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Literatura académica sobre el tema "Strategic implementation"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 9 de junio de 2025

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Artículos de revistas sobre el tema "Strategic implementation"

Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

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Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (June 18, 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.

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Paisittanand, Sineenad, L. A. Digman, and Sang M. Lee. "Strategic Implementation Effectiveness." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 2010): 55–81. http://dx.doi.org/10.4018/jsita.2010040104.

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The creation and the use of knowledge have been regarded as important issues for management. A wide range of studies have investigated this topic during the last decade. Notwithstanding these contributions, little systematic attention has been paid to the linkages between knowledge capabilities and strategy implementation. Drawing from knowledge capabilities theory and strategy implementation literature, two aspects of knowledge capabilities in an organization and their effect on strategy implementation effectiveness are investigated; knowledge process capabilities (KPC) and knowledge infrastructure capabilities (KIC). This study hypothesized that KPC affects strategy implementation effectiveness (SIE) and that KPC affects KIC. The third hypothesis proposed the effect of KIC on SIE by examining the mediating role played by KIC in linking KPC and SIE. 1,321 middle-managers were sent questionnaires via electronic mail and 162 were returned. The findings indicated the presence of a mediation effect of KIC on the relationship between KPC and SIE. This study provides guidelines for middle-managers to better understand how to develop activities of KPC and KIC for SIE. In this study, the authors enhance understanding of the strategic importance of knowledge in an organization, especially in the area of strategy implementation.

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Sisle, Mitch. "Strategic Plan Implementation Begins." SIMULATION 61, no. 4 (October 1993): 256. http://dx.doi.org/10.1177/003754979306100408.

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Bergadaà, Michelle. "Strategic Decisions and Implementation." Journal of Business Research 45, no. 2 (June 1999): 211–20. http://dx.doi.org/10.1016/s0148-2963(97)00225-7.

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Vayyavur, Raj. "Strategic PMO Implementation for Organizational Excellence." International Journal of Science and Research (IJSR) 9, no. 1 (January 5, 2020): 1959–62. http://dx.doi.org/10.21275/sr24820053220.

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M Arief Rahman, Alem Pameli, Maivi Kusnandar, Egga Asoka, and Yulia Hapsari. "Analisis Penerapan Manajemen Strategik dan Pengaruhnya Terhadap Kinerja Pegawai di UPTD BTIKP Disdik Sumsel." Journal of Indonesian Economic Research 1, no. 2 (December 1, 2023): 75–81. http://dx.doi.org/10.61105/jier.v1i2.67.

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Strategic management is crucial in the Regional Technical Implementation Unit of the Education Communication Information Technology Centre (UPTD BTIKP) of South Sumatra Disdik, given technological changes and demands for quality education services. This study was conducted using a qualitative method with objects in UPTD BTIKP highlighting the implementation of strategic management, identifying challenges in its integration into daily practice. The analysis shows a significant positive impact on employee performance through active involvement in strategy formulation and implementation. Recommendations include improving coordination, optimising information technology, and increasing employee capacity. The findings can serve as a foundation for similar educational organisations to strengthen strategic management, create a dynamic work environment and improve sustainable performance. Manajemen strategik sangat krusial dalam Unit Pelaksana Teknis Daerah Balai Teknologi Informasi Komunikasi Pendidikan (UPTD BTIKP) Disdik Sumsel, mengingat perubahan teknologi dan tuntutan layanan pendidikan berkualitas. Metode penelitian ini dilakukan dengan metode kualitatif dengan objek di UPTD BTIKP menyoroti penerapan manajemen strategik, mengidentifikasi tantangan dalam integrasinya ke dalam praktik sehari-hari. Analisis menunjukkan dampak positif yang signifikan pada kinerja pegawai melalui keterlibatan aktif dalam perumusan dan implementasi strategi. Rekomendasi mencakup peningkatan koordinasi, optimalisasi teknologi informasi, dan peningkatan kapasitas pegawai. Temuan ini dapat menjadi landasan bagi organisasi pendidikan serupa untuk memperkuat strategi manajemen, menciptakan lingkungan kerja dinamis, dan meningkatkan kinerja berkelanjutan.

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Mišanková, Mária, and Katarína Kočišová. "Strategic Implementation as a Part of Strategic Management." Procedia - Social and Behavioral Sciences 110 (January 2014): 861–70. http://dx.doi.org/10.1016/j.sbspro.2013.12.931.

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Nurfadillah, Ni'mah, Ahmad Sarbini, and Herman Herman. "Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah." Tadbir: Jurnal Manajemen Dakwah 4, no. 2 (June 30, 2019): 115–32. http://dx.doi.org/10.15575/tadbir.v4i2.1827.

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ABSTRAK Penelitian ini bertujuan untuk mengetahui manajemen strategik Bimbingan Manasik Haji KBIH Masjid Raya Bandung melalui tahapan perumusan strategi, pelaksanaan strategi dan evaluasi strategi untuk meningkatkan kualitas jemaah calon haji. Agar didapatkan data yang valid penelitian ini menggunakan metode deskriptif dengan teknik pengumpulan data wawancara, observasi, dan analisis dokumen. Hasil penelitian menunjukkan bahwa manajemen strategik Bimbingan Manasik Haji di KBIH Masjid Raya Bandung yaitu melakukan pengembangan visi, misi dan tujuan untuk menjadikan jemaah haji yang mandiri, dengan melakukan Bimsik Haji yang memfokuskan terhadap teori dan praktik. Pada pelaksanaan strategi, bimsik dilakukan semaksimal mungkin oleh para pembimbing yang ahli di bidangnya. Prosedur yang dijalankan oleh KBIH Masjid Raya Bandung dimulai dari pendaftaran sampai dengan pelaksanaan ibadah haji (bimbingan di tanah air, di Arab Saudi dan pasca ibadah haji yang dikumpulkan melalui wadah Jamiatul Hujjaj). Tahapan manajemen strategik dilakukan untuk membantu KBIH menjadikan jemaah haji berkualitas. Kata Kunci: Manajemen, Strategik, Manasik, Kualitas, Jemaah  ABSTRACT This study aims to determine the strategic management of the Hajj Ritual Guidanceby KBIH Bandung Great Mosque through the stages of strategy formulation, strategy implementation and strategy evaluation to enhance the quality of prospective pilgrims. In order to obtain a valid data, this study uses descriptive methods with interview, observation and document analysistechniques for collecting the data. The results shows that the strategic management of Hajj Ritual Guidance in KBIH Masjid Raya Bandung is to develop a vision, mission and goals to make an independent pilgrims, by conducting Hajj Ritual Guidancethat focuses on theory and practice. In the implementation of the strategy, Hajj Ritual Guidance carried out as much as possible by the supervisors who are experts in their fields. The procedure that is carried out by the KBIH Bandung Great Mosque starts from registration to the implementation of the pilgrimage (guidance in the homeland, in Saudi Arabia and after the pilgrimage collected through the Jamiatul Hujjajorganisation). The stages of strategic management are carried out to help KBIH make qualified pilgrims. Keywords : Management, Strategic, Manasik, Quality, Pilgrims.

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Latifah, Erlin, Yusuf Zaenal Abidin, and Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat." Tadbir: Jurnal Manajemen Dakwah 2, no. 1 (March 30, 2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.

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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.

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Tesis sobre el tema "Strategic implementation"

Zázvorka, Tomáš. "Strategické řízení." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-150214.

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The goal of this master's thesis is to perform a strategic analysis, to formulate a strategy on its basis and to propose the way of implementation and control of the strategy for the SAP division of the Pontech s.r.o. company and to contribute to successful implementation of strategic management system in this division and company. The thesis consists of two main parts. In the first, theroretically-metodological, part the terms and theories of strategic management and strategy are explained first and then the most common tools and methods of strategic analysis and further phases of strategic cycle i.e. formulation, implementation and control, which are used in the second, analytical, part, are mentioned. The analysis of macro and microenvironment, the analysis of internal resources and capabilities and the synthesis in the form of SWOT analysis is thus performed gradually, a strategy is formulated on that basis and after all the way of implementation and control of a strategy is performed using the principles of Balanced Scorecard system.

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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Thesis, University of Pretoria, 2008. http://hdl.handle.net/2263/24321.

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This study was initiated due to the need to address process of moving from strategic planning to strategy implementation within the South African hotel industry. The idea of strategy implementation might seem straightforward: namely that the strategy is formulated and then implemented. However, transforming strategies into action is a far more complex and difficult task. Numerous impeders hamper this process. The main deliverable of the investigation was to develop a conceptual and practical strategy implementation model for the South African hotel industry. The intention of the strategy implementation framework was to serve as a tool that assists in the process of moving from strategic planning to strategy implementation. Both qualitative and quantitative methods were employed for data gathering. The first phase involved five in-depth interviews with executives from three to five star rated hotels. The second phase involved the completion of a structured questionnaire by a sample of 61 three to five star rated hotel managers. Although the data gathering covered the entire strategic management process, there was a specific focus on strategy implementation and the impeders associated with this process within the South African hotel industry. The data from both the phases were analysed and a draft conceptual and practical model was developed. The intention of the researcher was to present a model that is both user-friendly and easy to understand, as well as practical for use by all levels of management with varying educational qualifications, within the hotel industry. A draft model was subsequently presented during a focus group session to a group of hotel executives, managers and management consultants for review. The discussions focussed on a number of aspects relating to the model, including but not limited to the ease of understanding of the model and concepts and its practicality in assisting hotel practitioners move from strategic planning to strategy implementation. Based on the discussions from the focus group, a revised and final model was developed. While the research focussed on the hotel industry in South Africa and therefore its primary application is for the South African hotel industry, further research could be done to investigate the potential application of the model in hotels located in other countries. The model might also be adaptable for use in other service industries. In addition, the research focussed on developing a model that would assist practitioners in the hotel industry move from strategic planning to strategy implementation. During the research, it became apparent that the need for customised hotel industry specific strategy implementation tools is a niche requirement. However, further research must be conducted to investigate, review and ascertain the availability of management and practical tools that could help hotel managers in the monitoring of strategy implementation and if not, a model or scorecard could be developed, taking into account the idiosyncratic nature of the hotel industry. Thesis (PhD)--University of Pretoria, 2008. Tourism Management unrestricted

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Filoušová, Petra. "Návrh strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221622.

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This master´s work deals with the analysis of the current situation of the company and her key competitors. It includes project such as strategy of company, which helps to keep and strengthen the current position of the company on the market.

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Pires, Carlos Hipólito Alves Mendes. "Eurofrozen: international strategic implementation plan to Brazil." Master's thesis, NSBE - UNL, 2011. http://hdl.handle.net/10362/10450.

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Nel, Nevin Narhan. "The effect of strategic project leadership elements on successful strategic management implementation." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018931.

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Executives and managers are required to develop the required competencies to ensure the long term success of their organisations. In the competitive and dynamic business environment organisations are faced with, strategic management and planning has gained momentum as a management science which aids managers and executives in circumventing the challenges that such a dynamic environment can present. Strategic management and planning is, however, of no consequence unless the strategic plan is deployed and implemented in an organisation and the implemented plan is evaluated in action. Many organisations find the process of strategy implementation much more of a challenge than the process of strategy formulation. Consequently, many of these organisations have utilised project management to assist in the strategic management implementation process. The competitive and dynamic business environment also requires organisations to constantly develop and execute more innovative business strategies to remain competitive. In order to do this, many organisations have started to explore the alignment between business strategy and project management strategy. Various commentators note that successful implementation of strategy is challenging, especially considering the 70 per cent execution failure rate. It is further noted that organisations only realise 60 per cent of the potential value of their intended strategies due to failures in planning and implementation. Consequently, projects are often chosen as vehicles to implement these business strategies. The primary objective of this research is to improve the implementation of strategic management initiatives within organisations. This was achieved by investigating whether Shenhar’s strategic project leadership elements (i.e. organisational structure, process definition, implementation metrics, implementation tools and organisational culture) have an impact on the successful implementation of strategic management initiatives. The study also aims to investigate whether age, gender, race, designation, education, industry experience and tenure at Eskom Telecommunications, have an impact on the perception of the following variables under investigation: Implementation metrics; Implementation tools; Organisational structure; Organisational culture; Process definition; and Strategic management implementation. If the correlation between strategic management implementation and Shenhar’s strategic project leadership elements is established, it would assist organisations in the implementation of successful strategic management initiatives, by aiding an understanding of how these independent variables affect the implementation process. Improved implementation of strategic management initiatives would assist management teams in organisations to overcome the unique challenges that change in an organisation’s internal and external environment cause. The scope of this study was limited to be conducted in Eskom Telecommunications only. The study is concluded with a number of recommendations that Eskom Telecommunications could implement to improve strategic management implementation and a synopsis of this study’s contribution to theory is provided, in addition to recommendations for future research.

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Thechtakerng, Sunee. "The Implementation of Strategic Alliances By Thai Firms." Doctoral thesis, Universitat Autònoma de Barcelona, 2003. http://hdl.handle.net/10803/3954.

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Aquest estudi, l'adopció d'aliances estratègiques per part de les empreses tailandeses, centrat en la relació entre la conducta dels socis, l'estructura de govern de l'aliança i la satisfacció de les empreses que participen en aquests acords en els districtes industrial a Tailàndia, s'ha operacionalitzat integrant la Teoria de Costos de Transacció (TCT), la Teoria dels Drets de Propietat (PRT) i la Teoria del Valor Transaccional (TVT). Les proposicions que s'han derivat d'aquesta integració s'han contrastat mitjançant la informació aportada per 503 empreses d'aquests districtes industrials aplicant unes regressions logístiques. Els resultats han donat suport al model plantejat i han permès contrastar pràcticament totes les hipòtesis formulades en el sentit esperat. Així, les aliances estratègiques que adopten una estructura que suposa la propietat compartida són més probables de ser més efectives com a estructura de govern d'un acord quan la col·laboració és altament complexa en termes d'incertesa, mentre que les estructures que suposen propietat separada són preferides quan els nivells de confiança entre els socis són alts. Els resultats també mostren com les estructures que impliquen propietat separada són més probables de ser escollides com a formes de govern d'una relació quan l'alta probabilitat d'observar un comportament oportunista es compensa pels beneficis futurs esperats de la relació. A més, els resultats de l'anàlisi de variança realitzat suporten amb fermesa que la satisfacció de les empreses amb l'aliança és independent de l'estructura escollida per governar-la si aquesta estructura s'ha seleccionat considerant aspectes de la Teoria dels Costos de Transacció, de la Teoria dels Drets de Propietat i de la Teoria del Valor Transaccional. Per tant, els resultats de l'estudi suggereixen la necessitat de considerar un marc integrador, constituït per les teories abans esmentades, per estudiar la relació entre conducta dels socis d'una aliança, l'estructura que aquesta adopta i la satisfacció de les empreses participant en l'acord. This study, the implementation of strategic alliances by Thai firms which focused on the behaviour of partners, the governance structure and the satisfaction outcome of firms in industrial districts in Thailand was operationalized integrating the Transaction Cost Theory (TCT), the Property Rights Theory (PRT), and the Transactional Value Theory (TVT). The propositions were then assessed on the basis of a survey of 503 firms in industrial districts in Thailand. Logistic regression analysis results generally supported the model and hypotheses, suggesting the need for a greater focuses on the TCT, the PRT, and the TVT to study the relationship of partners' behaviour, governance structure, and satisfaction of allied firms. We further found that collaborative alliances (Joint Ownerships) were more likely to be effective as the governance form when collaborations were highly complex in terms of uncertainty, whereas Separated Ownerships were preferred when the level of trust was high between partners. The findings also showed that Separated Ownerships were more likely to be selected when the highest probability for opportunistic behaviour was compensated by the expected future benefits. Moreover, ANOVA analysis result strongly supported that satisfaction of the firm with the alliance should be independent of the implemented structure, if this has been selected taking into account aspects from the TCT, the PRT, and the TVT.

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Jägryd, Rebecka, and Amanda Sörum. "Styrning av strategisk implementering : En studie på Varbergs Stadshotell & Asia Spa." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25592.

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Syfte: Syftet med denna studie är att beskriva samt analysera styrningen av strategisk implementering på Varbergs Stadshotell & Asia Spa. Syftet är dessutom att förklara och förstå styrning utifrån begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. Teoretisk referensram: Studiens huvudområde är styrning av strategisk implementering. För att beskriva styrning har vi brutit ner styrning till begreppen: strategi, strategiskt ledarskap, beslutsfattande och strategisk implementering. I referensramen får läsaren en förståelse för uppsatsens huvudområde utifrån redan existerande teorier. Metod: Denna studie tillämpar ett hermeneutiskt synsätt och en induktiv ansats där empiri går mot teori. Resultatet av denna studie togs fram genom en kvalitativ metod med hjälp av personliga intervjuer på Varbergs Stadshotell & Asia Spa. Empiri: Empirin sammanställdes genom fem personliga intervjuer med aktörer från Varbergs Stadshotell & Asia Spa. Intervjuer genomfördes med stöd från framtagna intervjuguider. För att säkerställa trovärdigheten har samtliga intervjuer godkänts av respektive respondent före publicering i denna studie. Slutsats: Vår uppfattning är att den strategiska implementeringen på Varbergs Stadshotell & Asia Spa styrs främst av ägarna och hotelldirektören. Vi har i slutsatsen även kommit fram till att personalen på Varbergs Stadshotell & Asia Spa involveras i beslutsprocessen, genom att få komma med åsikter och idéer. Vår uppfattning är även att de strategiska beslut som rör företagets och avdelningarnas mål samt visioner fattas av ägarna och hotelldirektören. Objective: The objective of this study is to describe and analyze the management of strategic implementation at Varbergs Stadshotell & Asia Spa. Further, the purpose is to explain and understand management based on the concepts of strategy, strategic leadership, decision-making and strategic implementation. Theoretical framework: This study focuses on the management of strategic implementation. To describe management, we have broken down the term management into the concepts of strategy, strategic leadership, decision-making and strategic implementation. The theoretical framework gives the reader an understanding of the main subject of this thesis based on existing theories. Methods: This study applies a hermeneutic perspective and an inductive approach in which the empirical evidence is analyzed against the theoretical framework. The result of this study was developed through a qualitative research method and interviews were conducted with employees from Varbergs Stadshotel & Asia Spa. Empirical evidence: The empirical data used I this study was compiled through five interviews with employees from Varbergs Stadshotell & Asia Spa. The interviews were conducted using interview guidelines developed by the authors of this study. To ensure credibility, all the interviews were approved and proof read by the respective respondent prior to publication of this study. Conclusion: In our opinion the strategic implementation of Varberg Stadshotell & Asia Spa is primarily controlled by the owners and the hotel manager. We have also reached the conclusion that the staff at Varberg Resort & Spa is involved in the decision making process, by being allowed to express their opinions and ideas. Further, our research shows that the owners and the hotel manager make the strategic decisions relating to the hotel ́s and departmental goals and visions.

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Abdulhadi, Samer Nazmi. "Strategic Decisions Creation-Implementation (SDCI) process : an empirical study." Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/9725.

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The aim of this research was to explore empirically how firms create and implement strategic decisions (SD’s). The research was inspired by the need to understand further organizational process underpinning SD’s phenomenon and potentially contribute to the overall performance of firms. Previous research on SD’s has been focusing on the formal strategic planning approaches, which have been criticized for their highly prescriptive views of SD’s, separating creation from implementation, and focusing on the content and discrete elements rather than the holistic process. Despite all these studies, our understanding of the actual nature of the SD phenomenon from creation to implementation remains incomplete. Motivated by the need to look empirically and holistically at this very complex social phenomenon, this research problematizes the above aspects of SD’s literature and positions this research within a wider social and descriptive process based approach. The research employed qualitative and Analytic Induction (AI) methodologies, and addressed the above need in three projects. The objective of each project has evolved and lead to the emergence of the final findings, which suggest a possible answer to the overall research aim. The Scoping Study proposed a theoretical framework of successful SD’s implementation factors. Project 1 went further and investigated these factors empirically. Project 2 developed empirically the process of how people actually create and implement SD’s. In Project 3, this process was analysed through the theoretical lens of the sensemaking perspective and was applied by practitioners through an empirically tested diagnostic tool. This research has made a step towards a better understanding of SD’s in practice and contributed to the academic knowledge by proposing a different, yet viable descriptive process, which can improve the overall quality of the SD’s, and potentially lead to better performance.

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Black, Kurt D. "An investigation of strategic planning implementation and deployment efforts." Thesis, Virginia Tech, 1994. http://hdl.handle.net/10919/42628.

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Many American organizations have reported dissatisfaction with the results of their strategic planning, TQM, or other large-scale change efforts. Some have even abandoned their efforts all together. According to the literature, the major problem seems to be with implementation and deployment. One of the major obstacles that organizations face in the implementation and deployment phase of their planning effort is the loss of momentum. They seem to get the ball rolling and generate a lot of initial excitement but then after some period of time, the energy level begins to decline. All of the work: that was put in at the beginning seems to get cast aside in order to "get the job done" or to ''fight fires." In an effort to provide American organizations with some recommendations for successful implementation and deployment, this research addressed two questions: (1) What are the "root causes" leading to an organization's strategic planning effort to lose momentum during implementation and deployment, and (2) Does it appear that ''Hoshin'' organizations struggle with these root causes to a lesser degree than "Non-Hoshin" organizations? Master of Science

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COSTA, FABIO DE MOURA. "STRATEGIC OUTSOURCING: A MODEL TO SUPPORT ITS IMPLEMENTATION." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=6591@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO O outsourcing vem crescendo como uma modalidade de negócios no Brasil ao longo da última década. Inicialmente concentrado nas funções de tecnologia da informação, logo se expandiu para a indústria de telecomunicações, após a privatização das operadoras de telefonia em 1998. No entanto, apesar dos grandes negócios realizados nos últimos 4 anos, e de sua implementação continuar sendo considerada complexa e de alto risco, há indicadores que apontam para uma forte tendência de crescimento desta prática no país ao longo dos próximos anos. A inserção do outsourcing num contexto estratégico, tratando- o como uma espécie de aliança estratégica, buscaria obter, então, não só melhores resultados referentes à sua implementação, mas também a construção de vantagens competitivas sustentáveis para ambas as partes envolvidas. O objetivo principal desta tese foi o de desenvolver um arcabouço analítico que pudesse auxiliar na implementação eficaz do outsourcing de funções críticas pelas empresas atuantes no país. Para tanto, iniciou-se a pesquisa por meio do desenvolvimento de sua fundamentação teórica, a qual buscou endereçar a conceituação do outsourcing, as implicações decorrentes de sua implementação e a sua categorização como um tipo de aliança estratégia. Depois de apresentada a fundamentação teórica, foi criada uma proposta de tipologia para o outsourcing, que, juntamente com os métodos selecionados para a pesquisa, serviu de base para a realização das fases subseqüentes da tese. Por fim, foi proposto um arcabouço, estruturado na forma de passos, para auxiliar a implementação do outsourcing de funções críticas, inserindo-o num contexto estratégico de forma a possibilitar a busca por vantagens competitivas sustentáveis. Novamente um novo estudo de caso foi apresentado, desta vez com o propósito de avaliar, preliminarmente, a possibilidade de utilização do arcabouço em um caso real de outsourcing dentro de um contexto estratégico. Os resultados obtidos por esta avaliação, e sustentados pelas atividades realizadas anteriormente, permitiram a contribuição desta tese tanto no campo acadêmico quanto na prática gerencial, tratando primeiramente o outsourcing como um meio para a formação de alianças estratégicas e fornecendo, para a prática gerencial, um arcabouço para orientar sua implementação de forma a se obter melhores resultados e a se buscar desenvolver vantagens competitivas sustentáveis. Outsourcing has been growing as a mode of business in Brazil over the past decade. Initially concentrated in information technology functions, it soon expanded to the telecommunications industry following the privatization of telephony operators in 1998. However, in spite of the major business that have been closed over the past 4 years, and the fact that their implementation continues to be considered a complex, high-risk operation, there are indicators pointing to a strong trend towards growth in this activity over the next few years in Brazil. The insertion of outsourcing in a strategic context in which it is treated as a kind of strategic alliance would therefore seek not only better results concerning its implementation, but also the construction of sustainable competitive edges for both of the parties concerned.The main purposes of this thesis was to develop an analytical framework that can help companies operating in Brazil effectively outsource critical functions. Therefore, the research started from the development of its theoretical basis, which sought to address the definition of the outsourcing concept, the implications of its implementation, and its categorization as a kind of strategic alliance. Upon introduction of the theoretical basis, an outsourcing typology was proposed which, together with the selected research methods, served as a basis for the subsequent stages of the thesis.In conclusion, a framework was proposed in a step-by-step structure to assist in the outsourcing of critical functions, inserting it into a strategic context so as to allow sustainable competitive edges to be sought. A new study case was presented, this time for the purpose to preliminarily evaluate the possibility of using the framework in an actual outsourcing case within a strategic context. The results obtained from this evolution and supported by the activities that were previously conducted allowed this thesis to contribute to both the academic area and the managerial practice, treating outsourcing firstly as a means to form strategic alliances, and providing the managerial practice with a framework to guide its implementation in such a manner as to get better results and seek to develop sustainable competitive edges.

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Libros sobre el tema "Strategic implementation"

Pearce, John A. Strategic management: Formulation, implementation, and control. 6th ed. Chicago: Irwin, 1997.

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Pearce, John A. Strategic management: Formulation, implementation, and control. Boston: McGraw Hill Irwin, 2009.

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1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, & control. Chicago: Irwin, 1995.

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A, Pearce John. Strategic management: Formulation, implementation, and control. Boston, Mass: McGraw-Hill, 2007.

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A, Pearce John. Strategic management: Strategy formulation and implementation. 3rd ed. Homewood, Ill: Irwin, 1988.

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Bourgeois, L. J. Strategic management: From concept to implementation. Fort Worth, TX: Dryden Press, 1996.

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Harold, Kerzner, ed. Strategic planning: Development and implementation. Blue Ridge Summit, PA: TAB Professional and Reference Books, 1988.

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W, Grigsby David, ed. Strategic management: Formulation and implementation. Boston: PWS-KENT, 1992.

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1947-, Robinson Richard B., ed. Strategic management: Formulation, implementation, and control. 4th ed. Homewood, IL: Irwin, 1991.

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1947-, Robinson Richard B., ed. Strategic management: Strategy formulation and implementation. 2nd ed. Homewood, Ill: R.D. Irwin, 1985.

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Capítulos de libros sobre el tema "Strategic implementation"

Campbell, David, David Edgar, and George Stonehouse. "Strategic implementation." In Business Strategy, 246–57. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-34439-6_16.

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Kazanjian, Robert K. "Strategic Implementation." In The Palgrave Encyclopedia of Strategic Management, 1617–21. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_740.

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Kazanjian, Robert K. "Strategic Implementation." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_740-1.

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Stevens, Madeleine. "Strategic redundancy implementation." In Strategic Redundancy Implementation, 117–224. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-9.

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Stevens, Madeleine. "Employee representatives." In Strategic Redundancy Implementation, 262–326. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-11.

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Stevens, Madeleine. "The negative impact of redundancies on the workforce." In Strategic Redundancy Implementation, 28–48. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-4.

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Stevens, Madeleine. "Organisational support for victims, survivors, semi-survivors and redundancy envoys." In Strategic Redundancy Implementation, 327–44. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-12.

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Stevens, Madeleine. "Re-building the organisation post-redundancy implementation." In Strategic Redundancy Implementation, 347–56. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-14.

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Stevens, Madeleine. "The legal aspects of redundancies." In Strategic Redundancy Implementation, 64–104. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-6.

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Stevens, Madeleine. "Success of redundancies as a business strategy." In Strategic Redundancy Implementation, 16–27. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003030416-3.

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Actas de conferencias sobre el tema "Strategic implementation"

Pereira, Leandro, Tomas Durao, and Jose Santos. "Strategic Communication and Barriers to Strategy Implementation." In 2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC). IEEE, 2019. http://dx.doi.org/10.1109/ice.2019.8792813.

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J. Stanković, Jelena, Ivana Marjanović, and Milan Marković. "Implementation of Circular Economy as a Sustainable Development Strategy." In 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2020. http://dx.doi.org/10.46541/978-86-7233-386-2_37.

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Myeongsu Kang, Sangjin Cho, Jongmyon Kim, and Uipil Chong. "Implementation of non-stringed guitar using ATMega128." In 2007 International Forum on Strategic Technology. IEEE, 2007. http://dx.doi.org/10.1109/ifost.2007.4798666.

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Vukovic, Vuk, Nebojša Gagić, Nebojša Taušan, Lazar Raković, and Slobodan Marić. "Barriers in the Implementation and Adoption of Cloud ERP Systems." In 29th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2024. http://dx.doi.org/10.46541/978-86-7233-428-9_395.

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For the digitization and integration of internal business processes and data, organizations have been relying on the use of ERP systems for decades. They have evolved from their predecessors MRP, MRP II, on-premise ERP 1.0 from the 1990s to ERP 1.0+ from the 2000s and now into ERP 2.0 systems based on cloud computing technology. Today, cloud ERP systems represent the dominant type of information systems on which organizations base their business, making it essential to comprehensively consider all the benefits they offer. On the other hand, it is realistic to expect certain complications that arise during the crucial phases in the lifecycle of cloud ERP systems, namely, the implementation and adoption phases. The aim of this paper is to review relevant scientific works and highlight the obstacles that burden the implementation and adoption of cloud ERP systems. The outcome of this study, in the form of identified and described barriers of cloud ERP systems, can be beneficial to various levels of management during the implementation and adoption of cloud ERP systems.

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Paladino, Dan. "Strategic implementation of wireless technologies." In Exposition. IEEE, 2008. http://dx.doi.org/10.1109/tdc.2008.4517184.

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Cooper, John. "Implementation of the Product Reliability Program." In 2024 Pan Pacific Strategic Electronics Symposium (Pan Pacific). IEEE, 2024. http://dx.doi.org/10.23919/panpacific60013.2024.10436446.

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Djanelidze, M. G. "IMPLEMENTATION RISKS OF INNOVATIVE DEVELOPMENT STRATEGIES." In Regional economy and territorial development. INSTITUTE OF PROBLEMS OF REGIONAL ECONOMICS OF THE RUSSIAN ACADEMY OF SCIENCES, 2021. http://dx.doi.org/10.52897/978-5-8088-1636-7-2021-15-1-30-41.

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The article is devoted to the analysis of the risks of implementing innovative strategies associated with the gaps identified by the author between the systems of strategic planning and management. Insufficient elaboration of innovative development management mechanisms is shown, a mismatch between the processes of its strategic planning and implementation mechanisms is revealed. The characteristics of the management system that are critical for the successful implementation of innovative development strategies have been identified. It is shown that the existing practices of state strategizing of innovative development do not fully take into account its features as an object of management. The problems associated with the insufficient development of mechanisms for strategic management of innovative development are also identified and directions for their improvement are outlined.

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Putica, Maja. "Implementation of Internal Audit Strategy Over Activities Related to Outsourcing of Processes in Banks." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_1.

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Apenko, Svetlana Nikolaevna. "Green Project Management in the Implementation of the Sustainable Development Strategy of the Enterprise." In 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_23.

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Retno Nurwulan, Nurul. "IMPLEMENTATION OF SWOT ANALYSIS AND QUANTITATIVE STRATEGIC PLANNING MATRIX ON A LOW-COST PRIVATE SCHOOL." In 28th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2023. http://dx.doi.org/10.46541/978-86-7233-416-6_12.

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Informes sobre el tema "Strategic implementation"

Kramer, William, Wes Bethel, James Craw, Brent Draney, William Fortney, Brend Gorda, William Harris, et al. NERSC Strategic Implementation Plan 2002-2006. Office of Scientific and Technical Information (OSTI), September 2002. http://dx.doi.org/10.2172/827561.

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Baker, Steven F., Steve G. Green, James K. Lowe, and Vernon E. Francis. Strategic Mission Implementation: A Value Focused Approach. Fort Belvoir, VA: Defense Technical Information Center, October 1999. http://dx.doi.org/10.21236/ada380258.

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Revelard, Adele. EuroSea Strategic vision. EuroSea, 2023. http://dx.doi.org/10.3289/eurosea_d3.8.

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This report provides recommendations to foster collaboration and cooperation between technologies and disciplines and for implementing truly integrated ocean observing systems. Based on an intensive literature review and a careful examination of different examples of integration in different fields, this work identifies the issues and barriers that must be addressed, and proposes a vision for a real implementation of this ocean integration ambition. This work is a contribution to the implementation of EOOS, a much-needed step forward in Europe, following the international guidance of GOOS.

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Sviridenko, M. V. Approaches to the implementation of strategic priorities of municipalities. Institute for Regional Economic Studies Russian Academy of Science, February 2024. http://dx.doi.org/10.52897/tms-2024-05-02.

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Within the framework of the topic of the state task "Mechanisms for the formation of new approaches to the spatial development of the Russian economy, ensuring sustainable development and connectivity of its territories in the context of global challenges of the XXI century"

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Leary, W. H., Tufte III, Yaphe W., and M. Corporate Information Management for the 21st Century and Enterprise Integration; A DoD Strategic Plan and Implementation Strategy. Fort Belvoir, VA: Defense Technical Information Center, June 1994. http://dx.doi.org/10.21236/ada282772.

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Kostoff, Ronald N., and Eliezer Geisler. Science and Technology Text Mining: Strategic Management and Implementation in Government Organization. Fort Belvoir, VA: Defense Technical Information Center, March 2004. http://dx.doi.org/10.21236/ada421060.

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Schofer, Ralph E. Implementation plan - Internal Revenue Service strategic initiatives ERR-9 and ERR-11. Gaithersburg, MD: National Bureau of Standards, 1986. http://dx.doi.org/10.6028/nbs.ir.86-3336.

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Rutherford, Donald L. The Strategic Implementation and Employment of Non-Government Organizations in Contingency Operations. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada377508.

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Gentle, Jake Paul. Operational and Strategic Implementation of Dynamic Line Rating for Optimized Wind Energy Generation Integration. Office of Scientific and Technical Information (OSTI), December 2016. http://dx.doi.org/10.2172/1364098.

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Berretta, Nora, and Martus Tavares. Strategic Planning Systems and Budgeting Innovation. Inter-American Development Bank, May 2006. http://dx.doi.org/10.18235/0006701.

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This presentation was commissioned by the Public Management and Transparency Network of the Regional Policy Dialogue for the VII Hemispheric Meeting celebrated on May 8th and 9th, 2006. This presentation was commissioned by the Program to Implement the External Pillar of the Mid-Term Action Plan for Development Effectiveness (PRODEV), to be presented during the VII Meeting of the Transparency Network. It is based on a paper that discusses the possibilities of making progress in coordinating government strategic programming through the allocation and implementation of public budgetary resources, particularly with regard to Latin American countries.

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