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Articles de revues sur le sujet « Strategica management »

Auteur : Grafiati

Publié le 9 mars 2023

Mis à jour le 10 mars 2023

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1

Boccardelli, Paolo, Chiara Acciarini, and Enzo Peruffo. "Dinamismo ambientale, esperienza digitale del board, e cambiamento strategico delle imprese. L'integrazione tra Dynamic Managerial Capabilities e Resource Dependence Theory." CORPORATE GOVERNANCE AND RESEARCH & DEVELOPMENT STUDIES, no. 2 (January 2022): 25–43. http://dx.doi.org/10.3280/cgrds2-2021oa12343.

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A partire dalla considerazione che il cambiamento strategico rappresenta una tema centrale negli studi di management e strategia, lo studio si propone di investigare le decisioni strategiche delle imprese in contesti caratterizzati da elevati livelli di dinamismo. Inoltre, l'introduzione in letteratura della variabile che misura l'esperienza digitale del board, intesa come rapporto tra membri con esperienza professionale in ambiti digital-related e il totale dei componenti del board, consente di valutare l'impatto sul metodo (fusioni e acquisizioni, alleanze strategiche e joint venture) e sull'ampiezza (diversificazione e internazionalizzazione) del cambiamento strategico. I risultati dimostrano l'associazione non solo tra maggiore dinamismo ambientale e cambiamento esperienza digitale del board e lo stesso cambiamento strategico d'impresa. Le implicazioni teoriche e pratiche consentono di apprezzare il coinvolgimento del board non solo nel controllo, ma anche nella direzione strategica dell'impresa, e di comprendere come le imprese decidano di orchestrare il proprio set di capacit&agrave; dinamiche per allinearsi ai cambiamenti esterni.&nbsp;

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Losco, Silvia. "Dall'IT alla pianificazione strategica: Strategic Enterprise portfolio e Project Management nel programma di modernizzazione della statistica ufficiale." PROJECT MANAGER (IL), no. 34 (May 2018): 14–18. http://dx.doi.org/10.3280/pm2018-034004.

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Castellani, Marco. "Anticipazione strategica e riposizionamento nella filiera distrettuale. Il caso Sabaf." STUDI ORGANIZZATIVI, no. 2 (December 2009): 150–72. http://dx.doi.org/10.3280/so2009-002008.

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- Sabaf Group is a worldwide leading gas cooking appliance manufacturer. The firm, which has been playing since the fifties a major role in the metalworking industrial district of "Valli Bresciane", planned a re-organization during the late nineties. Drawing upon a clear separation between ownership and management, the firm started up an industrial restructuring focused on the insourcing of the pressure die casting process for the making of burners and the brand new production of aluminium alloys. The strategic anticipation took place as consequence to Sabaf's forecast for the forthcoming decline of the district-area (2000-2004), and firm's management decided to move from the "core" of the district (Lumezzane) to the border of it (Ospitaletto), a choice which meant to overcome some typical external economies of the marshallian district. The entire manufacturing department was replaced and a joint engineering (processes and products) method was also adopted with considerable results that allowed the firm in becoming one of the most innovative players in its sector. Corporate governance and social and environmental sustainability turned out to be the main drivers of the firm's lead over other competitors and now represent also thecrucial keys for facing current crisis in a pro-active way, rather than simply in a reactive manner.

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Tricarico, Michele. "La pianificazione strategica nelle PPAA e l'applicazione delle tecniche di portfolio project management." PROJECT MANAGER (IL), no. 24 (October 2015): 40–44. http://dx.doi.org/10.3280/pm2015-024011.

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Martinelli, Elisa, and Bernardo Balboni. "Orientare il Town Centre Management al mercato della cittŕ." ECONOMIA E DIRITTO DEL TERZIARIO, no. 1 (October 2011): 77–94. http://dx.doi.org/10.3280/ed2011-001005.

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L'articolo propone un metodo procedurale di analisi e valutazione delle esigenze dei portatori di interesse della cittŕ come fase imprescindibile alla pianificazione di progetti di Town Centre Management (Tcm) in ottica di orientamento al mercato. Si intende cosě contribuire sia all'evoluzione degli studi sul tema, supportandone la connotazione strategica, sia al progresso nell'implementazione operativa. A supporto della tesi degli autori si č utilizzato lo studio di caso, descrivendo un'esperienza comunale concreta relativa alla cittŕ di Bologna, come esempio innovativo in Italia dove le iniziative di Tcm sono parziali, di tipo promozionale e basate piů su esigenze interne e pre-definite dell'amministrazione locale che sulla ricognizione delle esigenze degli stakeholder del territorio urbano.

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Fiorella Pagliuca. "Dall’emergenza all’innovazione: come promuovere il miglioramento scolastico attraverso il middle management." IUL Research 3, no. 5 (2022): 252–67. http://dx.doi.org/10.57568/iulres.v3i5.250.

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Il tema chiave, su cui il presente studio svolge un’indagine specifica, è il riconoscimento giuridico del middle management come leva strategica fondamentale per generare un miglioramento scolastico significativo, grazie alla capacità delle scuole di restituire equità educativa e inclusione sociale nel mondo post-pandemico. La definizione, anche da un punto di vista normativo, del middle management è un passaggio ineludibile per promuovere un modello di governance delle scuole incentrato sulla learning organization, dove le figure intermedie, facendo leva su un’efficace leadership distribuita, diventano il cuore della managerialità, incidendo indirettamente sull’innalzamento del livello degli apprendimenti degli studenti. Il lavoro si conclude con due proposte di sviluppo della carriera del docente per una legittimazione e un riconoscimento normativo ed economico del middle management scolastico.

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Di Bonito, Gennaro, and Pietro Fico. "Project management e supporto al Rup per il progetto di un'opera pubblica strategica: il depuratore di Amalfi." PROJECT MANAGER (IL), no. 39 (August 2019): 20–24. http://dx.doi.org/10.3280/pm2019-039005.

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Dello, Russo Silvia, and Daria Angelozzi. "La gestione strategica delle Risorse Umane: implicazioni per il management sanitario da una rassegna sistematica della letteratura." MECOSAN, no. 97 (June 2016): 41–69. http://dx.doi.org/10.3280/mesa2016-097004.

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Orazi, Francesco. "Innovazione, tecnologia e governance: il ruolo dell'universitŕ nel rilancio delle economie locali." SOCIOLOGIA DEL LAVORO, no. 125 (March 2012): 155–73. http://dx.doi.org/10.3280/sl2012-125010.

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L'articolo, a partire da ipotesi innovative di governance (Rete di Competenza) descrive il ruolo strategico dell'universitŕ in un contesto di economie basate sul fattore conoscenza, mettendo in luce ipotesi di ammodernamento dei sistemi territoriali. L'obiettivo del lavoro intende verificare le condizioni di persistenza, presso i territori provinciali della Terza Italia, di condizioni favorevoli per lo sviluppo di tessuti produttivi innovativi basati sui fattori tecnologia e conoscenza e caratterizzati per capacitŕ operative di tipo reticolare/virtuale. Il prodotto della ricerca da un lato propone una specifica pratica di governance diffusa per il coordinamento istituzionale delle risorse di sviluppo, dall'altro una dorsale connettiva web based per l'interazione strategica degli attori produttivi, istituzionali e sociali e per l'incremento delle attivitŕ di networking territoriale e virtuale.

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

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

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Belvedere, Valeria, Simone Laratro, and Stefano Villa. "Integrazione della catena logistica nel settore sanitario: quali strategie sono implementate?" MECOSAN, no. 122 (December 2022): 45–57. http://dx.doi.org/10.3280/mesa2022-122oa14617.

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Lo studio fa luce sulle strategie di integrazione della logistica dei beni nel settore sanitario. La presente ricerca focalizza l'attenzione sulla partnership tra fornitori e aziende sanitarie e si pone l'obiettivo di rispondere a tre diverse domande: i) quali sono le strategie di integrazione che le organizzazioni sanitarie cercano di attuare con i propri fornitori?; ii) quali sono i vantaggi e le barriere delle diverse strategie di integrazione?; iii) quali sono le condizioni organizzative per una strategia di integrazione di successo?I dati sono stati raccolti mediante la somministrazione di un questionario rivolto ai Responsabili Acquisti/Logistici delle aziende sanitarie del centro-nord Italia. La popolazione target finale per questa analisi era costituita da 135 unit&agrave;. Il tasso di risposta &egrave; stato del 46%.Le evidenze mostrano un notevole grado di maturit&agrave; delle organizzazioni sanitarie. I progetti di integrazione tendono a focalizzarsi maggiormente sui beni pi&ugrave; costosi e complessi: (i) dispositivi medici e (ii) materiali per sale operatorie. Le organizzazioni sanitarie cercano partner industriali in grado di offrire elevati standard di qualit&agrave; dei servizi logistici. La standardizzazione, il commitment del top management e la rilevanza strategica della funzione logistica sono ampiamente considerati come aspetti chiave per l'implementazione di successo di questi progetti.

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De Vita, Luisa. "Le politiche di genere come scelta strategica per lo sviluppo territoriale. Un confronto tra sei regioni italiane." SOCIOLOGIA DEL LAVORO, no. 118 (July 2010): 111–25. http://dx.doi.org/10.3280/sl2010-118008.

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Il lavoro si propone di riflettere sui temi dello sviluppo locale a partire dalle studio delle politiche di genere. Lo studio di queste policy č infatti particolarmente utile per leggere le nuove sfide poste ai contesti locali chiamati a sviluppare nuovi interventi, pensati, sia per sostenere lo sviluppo economico dei territori, sia per promuovere una maggiore inclusione e giustizia sociale. Attraverso l'analisi delle linee programmatiche contenute nei Por e di alcune interviste a testimoni privilegiati, il paper si concentra sulle logiche e i significati delle politiche predisposte analizzando gli ambiti di intervento privilegiati. I risultati, a partire dai cinque modelli di intervento individuati avviano un confronto tra le diverse concezioni di sviluppo sottese ai diversi interventi con una riflessione sui meccanismi di regolazione e i sistemi di relazione tra i diversi stakeholder.

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

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Tartaglia Polcini, Paolo, Natalia Aversano, Giuseppe Nicolò, and Nadia Ardito. "La diversità di genere nella direzione strategica delle aziende sanitarie: il rapporto tra governance e performance nelle aziende ospedaliere italiane." MECOSAN, no. 120 (February 2022): 21–43. http://dx.doi.org/10.3280/mesa2021-120003.

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Negli ultimi decenni, istituzioni e policymakers a livello europeo hanno profuso notevoli sforzi volti a promuovere la parita di genere nelle posizioni di leadership gestionale e strategica, sia in ambito politico sia in ambito economico. Il presente studio, inquadrato nell'approccio teorico della Resource Dependence Theory, analizza l'associazione tra la presenza di donne in posizione di vertice e performance finanziaria nel contesto delle aziende sanitarie italiane. A tal fine, sono state condotte due analisi di regressione multipla attraverso le quali e stata analizzata l'influenza esercitata dalla presenza delle donne nelle posizioni di vertice di un campione di 49 aziende sanitarie italiane sulla performance finanziaria, misurata come Return on Assets (ROA). In linea con i precedenti studi, i risultati delle analisi condotte evidenziano come una maggiore presenza delle donne nelle posizioni di maggior responsabilita a livello gestionale abbia una ricaduta positiva in termini di performance operativa ed economica delle aziende sanitarie oggetto di analisi. La presente ricerca conferma che le donne possono rappresentare una fondamentale leva di cambiamento di management e governance delle aziende sanitarie. Alla luce di cio, i risultati del presente studio potrebbero rappresentare un incentivo per il varo di politiche piu specifiche che favoriscano l'incremento della gender diversity nello specifico comparto delle aziende sanitarie che da anni soffrono di inefficienze sia a livello manageriale sia di governance.

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Dressler, Marc. "Strategic Channel Management of Saint Bernhard Winery: Direct Versus Indirect Sales." Wine Business Case Research Journal 2, no. 1 (2018): 69–83. http://dx.doi.org/10.26813/wbcrj/2018.02.01/strategic.

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Fortunato, Vincenzo. "La Fiat e il lavoro operaio nella manifattura di classe mondiale." SOCIOLOGIA DEL LAVORO, no. 126 (May 2012): 222–35. http://dx.doi.org/10.3280/sl2012-126015.

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Il paper focalizza l'attenzione sulle recenti trasformazioni nell'organizzazione del lavoro e della produzione legate all'introduzione nelle fabbriche del Gruppo Fiat Auto della cosiddetta "manifattura di classe mondiale" o World Class Manufacturing (Wcm). In particolare, attraverso i dati di una ricerca sulle condizioni di lavoro e sulle relazioni industriali nello stabilimento Fiat-Sata di Melfi, si esplora l'impatto di tali cambiamenti sul lavoro operaio. I principali risultati dell'indagine evidenziano come, nonostante alcuni importanti cambiamenti legati all'adozione del Wcm rispetto alla fabbrica snella di ispirazione giapponese, appare chiaramente una marcata continuitŕ con i tradizionali principi tayloristici quali, ad esempio, la crescente importanza nei confronti di standard, metodi, tempi di produzione, unitamente alla crescita del controllo manageria- le sui lavoratori. Tutto ciň richiede una piů strategica e sofisticata gestione delle risorse umane e relazioni industriali partecipative finalizzate a ridurre la conflittualitŕ e ad ottenere il necessario consenso dei lavoratori per una buona riuscita nell'implementazione delle nuove regole e della nuova organizzazione del lavoro in fabbrica.

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Hron, J. "Knowledge and strategic management." Agricultural Economics (Zemědělská ekonomika) 52, No. 3 (2012): 101–6. http://dx.doi.org/10.17221/5001-agricecon.

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The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

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Montalbetti, katia. "Innovare la valutazione all'università: si può,." EDUCATION SCIENCES AND SOCIETY, no. 2 (December 2021): 359–77. http://dx.doi.org/10.3280/ess2-2021oa12397.

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Una didattica universitaria di qualit&agrave; mira a promuovere la maturazione di competenze – generali e specifiche – indispensabili per il successo accademico, per l'esercizio di una cittadinanza attiva e per un positivo inserimento nello scenario professionale.&nbsp; Il contributo prende le mosse da una costatazione: le pratiche valutative (dichiarate oltrech&eacute; praticate) influiscono sull'approccio ai contenuti e orientano le strategie di studio degli studenti favorendo apprendimenti pi&ugrave; o meno profondi; di conseguenza esse rappresentano una leva strategica per innalzare la qualit&agrave; della formazione universitaria. Una sollecitazione per certi versi rivoluzionaria a ri-pensare la valutazione &egrave; arrivata dalla pandemia; la rottura con il noto si &egrave; configurata in alcuni casi come occasione per avviare forme di educative assessment. In questa cornice trova collocazione la pratica valutativa, resa oggetto di investigazione empirica, di cui si intende rendere conto nel contributo. Senza indulgere in letture eccessivamente ingenue o disconoscere le complessit&agrave; della macchina organizzativa che rendono faticoso ipotizzare una messa regime di simili pratiche, esperienze di nicchia come quella presentata testimoniano che &egrave; non solo possibile ma anche doveroso andare in questa direzione.

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Quattrociocchi, Bernardino, Irene Fulco, Antonio La Sala, Francesca Iandolo, and Mario Calabrese. "La teoria dei tipi psicologici e la consonanza nel processo di selezione delle risorse umane." ESPERIENZE D'IMPRESA, no. 1 (November 2020): 85–107. http://dx.doi.org/10.3280/ei2018-001005.

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Obiettivi. Il presente studio si propone di esplorare ed approfondire un diverso metodo di selezione delle Risorse Umane, basato sul principio di consonanza, che possa ridurre il conflitto ed avere un impatto positivo sulla performance. Metodologia. Dopo aver avviato una review della letteratura esistente sui pilastri già consolidati della gestione strategica delle Risorse Umane (motivazione e composizione di team di lavoro in particolare), l'indagine, tramite la lente interpretativa dell'Approccio Sistemico Vitale, si è indirizzata verso le categorie valoriali, caratterizzanti ogni sistema in modo distintivo e punto di partenza per la generazione di risonanza. Risultati. Il lavoro perviene all'esposizione di una diversa prospettiva d'indagine nell'analisi dei gruppi basata sulla consonanza e volta a realizzare un Person - Organization fit in grado di restituire maggior valore di quello assorbito. Limiti della ricerca. Il principale limite della ricerca risiede nella mancanza di una verifica empirica circa l'effettiva risonanza generata. Implicazioni pratiche. Lo studio fornisce al management una diversa chiave di lettura per la creazione di team composti da individui il cui legame, basato su compatibilità valoriali, risulta essere più profondo, conducendo, così, ad una maggiore creazione di valore. Originalità del lavoro. Il lavoro integra l'approccio manageriale con una prospettiva di indagine di tipo psicologico, consentendo di isolare dinamiche del processo di selezione delle Risorse Umane normalmente "sommerse".

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Ginevičius, Romualdas, Algirdas Krivka, and Jolita Šimkūnaitė. "THE MODEL OF FORMING COMPETITIVE STRATEGY OF AN ENTERPRISE UNDER THE CONDITIONS OF OLIGOPOLIC MARKET." Journal of Business Economics and Management 11, no. 3 (2010): 367–95. http://dx.doi.org/10.3846/jbem.2010.18.

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The article presents the original and scientifically brand new model of forming the integrated competitive strategy of an enterprise under the conditions of oligopolic market, followed by the cases of empirical application. The integrated competitive strategy of oligopolic enterprise is considered to be the concerted set of partial (detailed) competitive strategies targeting the certain elements of internal and external environment of an enterprise, determining its strategic position and influencing performance. The complex assessment of the estimated impact of partial competitive strategies on performance criteria is implemented (multicriteria evaluation methods are applied) in order to indicate the detailed strategies, having the highest potential influence on enterprise performance (to be selected to form the integrated competitive strategy), and to determine their scales (weights in the structure of the integrated strategy). The results of empirical application of the model are proposed to be employed to set up long-term goals and choose the main directions of business strategy of an enterprise, to distribute financial, human and other resources for strategic actions to be designed and implemented. Santrauka Straipsnyje skelbiamas originalus, moksliniu požiūriu naujas imones integruotosios konkurencines strategijos formavimo oligopolineje rinkoje modelis ir jo empirinio pritaikymo pavyzdys. Oligopolines imones integruotoji konkurencine strategija modelyje suprantama kaip suderintas rinkinys daliniu (detaliuju) konkurenciniu strategiju, nukreiptu i imones vidines ir išorines aplinkos veiksnius, turinčius itakos imones strateginei pozicijai ir veiklos rezultatams. Taikant modeli, atliekamas tiriamuju imoniu pasirinktu daliniu konkurenciniu strategiju lauktino poveikio veiklos detaliesiems rodikliams kiekybinis vertinimas (pasitelkiant daugiakriterio vertinimo metodus) ‐ palyginamas taikytinu strateginiu alternatyvu lauktinas poveikis finansiniam imones rezultatui, nustatant pranašiausias dalines strategijas (sudarysiančias integruotaja konkurencine strategija) ir ju taikymo masta (svori integruotojoje strategijoje). Modelio pritaikymo rezultatai naudotini priimant sprendimus del oligopolines imones konkurencines strategijos sudarymo, skirstant finansinius, žmogiškuosius ir kitus išteklius strateginiams veiksmams formuoti ir igyvendinti.

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Djordjevic, Branislav. "The Nature of Strategic Management." Archives of Business Research 2, no. 4 (2014): 28–39. http://dx.doi.org/10.14738/abr.24.178.

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Kaiser, Ralf, Heiko Knaack, Marco Miani, and Hanz Dieter Niemeyer. "EXAMINATION OF CLIMATE CHANGE ADAPTATION STRATEGIES." Coastal Engineering Proceedings 1, no. 32 (2011): 2. http://dx.doi.org/10.9753/icce.v32.management.2.

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Climate change adaptation strategies for coastal protection are examined with the help of mathematical models in the Ems/Dollart Estuary in consideration of different climate scenarios. The Ems Dollart Estuary is located at the Dutch German border in the southern North Sea, a coastal area which has suffered from enormous land losses due to medieval storm surges. Since then the medieval retreat was partly reduced by successive land reclamation following the development of salt marshes.

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Isaev, Ravshan Abdurahmonovich. "Methodological Approaches To Quality Management And Strategic Management Integrated System." American Journal of Management and Economics Innovations 3, no. 06 (2021): 91–98. http://dx.doi.org/10.37547/tajmei/volume03issue06-14.

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Zaitsev, Yurii. "Political economy of modern strategic management." Social and labour relations: theory and practice 12, no. 1 (2022): 41–49. http://dx.doi.org/10.21511/slrtp.12(1).2022.04.

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The article explores the actual problem of the development of a new architectonics of the world economy and the world community, the problem of theoretical, methodological, paradigmatic changes in the system of managing these processes at the micro and macro levels. The aim of the article is a comprehensive study of modern strategic management from the standpoint of the political and economic orientation of its functions, which allows us to redefine the role of strategic management in managing the future of specific objects in a new reality that is born as a result of the rapid integration of artificial intelligence into production and management processes and in resolving contradictions of object management on the platform of the globalized digital economy. The use of philosophical, institutional, systemic, civilization, and interdisciplinary approaches to the analysis of the socio-economic nature of modern strategic management and its functions made it possible to outline and define their pluralistic, polysystemic essence and role, to substantiate the possibility of recognizing a new direction in the modern political economy of management. The article accumulates a system of arguments in favor of such a scientific position.

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Kachala, Tamara. "Strategic Management of Ukraine’s Regional Economy Modernization." Journal of Advanced Research in Dynamical and Control Systems 12, SP4 (2020): 725–32. http://dx.doi.org/10.5373/jardcs/v12sp4/20201539.

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Marek, Milan, Josef Procházka, and Janka Kosecová. "Commanders´ Development for Strategic Level Defence Management." Vojenské rozhledy 28, no. 2 (2019): 20–37. http://dx.doi.org/10.3849/2336-2995.28.2019.02.020-037.

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Ortikovich, Gaziev Khaydarali. "Theoretical Foundations Of The Strategic Management System." American Journal of Management and Economics Innovations 03, no. 05 (2021): 53–60. http://dx.doi.org/10.37547/tajmei/volume03issue05-09.

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Results of research of modern problems of the system of strategic management are given in this. We in detail studied the organizational structure of the enterprise. In this work concepts of strategic management having a wide scope of application in administrative practice are stated. The main directions, tasks and approaches to design and implementation of organizational strategy are considered, the anti-recessionary strategy of the organizations, strategic management and the profitless organizations, basic provisions of the theory of stakeholders as the most important component of an organizational environment.

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Poonam, Poonam. "Industrial Management: A Strategic Threat for Companies." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (2018): 2481–86. http://dx.doi.org/10.31142/ijtsrd12728.

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M. Vijayalakshmi, M. Vijayalakshmi, and Dr P. Natarajan Dr. P. Natarajan. "Strategic Human Resource Management for Competitive Advantag." Indian Journal of Applied Research 2, no. 1 (2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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Palm, Peter. "Strategies in real estate management: two strategic pathways." Property Management 31, no. 4 (2013): 311–25. http://dx.doi.org/10.1108/pm-10-2012-0034.

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Abu Talib, Zuraidah, Che Su Mustaffa, and Syamsyul Anuar Ismail. "STRATEGIC COMMUNICATION OF ALUMNI CENTER, UNIVERSITI UTARA MALAYSIA: STRATEGIES TOWARD THE RELATIONSHIPS OF ALUMNI LOYALTY." International Journal of Law, Government and Communication 7, no. 30 (2022): 280–97. http://dx.doi.org/10.35631/ijlgc.730023.

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Most alumni studies were studied with a theoretical background involving microeconomic strategies, charity contribution literature, management, marketing relations, marketing services, science education, and integrative approaches. Research in the field of communication strategy in determining alumni loyalty that is directly related to the field and theoretical communication is minimal. There is no empirical evidence from the point of view of strategic communication that proves the relationship between the university's efforts and alumni's contribution to the university. Some studies have suggested the application of customer relationship management in universities. Through customer relationship management, analysis of communication needs between the university, students, and alumni can be identified. Therefore, this paper aims to describe the communication strategy carried out by the University through the Alumni Center to establish good relations with the alumni. This study was carried out using a qualitative method which is interviews. An interview session was held with the Director of the Alumni Center, six former Directors, and an administrative officer who has served the Alumni Center for several years since its establishment. The results of the study found that various strategies have been carried out by the UUM Alumni Center that can be linked to communication strategies. These include the channel strategy, message strategy, branding strategy, collaboration strategy, and social marketing strategy. The results of this study contribute to strategic communication, considering that the fields of marketing management, economics, and educational science mostly pioneer the highlights of alumni research literature.

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Vlček, Radim. "Complementary Strategies in Management of Innovations." Acta Oeconomica Pragensia 16, no. 3 (2008): 80–91. http://dx.doi.org/10.18267/j.aop.109.

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Rylková, Žaneta, and Monika Chobotová. "STRATEGIC MANAGEMENT AND PERFORMANCE DRIVERS." Acta academica karviniensia 14, no. 3 (2014): 174–85. http://dx.doi.org/10.25142/aak.2014.058.

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Dr. SP Mathiraj, Dr SP Mathiraj, and Jothi M. Jothi M. "Strategic Compensation Management: An Essence of Organisation Development." Indian Journal of Applied Research 1, no. 3 (2011): 126–28. http://dx.doi.org/10.15373/2249555x/dec2011/42.

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Goncharenko, O. G. "CONCEPTUALIZATION APPROACHES TO STRATEGIC MANAGEMENT OF PENITENTIARY SYSTEM." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 1(9) (2017): 208–121. http://dx.doi.org/10.25140/2410-9576-2017-2-1(9)-208-212.

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RUSU, Daniel. "DYNAMIC INTEGRATION OF CSR INTO STRATEGIC MANAGEMENT PROCESSES." BUSINESS EXCELLENCE AND MANAGEMENT 12, no. 1 (2022): 73–92. http://dx.doi.org/10.24818/beman/2022.12.1-06.

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Based on the strategic management processes, it is particularly necessary to initiate but also develop a connection between CSR integration through a dynamic approach and the social philosophy of management, a systematic analysis of the processes that strategically manage CSR and the socially oriented implementation of the topic strategic integration of CSR. Related to these research topics we need to know closely the strategic management processes that integrate CSR, how they work, what influences strategic change and especially how we can define the management tools used to support the implementation of social management philosophy. In this sense, it is absolutely necessary to initiate a theoretical model that highlights, from an organic point of view but also structurally, the dynamics of the relations supported by the philosophy of social management.

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Lucie, Vnouckova, Urbancova Hana, and Smolova Helena. "Strategic talent management in agricultural and forestry companies." Agricultural Economics (Zemědělská ekonomika) 62, No. 8 (2016): 345–3. http://dx.doi.org/10.17221/129/2015-agricecon.

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In a time of a constant change, a company with high-quality, talented employees not only has an advantage in the competitive environment but it is also a more attractive proposition for the potential employees. It is also a ‘great place to work’ for the existing employees. The article therefore focuses on the approaches to implementing the strategic talent management which are taken by the agricultural and forestry companies. The paper investigates the position taken regarding the talent management in theory. It is based on the aims of a primary survey, the purpose of which was to develop a deeper understanding of the supporting theoretical concepts underpinning the company approaches to talent. The objective of the work is to identify the main components of the strategic talent management based on the primary survey of companies operating in agriculture and forestry. This is accomplished by evaluating the data obtained from the primary analysis of the methods and approaches used on 101 farms and other agricultural companies. The data comes from the manager surveys for which a single manager represented the given company. The mono-dimensional and multi-dimensional statistics were used to evaluate the data. The results indicate that in 62% of the companies examined are familiar with the principles of the talent management and that the talent management forms part of the mission of the company (48%). A deeper analysis is used to further examine the differences in the approach of the companies included in the study. The paper contains an in depth discussion of the concept of the strategic talent management, as well as identifying the main processes connected with it. Moreover, the paper presents new research findings by defining and validating the main attributes of the strategic talent management (TM); additionally the gap between the awareness of the top management of the talent management concept and its use in practice is found and discussed.

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Štůsek, J., and L. Ulrych. "Strategic thinking in the management of agribusinessu companies." Agricultural Economics (Zemědělská ekonomika) 54, No. 3 (2008): 117–24. http://dx.doi.org/10.17221/239-agricecon.

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This scientific paper shows the partial results of the research project GAČR 402/05/2697, focussing on the analysis of a questionnaire survey and the creation of strategic thinking models of decision making. The partial analysis of the questionnaire survey results was used for designing the basic structure of the required dependencies in the form of a decision tree. On the basis of the tree, requirements for designing the system of strategic thinking models were deduced. These requirements are reflected in the functional model, the data model and in the status diagram. These models will present an instrument suitable for supporting strategic decision making.

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Meratian Esfahani, Leila, and Lester W. Johnson. "Stakeholders’ Engagement and Strategic Management of Social Media." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 3, no. 6 (2018): 47–56. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.36.3004.

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Social media is becoming integral to many organizations as a tool for marketing, customers’ service management, interacting with employees, etc. However, recent research shows that organizations are still struggling to find an effective way to strategically manage social media and engage with various stakeholders. As a result, there is a need to investigate the issue in depth. Therefore, in this paper, we develop a comprehensive conceptual model for organizations to engage with stakeholders and strategically managing social media.

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ROMANENKO, Serhii. "STRATEGIC VECTORS OF SPORTS AND HEALTH ACTIVITY MANAGEMENT." Herald of Khmelnytskyi National University. Economic sciences 308, no. 4 (2022): 155–62. http://dx.doi.org/10.31891/2307-5740-2022-308-4-24.

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In Ukraine, the foundation for developing sports and health activities has been created. Currently, there is a Strategy for developing physical culture and sports until 2028, which defines the goal, strategic vectors, and principles of developing sports and health activities in Ukraine. However, long-term documents do not take into account current trends of change. For example, before the country’s economy had time to strengthen after the coronavirus pandemic, a full-scale war between Russia and Ukraine began, which led to a significant reduction in the financial sphere of physical culture and sports and a failure to fulfill strategic tasks. That is why, in modern conditions, it is necessary to support the research of strategic vectors of management of sports and health activities and to determine the ways of their improvement. The article aims to study the strategic vectors of management of sports and health activities and to choose the methods of their progress. The strategic vectors of the management of sports and health activities were studied, and the ways for their improvement were determined. The purpose and vectors of the Strategy for developing physical culture and sports until 2028 have been revealed. The risks of vectors and the effect of implementing the Strategy for the Development of Physical Culture and Sports until 2028 have been determined. It is emphasized that it is impossible to implement critical strategic vectors for the current state. The introduction of intensive hostilities on a large country territory leads to the destruction of military facilities and sports infrastructure. It was determined that, under the financing conditions, the specified vector’s implementation is impractical. In general, the strategic vectors of development defined in the Strategy are accepted for the modern needs of their implementation. A conceptual model for ensuring the strategic development of sports and recreational activities is presented. The primary tasks of the state policy for the development of the sports and recreation sphere have been revealed. It is substantiated that for the sports and health sector in Ukraine, it is necessary to separate functional sectors, each of which requires the development of the so-called “strategic set” which includes the mechanisms of its action, functioning, management, resource, and information support. It is emphasized that each of the specified sectors is characterized by certain specific features, subject orientation, needs, and development features. We consider it reasonable to separate each block and develop a different strategy that is included in the general strategic set.

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ZAKHARCHUK, Nataliya. "THE ESSENCE AND EVOLUTION OF STRATEGIC BUSINESS MANAGEMENT." Herald of Khmelnytskyi National University. Economic sciences 312, no. 6(2) (2022): 110–14. http://dx.doi.org/10.31891/2307-5740-2022-312-6(2)-20.

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The article examines the theoretical foundations of strategic enterprise management, the evolution of strategic management, the essence, critical approaches, and principles of strategic enterprise management. It is noted that the term «strategy» was first used by A. Chandler in 1962 and the term «strategic management» by I. Ansoff in 1965. The evolution of strategic planning was studied. I. Ansoff identified four stages of strategic management development, in particular: Stage I – reactive (Chandlerian) adaptation, Stage II – strategic planning, Stage III – management of strategic opportunities, and Stage IV – management of problems on a real-time scale. Namely: Stage I – budgeting and control, Stage II – long-term planning, Stage III – strategic planning, and Stage IV – strategic market management. The strategies of the school were analyzed, which were analyzed in detail in the work of H. Mintzberg, B. Ahlstrand, and J. Lempel. These schools can be grouped according to the nature of research into three groups in the following group: Group I – includes three schools: design, planning, and positioning; II group – consists of six schools: entrepreneurial, cognitive (cognitive), school of education, power (force), culture and external environment; III group – includes one school: configurations. The article analyzes the existing definitions of the essence of the concept of «strategic management», which means the processes of making managerial decisions or sets of decisions; management process; action model; management of the organization based on human potential, etc. The author’s definition of strategic management has been formulated, which should be understood as the specific processes of making and implementing management decisions regarding the formation and implementation of a strategy with the targeted achievement of established goals, which are based on an objective assessment of the external and internal conditions of the enterprise’s functioning.

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Svoboda, E. "Strategic decision-making of the company management using the findings of knowledge management." Agricultural Economics (Zemědělská ekonomika) 54, No. 9 (2008): 406–12. http://dx.doi.org/10.17221/2699-agricecon.

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This scientific paper shows the results formulated in the author’s research focused on strategic decision-making of the company management in a new entrepreneurial environment resulting from changes caused by integration processes, the development of information technologies and globalisation factors. The goal of this paper is to publish the changes in behaviour of the management of the selected entrepreneurial entities resulting from new factors of changes affecting the entrepreneurial environment. This is reflected in the process of strategic decision-making of entrepreneurial entities in the necessity to use new methods of decision-making of the company management as a reaction to factors of the external as well as the internal environment. Rapid changes in particular in the external environment require the company management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customer wishes using the findings of knowledge management.

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Král, Bohumil, and Jiří Seidler. "Company Strategic Management and Its Information Support - Heating Company Hradec Králové Case (Company Strategy Formulation)." Český finanční a účetní časopis 2012, no. 2 (2012): 93–109. http://dx.doi.org/10.18267/j.cfuc.315.

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Joshi, Anurag, and Anurag Mittal. "Strategic Management - The Strategies that Leads Sustainable Competitive Advantage." Asian Journal of Research in Business Economics and Management 8, no. 9 (2018): 1. http://dx.doi.org/10.5958/2249-7307.2018.00070.1.

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Broady‐Preston, Judith, and Lucy Steel. "Internal marketing strategies in LIS: a strategic management perspective." Library Management 23, no. 6/7 (2002): 294–301. http://dx.doi.org/10.1108/01435120210432264.

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Swinehart, Kerry, Thomas W. Zimmerer, and Sharon Oswald. "Adapting a strategic management model to hospital operating strategies." Journal of Management in Medicine 9, no. 2 (1995): 34–47. http://dx.doi.org/10.1108/02689239510086533.

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Arbi, Armawati. "Governmental Communication Strategies in Socializing Waste Management." International Journal of Social Science and Humanity 6, no. 8 (2016): 643–52. http://dx.doi.org/10.7763/ijssh.2016.v6.726.

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Rusnáková, M. "Commodity price risk management using option strategies." Agricultural Economics (Zemědělská ekonomika) 61, No. 4 (2016): 149–57. http://dx.doi.org/10.17221/101/2014-agricecon.

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Parnell, John A. "Nonmarket and market strategies, strategic uncertainty and strategic capabilities." Management Research Review 41, no. 2 (2018): 252–74. http://dx.doi.org/10.1108/mrr-05-2017-0151.

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Purpose Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategy. This paper aims to investigate how nonmarket and market strategies are influenced by strategic uncertainties and capabilities and ultimately drive firm performance. Design/methodology/approach A survey addressing strategic uncertainties, capabilities, NMS and market strategy and firm performance was administered online to 193 practicing managers in the USA. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, management and marketing capabilities, competitive and technology uncertainties and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS. Findings Emphasis on NMS was linked to high marketing capability, high competitive uncertainty and high technology uncertainty. Cost leaders were more likely than differentiators to emphasize on NMS, although all three strategies were positive drivers of performance. NMS appears to be viewed as a part of an integrated strategic approach by managers in many organizations. Research limitations/implications The sample included mangers in multiple industries. Self-typing scales were used to assess strategic emphasis and firm performance. Practical implications Emphasis on NMS can promote firm performance, but the relationship is complex. Strategic managers should align the NMS with organizational capabilities and a market-oriented strategy appropriate for the firm. Originality/value This paper provides empirical support for a model linking select strategic uncertainties, capabilities, market strategy and NMS and firm performance. It supports NMS as a key performance driver, but with links to uncertainties and capabilities that differ from those of market strategies.

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Mura, Ladislav, Jana Žuľová, and Adam MadleHák. "Strategic management and management of personnel costs: employing young people in the Slovak Republic." Problems and Perspectives in Management 14, no. 1 (2016): 79–84. http://dx.doi.org/10.21511/ppm.14(1).2016.09.

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This paper focuses on evaluating strategic management of the labor market through legislated active labor market measures introduced in the Slovak Republic to support youth employment. Based on the presented statistical data and managerial and legal analysis of the labor market in the Slovak Republic, with particular emphasis on the economic status of young people, two key parts of the adopted strategic document should provide better economic security for young adults. From the point of view of employers the initiatives are an attractive means for incorporating young adults into the economy, especially because this allows for increased active management of personnel costs that are directly related to compensatory incentives from the side of state agencies for employment of young people. This strategic management creates possibilities for employers to gain access to lower labor costs and to realize significant cost savings. Supporting data are presented graphically and at the same time the cost savings for employers are calculated. Overall, these two analyses demonstrate the practical effect of the new strategic measures on corporate management of personnel costs

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