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Опубліковано: 30 травня 2022
Оновлено: 31 травня 2022

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Статті в журналах з теми "Strategic management of the enterprise"

1

Makarchuk, I. "STRATEGIC ENTERPRISE RISK MANAGEMENT." Ekonomika ta derzhava, no. 8 (August 28, 2020): 107. http://dx.doi.org/10.32702/2306-6806.2020.8.107.

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Наталія Шматько, Михайло Пантелєєв, Марина Кармінська-Бєлоброва, and Тетяна Мирошник. "BRAND MANAGEMENT IN STRATEGIC ENTERPRISE MANAGEMENT." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (December 28, 2021): 110–15. http://dx.doi.org/10.20998/2519-4461.2020.1.110.

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Branding is an integral part of an enterprise's marketing activities and can be analyzed in various aspects. Brand management – is the process of creating and managing a brand that is based primarily on the sale of goods. The main components in this process are brand ideas, market analysis, strategy development, organization of an advertising company. In addition, to date, branding policy is one of the elements of marketing, it determines the positions of other types of policy, because today the role of brand for the enterprise is a determining factor of competitiveness and survival of the enterprise in the market. When forming a brand, it is necessary to formulate problems related to needs, supply and demand, as they fully reflect the specifics of the functioning of the product market. The process of brand management is differentiated into blocks; methods for determining the brand value of an enterprise are proposed. The prerequisites for changing brand management are related to the processes and cycles that occur in the economy such as: globalization of business, development of scientific and technological progress, changes in the external environment and society, and even the expansion of market boundaries, so a comparison of the dynamics of brand- enterprise management; brand management concepts are compared. The strategic brand management process is important for creating and maintaining brand equity. Developing a strategy that successfully supports or enhances brand awareness, strengthens brand associations, emphasizes brand quality and use, is part of brand management. In today's world, in order to maintain a competitive position, every leader must first and foremost consider the value of his or her brand in developing its strategy and pay attention to branding and find key points for winning the position.
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Vasilyeva, Т., S. Lyeonov, N. Antoniuk, and O. Tverezovska. "ENTERPRISE`S ACTIVITIES MONITORING IN STRATEGIC MANAGEMENT." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 2 (2019): 127–31. http://dx.doi.org/10.21272/1817-9215.2019.2-17.

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The article deals with the questions of formation of monitoring key indicators of enterprise financial and economic activity mechanism. Emphasized that the provision of adequate conditions for sustainable development and preservation of financial stability of domestic enterprises in today's economic realities require continuous monitoring of the main indicators of their activity, including the estimation of the financial condition of the company and its investment attractiveness. Analyzed one of the major domestic problems of the Ukrainian economy as the underfunding of the real sector of the economy is the result of the processes of financialization and globalization of world capital. It is proved that for today there is a necessity of formation of the mechanism of monitoring of key indicators of financial and economic activities of enterprises, the results of which can be applied for development of strategy of development of separate entity. The results of the analysis of the dynamics of direct investments into the economy of Sumy region showed a general decrease in volume and a minor volume of investments in the industry compared to other industries. The results of the study identified the key 2 indicator - investment attractiveness of the enterprise and the dynamics of added value and establishing acceptable for a specific enterprise corridor variations AV. Monitoring of such deviations in the dynamics will allow us to have adequate information to identify trends for future development of the enterprise. The article presents the method of calculation of added value based on the financial statements, which is one of the key indicators in predicting trends in the development of the enterprise. Keywords: monitoring, strategic development, financial and economic activity of the enterprise, investment attractiveness, value added, labor productivity, financial status, managerial decisions, forecasting of enterprise development.
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ZANORA, Volodymyr. "STRATEGIC MANAGEMENT OF INNOVATIVE ENTERPRISE DEVELOPMENT PROJECTS: METHODOLOGICAL PROVISIONS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 1 (55) (May 27, 2021): 72–85. http://dx.doi.org/10.37128/2411-4413-2021-1-5.

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Анотація:
The paper is devoted to the issues of innovative projects strategic management for the enterprises development, which is due to the acceleration of changes affecting the implementation of enterprises economic activities. Conducted a study of theoretical, methodological and applied aspects of enterprise development strategic management to determine the possibilities of improvement and development in modern conditions of the economic activities implementation. The necessity, importance and expediency of the strategic management formation in the enterprise management system are indicated and substantiated. The most common, basic strategies for enterprise development are considered, including strategies for concentrated growth, integrated growth, diversified growth, and reduction. The stages of enterprise development strategic management are determined, among which one of the main is the stage of strategic analysis. The specifics of the enterprises economic activities have been clarified, including the spread of project management methodology, changes caused by Industry 4.0, the COVID-19 pandemic, climate transformations, and others. A conceptual diagram of the «Star» project management model has been formed, which indicates the areas of knowledge in project management, including integration management, risk management, communications management, stakeholder management and others. The model also assumes taking into account both traditional restrictions in the project implementation, namely, compliance with the requirements for quality, project cost and time of its implementation, and new ones, including ensuring profitability, environmental friendliness and social significance. The conceptual scheme provides for further improvement of the project management model by the possibility of expanding the range of components through the addition of new elements. The use of the conceptual scheme of the project management model as a basis for the methodological foundations development for the strategic management of innovative enterprise development projects is proposed. Changes in the strategic management concept of enterprise development are considered. The general project management concept as a basic for strategic management of enterprise development is defined.
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Fomichenko, I., O. Belikova, S. Barkova, and V. Bashtovoy. "Features of Strategic Management of Industrial Enterprises." Economic Herald of the Donbas, no. 1 (63) (2021): 95–102. http://dx.doi.org/10.12958/1817-3772-2021-1(63)-95-102.

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Анотація:
The main aspects of strategic management of industrial enterprises development in modern economic conditions are considered in the article. It is noted that approaches to managing the development of industrial enterprises should be based on a qualitatively new basis, taking into account the uncertainty of the external environment. It is determined that in crisis conditions it is extremely important for the company to choose a strategy that would primarily provide social guarantees for staff, which is why it is advisable that the actions of each unit and employee firmly meet the needs of the company at this time; it is important to understand the impact of daily actions on comp­liance with plans and the overall solution of enterprise problems. Features of formation of strategic management at the industrial enterprise are investigated. It is determined that through a complex system combination of strategies of all strategic economic units of the enterprise is the formation of its strategic set. The need to take into account personnel costs in the implementation of strategic management, in particular in the process of forming a strategy for effective management of an industrial enterprise.
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Brych, Vasyl, and Nataliia Halysh. "Resource approach to strategic management of tourism enterprises." INNOVATIVE ECONOMY, no. 1-2 (2020): 125–32. http://dx.doi.org/10.37332/2309-1533.2020.1-2.18.

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Анотація:
Purpose. The aim of the article is substantiation of theoretical bases of the resource approach to strategic management of tourism enterprises in the Ternopil region according to the need for their sustainable development in the conditions of activation of the tourist services market. Methodology of research. The theoretical and methodological bases of the research are the findings of domestic and foreign scientists on the strategic development of tourism enterprises. In the course of the research, the methods of analysis are used (to identify key parameters of the basic enterprise strategies), synthesis (to generalize the concept of resource strategies of tourism enterprises), SWOT analysis (to identify strengths and weaknesses, opportunities and threats in the strategic activity of the tourist company “Land of recreation”). Findings. The essence of the category “resource strategies” is substantiated, their key parameters are characterized. The basic directions of development of tourist potential of Ternopil region are highlighted, and therefore – strategic vectors for competitive activity of tourist enterprises. The factors of opportunities and threats in the development of the tourist enterprise “Land of recreation” are grouped on the basis of analysis, therefore created possibilities to make proposals on the directions of its activity. Originality. The theoretical foundations of the resource approach to the strategic management of tourism enterprises related to the adherence to the conceptual principles of sustainable development as a global strategy for modern development are substantiated. In particular, it is proved that the use of a resource approach can significantly affect the efficiency of the tourism enterprise in a competitive environment. Practical value. According to the results of the SWOT-analysis, the strengths and weaknesses, opportunities and threats of the tourist enterprise “Land of recreation” are identified. Matrixes of opportunities and threats for the given enterprise were constructed. As a result it was possible to differentiate the degree of influence on the activity of a tourist enterprise depending on the probability assessment of their realization in drawing up plans for strategic development. Key words: strategic management; strategic planning; sustainable development; resource-oriented approach; resource strategies; tourism enterprise; tourist product; tourist services market.
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Ming, Jian, and Nai Lian Hu. "The Enterprise Performance Management System for Mining Enterprises." Advanced Materials Research 433-440 (January 2012): 3276–83. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.3276.

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This paper, guided by market demand, puts forward the mining enterprise performance management system for the purpose of enhancing the competitiveness of the enterprise. According to the scarcity of the mineral resource, the system improves the current situation of the separations of the operations management and the performance management. The system associates the operations plan, the budget plan and the performance management, integrating the strategic process and the operations process, which constructs the core of the enterprise executive ability. The system continuously improves the level of the business operations management and meets the requirements of the enterprise strategic management and of rational exploitation and utilization of the mineral resource, supporting mining enterprises to make decisions on the business strategy.
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Cherchyk, L. N. "DIAGNOSTICS IN STRATEGIC MANAGEMENT ENTERPRISE." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 150–55. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-150-155.

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Lytvyn, N. Y. "Innovative Management of the Strategic Benchmarks of Competitive Advantages." Business Inform 1, no. 516 (2021): 303–9. http://dx.doi.org/10.32983/2222-4459-2021-1-303-309.

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The article examines the essence of forming competitive advantages of enterprise due to innovative development and management of innovation potential. The factors that influence the level of competitiveness of enterprise are determined. Ensuring competitiveness involves the systematization of all factors that impact it and their further analysis in the context of a separate enterprise. The priority is the allocation of direct action factors that form competitive advantages and, accordingly, the competitiveness of the enterprise. The main principles of innovative enterprise management should be: constant forecasting of the situation in the market of capital, goods and services, planning of actions and anticipation of crisis circumstances; avoidance of technological lagging and, as a result, its prevention; systematic implementation of innovations in all, including the interrelated, spheres of activity of enterprise; continuous investment in human capital, innovations; gaining competitive advantages. It is determined that competitive advantages are the result of interaction of enterprise resources, without which enterprise cannot form its competitiveness. In the system of competitive advantages, it is important to allocate those that are the basis of the advantages of the enterprise as a whole. Ensuring sustainable competitive positions of enterprise should be implemented within the framework of the mechanism of management of its competitiveness, which is a system of instruments, methods, levers and incentives used to form and maintain competitive advantages. The instruments of such management are means to influence the economic activity of enterprise, namely: financial, economic, organizational and technological components. The author suggests the main directions of increasing the competitiveness of enterprises on the basis of innovative management and development. Novel technologies have been identified, the implementation of which will increase the competitiveness of enterprise. The main directions of strengthening the position of enterprises in the market should be cost management, ensuring the innovative and balanced development, substantiation and introduction of the latest technologies.
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Pronoza, Pavlo, Tаtyana Kuzenko, and Nataliіa Sablina. "Implementation of strategic tools in the process of financial security management of industrial enterprises in Ukraine." Eastern-European Journal of Enterprise Technologies 2, no. 13 (116) (April 28, 2022): 15–23. http://dx.doi.org/10.15587/1729-4061.2022.254234.

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The results reported in this paper proved the need to develop strategic measures of the financial security management of enterprises. Approaches to understanding the essence of "management" and "financial security of an enterprise" concepts were analyzed; the author's vision of the essence of "management of the financial security of an enterprise" concept was generalized. Trends in the development of industrial enterprises were studied in order to identify the main indicators that determine the safety level of enterprises in the industry. Strategic directions in the financial security management of industrial enterprises were investigated. It was established that the construction of a regression model would allow an enterprise management to track the effect of deterministic factors on a change in the level of financial security of the enterprise and adjust the process of making managerial decisions related to the financial security of the enterprise. Given this, it became possible to build a tree of goals, which grouped and divided the strategic measures to manage the financial security of an enterprise. A strategic map was built, which reflected the relationship of all the processes at an enterprise and contributes to improving the level of management of the financial security of the enterprise. An expert study into the search for an optimal approach ensuring the financial security of an enterprise was conducted. It is confirmed that in order to improve the level of financial security management of an enterprise, it is necessary to optimize the trade and technological process in order to obtain maximum profit in the future, which could improve the state of all elements of the financial security management system of an enterprise. Thus, there is reason to assert that it is appropriate to define the strategic directions for managing the financial security of industrial enterprises by using regression and hierarchy models
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Дисертації з теми "Strategic management of the enterprise"

1

Prosser, Alexander, Josef Auer, and Sarah Kellermann. "Balanced scorecards with SAP strategic enterprise management." Institut für Informationsverarbeitung und Informationswirtschaft, WU Vienna University of Economics and Business, 2004.

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Анотація:
Balanced Scorecards have developed into a main management tool for analysing the inter-dependencies between the functional areas of a business organisation. Using SAP^TM Strategic Enterprise Management this book serves as a companion to a practical lecture on how to implement a Balanced Scorecard in an IT system. Students create the underlying Data Warehouse structures, define the key figures and their inter-dependencies, build the Scorecard system and analyse it in a realistic case study. A host of free, Web-based materials may be used in conjunction with this book, available at http://erp.wu-wien.ac.at. The material includes transparencies for classroom use and a case study with data for student projects. The intended audience of this book is students of business administration and applied computing science, consultants and teachers. But also practitioners in financial and management accounting will find this book useful as it provides an overview of how to implement an important management method in an IT system.
Series: Working Papers on Information Systems, Information Business and Operations
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2

Vašíček, Václav. "Vztah Enterprise Architecture a strategického managementu." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-17047.

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Enterprise Architecture is so far the highest development step in IT's architectural description of enterprises. At the beginning, just technological architecture existed. However, with the quickly growing complexity of IT other domains occurred, that had to be described. Information or application architectures can serve as examples. IT then realized, that it needed to add to its IT architectures a business view and consequently the discipline Enterprise Architecture came into being. Strategic management is crucial for the development of each enterprise. The thesis focuses on the strategic management of business and the strategic management of IT. The strategic management of business consists of a business strategy and an operating model. To the strategic management of IT then belongs an information strategy and IT governance. Business-IT alignment further explores and ensures the accord between the strategic management of business and the strategic management of IT. The aim of the thesis is to describe the relationship of Enterprise Architecture and the different forms of strategic management and to express to which rate Enterprise Architecture supports them. The explored relationships are: - The relationship of Enterprise Architecture and business strategy - The relationship of Enterprise Architecture and operating models - The relationship of Enterprise Architecture and information strategy - The relationship of Enterprise Architecture and IT governance - The relationship of Enterprise Architecture and business-IT alignment The goals of the thesis are reached via theoretical research and subsequent deduction. The author's personal asset consists of creating a hierarchical model of Enterprise Architecture, of defining Enterprise Architecture's reaction to business strategies, of modifying the methodology MMDIS in respect of information strategy, of depicting, how Enterprise Architecture can be used in IT governance, of illustrating, where Enterprise Architecture contributes to business-IT alignment and of assessing, to which rate Enterprise Architecture supports the different forms of strategic management.
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3

Gazia, C. R. "Strategic decision making in public enterprise." Thesis, University of Manchester, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.355904.

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4

Bechtle, Scott Edward. "Crimson Eagle Global Enterprise." CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2340.

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Анотація:
This project for Crimson Eagle Global Enterprise is the initial step in developing a strategic business plan. The traditional business plan contains many sections (business description, marketing, competition, operating procedures, personnel, business insurance, and finacial data). Using a different style, this project simply highlights those sections, rather than going into detail.
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Alalwan, Jaffar. "THE STRATEGIC ASSOCIATION BETWEEN ENTERPRISE CONTENT MANAGEMENT AND DECISION SUPPORT." VCU Scholars Compass, 2012. http://scholarscompass.vcu.edu/etd/2667.

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Анотація:
To deal with the increasing information overload and with the structured and unstructured data complexity, many organizations have implemented enterprise content management (ECM) systems. Published research on ECM so far is very limited and reports on ECM implementations have been scarce until recently (Tyrväinen et al. 2006). However, the little available ECM literature shows that many organizations using ECM focus on operational benefits while strategic decision-making benefits are rarely considered. Moreover, the strategic capabilities such as decision making capabilities of ECM are not fully investigated in the current literature. In addition, the literature lacks a strategic management framework (SMF) that links strategies, business objectives, and performance management although there are several published studies that discuss ECM strategy. A strategic management framework would seem essential to effectively manage ECM strategy formulation, implementation, and performance evaluation (Kaplan and Norton 1996; Ittner and Larcker 1997). The absence of an appropriate strategic management framework keeps organizations from effective strategic planning, implementation, and evaluation, which affects the organizational capabilities overall. Therefore, the objective of this dissertation is to determine the decision support capabilities of ECM, and specify how ECM strategies can be formulated, implemented, and evaluated in order to fully utilize the ECM strategic capabilities. Structural equation modeling as well as design science approaches will be adopted to achieve the dissertation objectives.
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Lan, Yi-chen 1969, University of Western Sydney, of Science Technology and Environment College, and School of Computing and Information Technology. "Management of information technology issues in enterprise globalisation." THESIS_CSTE_CIT_Lan_Y.xml, 2003. http://handle.uws.edu.au:8081/1959.7/314.

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Domestic companies are increasingly trying to expand to become globalised firms or multinational corporations (MNCs). Existing business strategies, visions and information systems need to be re-analysed and perhaps reconstructed to fulfil the business goals, operations and characteristics of the global organisation. Information technology is a critical element in enabling globalisation, and enterprises need to identify and consider information technology and system management issues. Depending on the structure of multinational organisations, different emphases need to be placed on issues such as business information systems management, information technology management, people management, end-user management, and culture. A global transition issue priority model is constructed to support the following hypothesis: the global transition issue priority varies depending on the type of organisational structure. With the assistance of this model, MNCs are able to pinpoint the emphasis of issues in preparing the globalisation process according to their organisational structures. Surevsy were onducted to investigate the priority of issues, and outcomes suggest that the emphasis of each issue class is dependent on the type of organisational structure. The main contribution of this research is to develop a global information systems management priority model that will assist MNCs in preparing the strategic plan in the global transition process, and develop a global transition framework for enterprises which will facilitate construction of their global information systems.
Doctor of Philosophy (PhD)
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7

Sgouridis, Sgouris P. "Symbiotic strategies in enterprise ecology : modeling commercial aviation as an Enterprise of Enterprises." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/43859.

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Thesis (Ph. D.)--Massachusetts Institute of Technology, Engineering Systems Division, Technology, Management, and Policy Program, 2007.
Includes bibliographical references (p. 339-351).
We investigate the effectiveness of strategic alternatives that are designed to dampen the cyclicality manifest in the commercial aviation (CA)-related industries. In this research we introduce the conceptual framework of Enterprise of Enterprises (EoE) as an extension and special case of a System of Systems, to facilitate the design of strategic alternatives in an enterprise ecosystem characterized by loosely coupled enterprises. The constituent enterprises in an EoE exhibit managerial and operational independence and have diverse value functions that are often viewed by the enterprises as zero-sum games. We argue that this may not always be the case; for example, in the CA EoE both airline and airframe manufacturers constituents would benefit from a steadier influx of aircraft that counters the current situation that is characterized by relatively stable demand growth rate for air travel while airline profitability and aircraft ordering fluctuate intensely. A strategic alternative geared towards this EoE-wide desired state is "symbiotic". In order to identify such strategies, we use the EoE framework to analyze the CA-related industries and to specify their local value functions and the salient interfaces among them based on an extensive review of the literature on commercial aviation. We develop working hypotheses about the driving mechanisms of the cycle in the CA EoE informed by the literature on economywide and supply chain cyclicality. To test these hypotheses, we extend a system dynamics model of commercial aviation. After testing several individual strategic alternatives, we find that capacity management is key to cycle moderation. We then compare two diverse, non-collusive ways for capacity management: faster aircraft deliveries and semi-fixed production schedules generated by long-term forecasts.
(cont.) While both are promising, only the latter alternative is shown to be Pareto optimal. We also examine the potential synergistic effects from combining more than one strategic alternatives for which we also discuss implementation implications. The EoE framework and some of our findings can be applicable and generalizable to other industries facing intense cyclical behavior.
by Sgouris P. Sgouridis.
Ph.D.
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8

Keith, Joanna Lucyna. "Enterprise risk management : developing a strategic ERM alignment framework, finance sector." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/10981.

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This thesis investigates the evolutionary process of risk management practices associated with the implementation of enterprise risk management (ERM) across the finance sector. Despite the increasing number of ERM adoptions in the finance industry in recent years, ERM was still at an early stage of development and further research is recommended. The literature review identifies a gap in the ERM literature, prompting the development of a theoretical framework to investigate key organisational factors critical to effective implementation of the strategic framework. A strategic ERM Alignment Framework was developed to address key shortcomings of existing ERM practices in the industry and to provide practical guidance to academics and practitioners. The research was conducted as a two-stage empirical study in the finance sector, employing sequential mixed methods of data collection and analysis: a series of 35 semi-structured qualitative interviews with senior enterprise risk managers representing a variety of financial organisations, followed by a quantitative questionnaire survey of 115 finance industry professionals. The literature supports the industry view of continuous internal and external pressures towards ERM implementation across financial organisations. The research findings confirm that ERM is perceived to have slowly transformed from a process of compliance to a strategic tool and become a source of value creation and competitive advantage. The study also shows that aligning ERM with core organisational strategies and enterprise risk culture have been the underlying factors driving a strategic ERM framework sustainable over time. Inadequate senior management support for ERM and an insufficiently dynamic enterprise risk culture are identified as the greatest challenges to ERM sustainability. Major benefits of ERM are revealed as well informed risk-adjusted decision making and a strategic enterprise-wide view of key risks. The main contribution to knowledge of this research is the development of a strategic ERM Alignment Framework for the finance sector and practical guidelines for its effective implementation. Specifically, this research offers academics and finance industry practitioners a better understanding of organisational factors critical to the implementation of a strategic ERM Alignment Framework, supported by empirical evidence. Key limitation of the research was identified as the complexity of the ERM Alignment Framework that can be mitigated by undertaking future research to simplify the framework following its practical application. The researcher recommends that future research should focus on intangible elements and qualities of ERM that are important to the Alignment Framework, such as developing a strong and consistent enterprise risk culture, or investigating how the framework can add value to the organisation.
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9

Kunadt, Falk. "How enterprises manage strategic stability and change: A qualitative comparative analysis of different enterprise performance groups." Doctoral thesis, Universitätsbibliothek Leipzig, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:15-qucosa-194052.

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Анотація:
In today’s globalized business world enterprises face increasing competition and accompanying internal and external threats that challenge their enterprise strategies. Multiple examples of enterprises show that long-lasting strategies need to be progressively overworked in order to secure competitiveness. One key for long-term competitiveness seems to lie in the ability to find a reasonable ratio of strategic stability and change. Neglecting the tension of strategic stability and change can have fatal consequences. Strategic management research increasingly focuses on this challenge. Lately research on ambidexterity and dynamic capability attempts to explain the underlying issues of proactively balancing strategic tensions in dynamic markets. Yet, there remain a couple of questions that – unanswered – limit the explanatory power of recent research models. Because of conceptual ambiguities around the concepts of ambidexterity and dynamic capabilities, until now it remains unclear how a balance between strategic stability and change is reached and managed, and how the underlying strategic decision and strategic management processes at the organizational level look like. To address these open issues, this work develops an alternative framework of strategic ambidexterity. It is defined as a deliberate mechanism to detect, monitor, steer, coordinate and balance stability and change of the enterprise strategy. It argues that enterprises do not deal with strategic stability and change accidently. Quite on the contrary, the enterprises’ key actors are aware of this challenge and have a mechanism in place that allows them to deliberately and continuously employ the right ratio of strategic stability and change. This deliberate mechanism is assumed to create performance differences. High-performing enterprises have a particular setting of the mechanism that distinguishes them from low-performing peers and that secures their long-term competitiveness. In order to empirically test the mechanism a qualitative comparative analysis (QCA) using a sample of 74 mechanical engineering enterprises is performed. As will be shown there are in fact differences between high and low-performing enterprises. The strategic behavior of high-performing enterprises can be classified as Guided Long-Term Inclusive Planning (GLTIP). This work adds new knowledge to the research on ambidexterity and dynamic capabilities and also contributes to the methodological discussion on the analysis of sustainable competitive advantage in today’s globalized and dynamic markets.
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Lan, Yi-Chen. "Management of information technology issues in enterprise globalisation /." View thesis, 2003. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20031217.130842/index.html.

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Книги з теми "Strategic management of the enterprise"

1

Ahlemann, Frederik, Eric Stettiner, Marcus Messerschmidt, and Christine Legner, eds. Strategic Enterprise Architecture Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-24223-6.

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2

Tuten, Tracy L. The Strategic Enterprise. Santa Barbara, Calif: Praeger, 2010.

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3

Sirotkin, Sergey, and Natal'ya Kel'chevskaya. Strategic management. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/958515.

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Анотація:
The textbook outlines the basics of strategic management in an industrial enterprise. In particular, the concept and types of industrial enterprise strategies are considered, the methodological basis for the formation of corporate, business and functional strategies is described, as well as approaches to evaluating the effectiveness of the strategy and methods for selecting the optimal strategy of an industrial enterprise are presented. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For undergraduate students studying in the areas of "Economics" and "Management", postgraduate students, teachers and specialists in the field of strategic management.
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Meier, Marco, Werner Sinzig, and Peter Mertens. SAP Strategic Enterprise Management/Business Analytics. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-662-00704-4.

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5

Monahan, Gregory. Enterprise Risk Management. New York: John Wiley & Sons, Ltd., 2008.

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6

Meier, Marco, Werner Sinzig, and Peter Mertens. SAP Strategic Enterprise Management™/Business Analytics. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-642-17026-3.

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service), SpringerLink (Online, ed. Strategic IT Management: A Toolkit for Enterprise Architecture Management. Berlin, Heidelberg: Springer-Verlag Berlin Heidelberg, 2010.

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8

Butler, Janet G. Strategic planning for enterprise information systems. Charleston, S.C: Computer Technology Research Corp., 1996.

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9

Barinov, Vladimir, and Dmitriy Busalov. Strategic management. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1391566.

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Анотація:
This tutorial is not just another of the many books on a well-known topic. The main emphasis is placed on connecting many, at first glance, well-known things and helping students and managers to better understand the need and meaning of strategic management as a set of actions for the consistent development of an organization in an increasingly competitive environment. For the Russian reader, this is also important because competition in our country is only "gaining momentum", and understanding its nature is necessary both to preserve business and to achieve personal success. Meets the requirements of the federal state educational standards of higher education of the latest generation. For university students and postgraduates studying the peculiarities of enterprise management in a competitive environment, as well as for companies regardless of their size and field of activity, managers involved in the development of business development strategies.
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Understanding SAP BusinessObjects enterprise performance management. Bonn: Galileo Press, 2010.

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Частини книг з теми "Strategic management of the enterprise"

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Hanschke, Inge. "Enterprise Architecture." In Strategic IT Management, 55–104. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-05034-3_3.

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Williams, David, and Tim Parr. "Strategic portfolio management." In Enterprise Programme Management, 18–30. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230514706_3.

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White, Colin. "Determining the size of an enterprise." In Strategic Management, 378–415. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-55477-1_11.

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Kagermann, Henning, and Jan C. Reinhart. "Strategic Enterprise Management (SEM)." In Fortschritte im Rechnungswesen, 329–54. Wiesbaden: Gabler Verlag, 1999. http://dx.doi.org/10.1007/978-3-322-96441-0_13.

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Beasley, Mark S., and Mark L. Frigo. "ERM and Its Role in Strategic Planning and Strategy Execution." In Enterprise Risk Management, 31–50. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118267080.ch3.

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Francis, Jennifer. "Enterprise Value." In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_691-1.

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Francis, Jennifer. "Enterprise Value." In The Palgrave Encyclopedia of Strategic Management, 500–503. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_691.

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Ahlemann, Frederik, Eric Stettiner, Marcus Messerschmidt, Christine Legner, and Danial Schäfczuk. "Introduction." In Strategic Enterprise Architecture Management, 1–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24223-6_1.

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Ahlemann, Frederik, Eric Stettiner, Marcus Messerschmidt, Christine Legner, and Markus Fienhold. "EAM 2020 – the future of the discipline." In Strategic Enterprise Architecture Management, 265–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24223-6_10.

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Ahlemann, Frederik, Eric Stettiner, Marcus Messerschmidt, and Christine Legner. "Appendices." In Strategic Enterprise Architecture Management, 287–93. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24223-6_11.

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Тези доповідей конференцій з теми "Strategic management of the enterprise"

1

Kicová, Marianna. "Financial Analysis of the Enterprise in the Context of Enterprise's Innovations." 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_7.

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2

Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Sarıçiçek, Burak, and Erdoğan Taşkın. "Marketing Management Effectiveness and Measurement of Implementation." In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c08.01837.

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Marketing audit is a tool inciting the development and the evaluation of marketing efforts of an enterprise. In addition to this, marketing audit is also an effort to evaluate the potential, the resources and the goals of an enterprise against the effectiveness and efficiency of its marketing principles and strategies. In this research, the effectiveness levels of different enterprises will be investigated and measured with the help of the scoring system used in determining the effectiveness of the marketing management, the strategic orientation, the marketing management structure, the market and the marketing knowledge, the customer value creation capacity and the efficiency in implementation of marketing policies of an enterprise, using Philip Kotler's Strategic Auditing Approach. The effectiveness of marketing management will be analyzed and commented from the point of view of practicing marketing managers in the area.
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Zhang, Shun-tung, Dai-qin Zhang, and Li-bo Huang. "Strategic alliance for enterprise knowledge management." In EM2010). IEEE, 2010. http://dx.doi.org/10.1109/icieem.2010.5646660.

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Zhao, Cunli, Xuewu Gao, Lili Liu, and Xuewen Gao. "Green financial management: enterprise strategic choice." In 2013 International Conference of Information Science and Management Engineering. Southampton, UK: WIT Press, 2013. http://dx.doi.org/10.2495/isme133143.

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Zathurecky, Viliam. "ENTERPRISE STRATEGIC MANAGEMENT � INSTITUTIONAL CONTEXT AND INCREASING THE ENTERPRISE PERFORMANCE." In 6th SWS International Scientific Conference on Social Sciences ISCSS 2019. STEF92 Technology, 2019. http://dx.doi.org/10.5593/sws.iscss.2019.2/s05.063.

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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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Dragičević, Zoran, and Saša Bošnjak. "Harmonizing Business and Digital Enterprise Strategies Using SOA Middle-Out and Service-Based Approach." 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_3.

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Yue, Yan. "Human Resource Management under Enterprise Strategic Perspective." In 2014 International Conference on Education, Management and Computing Technology (ICEMCT-14). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icemct-14.2014.43.

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Radovanović, Vladimir N. "Wine Waste Management: Model of Social Enterprise in The Wine Region of Nišava-South Morava." 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_66.

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Звіти організацій з теми "Strategic management of the enterprise"

1

Huber, Carol M. The Strategic Enterprise Model for Information Management. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada363946.

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Meynig, Donal E. Strategic Effects of the Army Enterprise Management Transformation. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404599.

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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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Aldrich, Susan. IBM’s Enterprise Content Management Strategy: Bigger than ERP? Boston, MA: Patricia Seybold Group, November 2009. http://dx.doi.org/10.1571/vs11-25-09cc.

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Bock, Geoffrey. Understanding the Strategies of Major Enterprise Content Management Suppliers. Boston, MA: Patricia Seybold Group, November 2003. http://dx.doi.org/10.1571/ta11-20-03cc.

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Loyall, Joseph, Jeffrey Cleveland, Jonathan Webb, and Shane Clark. Enterprise Information Lifecycle Management. Fort Belvoir, VA: Defense Technical Information Center, January 2011. http://dx.doi.org/10.21236/ada537571.

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Aldrich, Susan. The Future of Enterprise Management. Boston, MA: Patricia Seybold Group, September 2001. http://dx.doi.org/10.1571/psgp9-6-01cc.

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Matty, Douglas M. Architectural Analysis of Enterprise Management. Fort Belvoir, VA: Defense Technical Information Center, March 2011. http://dx.doi.org/10.21236/ada547426.

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Bock, Geoffrey. The Future of Enterprise Content Management. Boston, MA: Patricia Seybold Group, September 2003. http://dx.doi.org/10.1571/ta9-4-03cc.

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Bock, Geoffrey. PSGroup Bull's-Eye: Enterprise Content Management. Boston, MA: Patricia Seybold Group, July 2003. http://dx.doi.org/10.1571/psgb7-17-03cc.

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