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Bibliografias temáticas / Strategic planning / Artigos de revistas

Artigos de revistas sobre o tema "Strategic planning"

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Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 10 de março de 2023

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1

Sandfreni, Sandfreni, e 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, n.º 1 (18 de junho de 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.

2

Asmaul Mustaniroh, Siti, Chafida Rofiatul Chasnaq e Imam Santoso. "Marketing Strategic Planning of “Dewata” Apple Beverages using Quantitative Strategic Planning Matrix Method". Industria: Jurnal Teknologi dan Manajemen Agroindustri 5, n.º 1 (30 de abril de 2016): 21–29. http://dx.doi.org/10.21776/ub.industria.2016.005.01.3.

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3

Seifrt, Patricia C. "Strategic thinking, strategic planning". AORN Journal 69, n.º 5 (maio de 1999): 920–23. http://dx.doi.org/10.1016/s0001-2092(06)62285-0.

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4

Heriadi, Agustono, Mohammad Suyanto e Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri". Creative Information Technology Journal 1, n.º 1 (2 de abril de 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

5

Abels, Michael. "Strategic Planning". Public Administration Review 49, n.º 3 (maio de 1989): 294. http://dx.doi.org/10.2307/977017.

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6

Robertozzi, Christian A. "Strategic Planning". Journal of the American Podiatric Medical Association 97, n.º 5 (1 de setembro de 2007): 436–37. http://dx.doi.org/10.7547/0970436.

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7

Windey, Maryann, Erica Schivinski e Jaime Tyrna. "Strategic Planning". Journal for Nurses in Professional Development 33, n.º 6 (2017): 318–19. http://dx.doi.org/10.1097/nnd.0000000000000390.

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8

FIDELLOW, JUDITH A., e MAUREEN HOGAN. "Strategic Planning". Nursing Management (Springhouse) 29, n.º 6 (junho de 1998): 34???37. http://dx.doi.org/10.1097/00006247-199806000-00010.

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9

Ironside, Ellen M. "Strategic Planning". Adult Learning 6, n.º 5 (maio de 1995): 4–9. http://dx.doi.org/10.1177/104515959500600501.

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10

THOMAS, ALICE M. "Strategic Planning". Nursing Management (Springhouse) 24, n.º 2 (fevereiro de 1993): 34???38. http://dx.doi.org/10.1097/00006247-199302000-00008.

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11

Langdale, Ryan. "Strategic Planning". Oncology Issues 30, n.º 4 (julho de 2015): 50–54. http://dx.doi.org/10.1080/10463356.2015.11884043.

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12

Agnew, Melanie. "Strategic Planning". Journal of Studies in International Education 17, n.º 2 (6 de novembro de 2012): 183–202. http://dx.doi.org/10.1177/1028315312464655.

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13

Nash, Mary G., e Barbara C. Opperwall. "Strategic Planning". JONA: The Journal of Nursing Administration 18, n.º 4 (abril de 1988): 12???18. http://dx.doi.org/10.1097/00005110-198804010-00004.

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14

Ruder, Shirley M., e David J. OʼConnor. "Strategic planning". Nursing Management (Springhouse) 38, n.º 12 (dezembro de 2007): 54,56. http://dx.doi.org/10.1097/01.numa.0000303874.18693.84.

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15

Nadler-Moodie, Marlene. "Strategic Planning". Journal of the American Psychiatric Nurses Association 18, n.º 2 (março de 2012): 127–28. http://dx.doi.org/10.1177/1078390312442959.

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16

STRASEN, LEANN. "Strategic Planning". Nursing Management (Springhouse) 19, n.º 5 (maio de 1988): 80J. http://dx.doi.org/10.1097/00006247-198805000-00014.

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17

Little, Jennifer J., e Jane H. Tuten. "Strategic Planning". College & Undergraduate Libraries 13, n.º 3 (19 de outubro de 2006): 113–23. http://dx.doi.org/10.1300/j106v13n03_08.

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18

Brown, Harry L., e Kathleen C. Brown. "Strategic Planning". AAOHN Journal 37, n.º 7 (julho de 1989): 284–85. http://dx.doi.org/10.1177/216507998903700706.

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19

Chappell, Steve. "Strategic planning". Journal of Air Medical Transport 11, n.º 5 (maio de 1992): 13–14. http://dx.doi.org/10.1016/s1046-9095(05)80181-3.

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20

Spear, Marcia. "Strategic Planning". Plastic Surgical Nursing 35, n.º 4 (2015): 152–53. http://dx.doi.org/10.1097/psn.0000000000000115.

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21

Woods, Robert H. "Strategic Planning". Cornell Hotel and Restaurant Administration Quarterly 35, n.º 3 (junho de 1994): 41–49. http://dx.doi.org/10.1177/001088049403500314.

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22

Bombard, Charles F. "Strategic Planning". JONA: The Journal of Nursing Administration 23, n.º 7 (julho de 1993): 41–45. http://dx.doi.org/10.1097/00005110-199307000-00012.

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23

Wheeler-Harbaugh, Jo. "Strategic Planning". Gastroenterology Nursing 26, n.º 3 (maio de 2003): 93–95. http://dx.doi.org/10.1097/00001610-200305000-00001.

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24

Dace, C. "Strategic planning". Engineering Management 14, n.º 4 (1 de agosto de 2004): 42–45. http://dx.doi.org/10.1049/em:20040411.

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25

Wright, Patricia. "Strategic planning". Nursing Management (Springhouse) 51, n.º 4 (abril de 2020): 40–47. http://dx.doi.org/10.1097/01.numa.0000654860.02889.d3.

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26

Jordan, Barbara Isaacs. "Strategic Planning". Topics in Clinical Nutrition 22, n.º 1 (janeiro de 2007): 37–44. http://dx.doi.org/10.1097/00008486-200701000-00006.

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27

Jonas, Robert. "STRATEGIC PLANNING". Handbook of Business Strategy 1, n.º 1 (janeiro de 2000): 141–43. http://dx.doi.org/10.1108/eb060215.

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28

Brache, Alan, e Mike Freedman. "Strategic Planning". Journal of Business Strategy 20, n.º 2 (fevereiro de 1999): 10–12. http://dx.doi.org/10.1108/eb039988.

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29

Heracleous, Loizos. "Strategic thinking or strategic planning?" Long Range Planning 31, n.º 3 (junho de 1998): 481–87. http://dx.doi.org/10.1016/s0024-6301(98)80015-0.

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30

Linn, Mott. "Planning strategically and strategic planning". Bottom Line 21, n.º 1 (30 de maio de 2008): 20–23. http://dx.doi.org/10.1108/08880450810875738.

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31

Luther Cottrell, Terrance. "Strategic budgeting instead of strategic planning". Bottom Line 27, n.º 2 (5 de agosto de 2014): 49–53. http://dx.doi.org/10.1108/bl-04-2014-0012.

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Purpose – This article aims to explain why sometimes separating strategic budgeting from strategic planning can be advantageous for library staff as a means of reshaping debate about operations. Strategic planning is a popular concern for library leaders of all types. Budgeting is commonly a component of the strategic planning process. Design/methodology/approach – When, why and how to begin strategic budgeting conversations are explained with detail given toward seven specific goals appropriate for budgeting discussions above and beyond common strategic operational matters related to services, collections and/or facilities. Findings – Consultant intervention, and restructuring periods, are clear times to introduce the concept of strategic budgeting to library staff. Fundamentally, however, immediate implementation of fiscal strategy development is recommended for a smooth and effective transitional process to take shape. Originality/value – Budgeting does not have to a piece of overall strategic planning. Depending on the need or the focus of the organization, forsaking strategic planning in favor of strategic budgeting can be a superior program for the advancement of library initiatives.

32

Bonn, Ingrid, e Chris Christodoulou. "From strategic planning to strategic management". Long Range Planning 29, n.º 4 (agosto de 1996): 543–51. http://dx.doi.org/10.1016/0024-6301(96)00046-5.

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33

Bryson, John M., Lauren Hamilton Edwards e David M. Van Slyke. "Getting strategic about strategic planning research". Public Management Review 20, n.º 3 (15 de fevereiro de 2017): 317–39. http://dx.doi.org/10.1080/14719037.2017.1285111.

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34

Ugli Zokirov, Abdumavlon Abdurauf. "Improving Strategic Planning In Textile Enterprises". American Journal of Management and Economics Innovations 3, n.º 06 (10 de junho de 2021): 50–59. http://dx.doi.org/10.37547/tajmei/volume03issue06-09.

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35

Kiambati, Kellen, e Julius Itunga. "Managerial Skills and Corporate Strategic Planning". International Journal of Management Science and Business Administration 2, n.º 8 (2015): 16–23. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.28.1002.

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The aim of this study was to establish the relationship between managerial skills and corporate strategic planning. The study was premised on increased call to meticulous strategic planning in all organizations across all sectors in Kenya. A close examination of existing literature showed that very little has been done in the area of evidence-based strategic planning. Public and private institutions participated in this study. The findings showed a positive and significant relationship between managerial skills and corporate strategic planning. The implication of the findings for management was to give more attention to managerial skills.

36

Braginsky, O. B. "Strategic planning forever". Economics of Contemporary Russia, n.º 2 (17 de julho de 2019): 163–67. http://dx.doi.org/10.33293/1609-1442-2019-2(85)-163-167.

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37

Orton, Amber. "Successful strategic planning". Nursing Management 53, n.º 6 (junho de 2022): 38–40. http://dx.doi.org/10.1097/01.numa.0000831432.51566.07.

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38

Armstrong, J. Scott, Noel Capon, John U. Farley e James M. Hulbert. "Corporate Strategic Planning". Journal of Marketing 54, n.º 2 (abril de 1990): 114. http://dx.doi.org/10.2307/1251876.

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39

Chrymko, Margaret M., e Janet Honard. "Virtual strategic planning". American Journal of Health-System Pharmacy 64, n.º 2 (15 de janeiro de 2007): 136. http://dx.doi.org/10.2146/ajhp060350.

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40

Garvin, David A. "Manufacturing Strategic Planning". California Management Review 35, n.º 4 (julho de 1993): 85–106. http://dx.doi.org/10.2307/41166756.

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41

Zinke, Sally. "SEG strategic planning". Leading Edge 20, n.º 3 (março de 2001): 236. http://dx.doi.org/10.1190/tle20030236.1.

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42

Wallace, Robert E. "Why Strategic Planning?" Journal of Information Systems Management 3, n.º 2 (janeiro de 1986): 49–51. http://dx.doi.org/10.1080/07399018608965244.

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43

O’Regan, Nicholas, e Abby Ghobadian. "Formal strategic planning". Business Process Management Journal 8, n.º 5 (1 de dezembro de 2002): 416–29. http://dx.doi.org/10.1108/14637150210449102.

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The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better performance than other firms. However, strategic planning often fails due to problems or barriers encountered at the implementation stage. It is unclear from the limited research carried out to date what actions, if any, firms can take to minimise or eliminate these barriers. This paper examines the concept of strategic planning and identifies the barriers to its implementation. It considers the suitability of formal strategic planning as the key to eliminating or reducing implementation barriers by comparing the extent to which the barriers are experienced in formal and non‐formal planning firms. The paper also examines the extent to which the barriers are experienced by high and low performing firms.

44

Mbugua, Flora, e Jane F. A. Rarieya. "Collaborative strategic planning". Educational Management Administration & Leadership 42, n.º 1 (14 de outubro de 2013): 99–111. http://dx.doi.org/10.1177/1741143213499258.

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45

Kovac, E. J., e R. A. Thompson. "Strategic facilities planning". Planning Review 22, n.º 1 (janeiro de 1994): 44–49. http://dx.doi.org/10.1108/eb054455.

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46

Camillus, John C. "Reinventing Strategic Planning". Strategy & Leadership 24, n.º 3 (março de 1996): 6–12. http://dx.doi.org/10.1108/eb054552.

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47

Ellig, Bruce R. "Strategic Pay Planning". Compensation & Benefits Review 19, n.º 4 (agosto de 1987): 28–43. http://dx.doi.org/10.1177/088636878701900403.

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48

Sartorio, Francesca S. "Strategic Spatial Planning". disP - The Planning Review 41, n.º 162 (janeiro de 2005): 26–40. http://dx.doi.org/10.1080/02513625.2005.10556930.

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49

Carter, Hayley. "Strategic planning reborn". Work Study 48, n.º 2 (abril de 1999): 46–48. http://dx.doi.org/10.1108/00438029910259062.

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50

Bantel, Karen A. "Strategic Planning Openness". Group & Organization Management 19, n.º 4 (dezembro de 1994): 406–24. http://dx.doi.org/10.1177/1059601194194002.

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