.01.022.

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Sharkov, Boris. "JINR Long-Term Development Strategy." Nuclear Physics News 31, no. 1 (January 2, 2021): 37–38. http://dx.doi.org/10.1080/10619127.2021.1881380.

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