Добірка наукової літератури з теми "Tactical competitive position"

Purpose Point duration in competitive tennis is becoming shorter, highlighting a greater emphasis on performance of the first strokes of each point, in particular, the performance of the server. Methods Descriptive measures of the video-based analysis included stroke type, point outcome and stroke position of the first two strokes of the server (service and first shot) during 10 randomly selected sets of competition on hard court. All participants (male; n = 8) were of the age group 14 years and below and competed in national level events. Results The performance of the first serve is characterized by an “in-percentage” of 54.6% and an improved chance of winning the point (for the server) following a first serve (55.9%; P < 0.001) compared to a second serve (42.9%). The majority of stroke positions for first-shot winners were located in the central zone of the court (52.1%; P < 0.01). In comparison to the error rate of all examined strokes, we observed an increased error rate of the first shot (16.5% vs. 22.4%; P < 0.01). Conclusion Contrasting to professionals, juniors produce more first-serve errors and win fewer points directly via the serve. Success in junior tennis relies in minimizing errors within short rallies specifically on the first shot of the server. Coaches of national level junior tennis players should focus on strategies to optimize court position following the serve and service percentage to increase competitive success rate. To achieve this, the server should utilize the serve as a “set-up” tool, dictating the direction of the returner’s return of serve within the central zones of the court.

Purpose. To develop an algorithm of special analysis for improving the training process, based on the identification of indicators of technical and tactical actions in the competitive activity of skilled volleyball players. Material and Methods. The study analyzed 2,688 technical and tactical indicators of the competitive activity of 56 players of national volleyball teams which played 6 games in the 2019 CEV Volleyball European Championship, taking into account the athletes’ playing roles, based on the methods of analysis of the competitive activity, analysis of generalization of practical experience, and theoretical modeling. Results. The study interpreted the total performance indicators of the competitive activity of skilled volleyball players, the indicators of technical and tactical activity in the competitive process, the ratio of performance indicators in skilled volleyball players in position zones. Conclusions. The modified algorithm of special analysis of indicators of technical and tactical actions has the following structure: analysis of quantitative characteristics of team, group and individual actions in attack and defense; chronological analysis of the competitive activity development in sets; analysis of playing actions in various zones of the court; comparative analysis of quantitative indicators of technical and tactical actions of volleyball players who directly counteract in the match; analysis of critical moments of the game, which is directly related to organizing and holding a particular match; interpretation and qualitative analysis of indicators of technical and tactical actions in a particular match. Based on the analysis of success and performance indicators of the competitive activity of Ukraine’s national volleyball team in the qualifying tournament of the 2019 European Championship (group F), it can be said that the modified algorithm of special analysis of indicators of technical and tactical actions showed high efficiency.

Este trabajo plantea un estudio de la internacionalización de la Educación Superior desde el punto de vista de las Universidades y del e-learning como estrategia competitiva e introduce un procedimiento sistemático de análisis que pretende asistir a las instituciones de Educación Superior en la elaboración de sus planes estratégicos y tácticos en cuanto a la formación on-line se refiere, siempre con el objetivo de conseguir una posición y una ventaja competitivas sólidas y estables.AbstractThis work analyzes Higher Education internationalization from the point of view of Universities and focusing at the use of e-learning as competitive strategy. It also introduces a systematic analysis process so that Higher Education Institution can use it to elaborate its strategic and tactical plans in relation with e-learning, always trying to reach both solid and stable competitive position and advantage.

Running performances (RPs) are known to be important parameters of success in football (soccer), but there is a lack of studies where RPs are contextualized regarding applied tactical solutions. This study aims to quantify and analyze the differences in position-specific RPs in professional football, when games are played with three defensive players (3DP) and four defensive players (4DP). The participants here include professional football players (M ± SD, age 23.57 ± 2.84 years, body height 181.9 ± 5.17 cm, body mass 78.36 ± 4.18 kg) playing at the highest competitive level in Croatia. RPs were measured by global positioning system and classified into four groups based on playing positions: central defenders (CD; n = 47), wide defenders (WD; n = 24), midfielders (MF; n = 48), or forwards (FW; n = 19). Analysis of variance and discriminant canonical analysis are used to identify differences between 3DP and 4DP tactical solutions in terms of the RPs for each playing position. The number of accelerations and decelerations most significantly contributed to the differentiation of 3DP and 4DP among MFs (Wilks λ = 0.31, p < 0.001), with higher occurrences with 3DP. For CDs, total distance, and high-intensity running were higher in 3DP (Wilks λ = 0.66, p < 0.001). No multivariate differences were found for FW and WD players in terms of the RPs between 3DP and 4DP tactical formations. The characteristics and differences shown in this study may provide useful information for coaching staff regarding changing in-season tactical formations. Additionally, the results are useful for optimizing training programs for football players with different playing positions. When changing from 4DP to 3DP tactical formations, WDs training programs should include more of high-intensity running, while MFs training programs should be more based on short intensity activities (accelerations and decelerations).

Abstract The aim of this study was to identify the morphological configuration of youth athletes from professional soccer clubs and to verify their differences according to the tactical position on the field. Overall, 67 male players aged 15 to 17 years were evaluated. The examined anthropometric measurements included body mass, body height, skinfolds (triceps, subscapular, supraspinal and medial calf), girths (flexed and tensed arm and calf) and breadths (humerus and femur). For statistical purposes, analysis of variance and post hoc Bonferroni and Kruskal-Wallis tests were used. We concluded that goalkeepers were heavier and taller than center backs (p = 0.015 and p = 0.001), midfielders (p = 0.005 and p <0.001) and center forward players (p = 0.024 and p <0.001). The average somatotype for defense, forward and goalkeeper positions was a balanced mesomorph. Midfield players showed ectomorphic-mesomorph characteristics. It was concluded that goalkeepers were characterized as being taller and heavier and that somatotype features of athletes were similar between positions, except for midfield players

With the development of sports, competition is becoming more and more confrontational and modern sports are developing in the direction of fast speed, fast rhythm, good skills, and high-altitude combat. And, this development requires good conditions and technology as a guarantee. Sports denote a competitive physical activity, which follows four aspects of competition: technology is the foundation, tactics are the means, the body is the cornerstone, and the psychology is the decisive point. Among these four factors, if the athlete does not have a good body, all techniques and know-how are empty talks. In this paper, two algorithms are introduced to track the athletes’ physical training and tactical training videos and the relevant data in the game are counted to obtain the physical indicators required by the athletes in each position. In a certain game, the sprint distance in the first round was 1979 m, the high-speed running distance was 2426 m, the high-intensity running distance was 4398 m, and the jogging distance was 1267 m.

In this paper, we will make a fact-finding study on the game model of peripheral players in the 2018- 2019 competition year, a more objective analysis of the performance of the players and the team. The main task of the study was to study the parameters of the game model of the players who work in the positions of point guard (position 1), shooting guard or small forward (position 2 and 3) and to detach their characteristic elements. If the values of the parameters of the game model recorded for the basketball players by positions are known, objective assessments can be made on their value and evolution. There is a poor training of peripheral players in terms of the accuracy of the basket throws but also a large number of lost balls. All these aspects indicate a low level of physical and technical-tactical training of the peripheral players. This study provides general information on the level of performance and to improve it, detailed studies should be conducted, in particular on the training content of these players

Within the framework of this article, the method of forming a strategy for the activity of a regional dealer network for the sale of cars is considered. Based on the analysis of existing approaches, the authors proposed a block diagram of the development and implementation of the strategy. The methodology defines the sequence and content of the stages of forming the strategy of the dealer network for the sale of cars. The algorithm presents the interaction of strategic and tactical planning systems, which allows tracking the implementation of strategic tasks in the implementation of tactical plans. Application of this algorithm made it possible to develop a strategy for the dealer network for the sale of cars. “Sadko Motors +” operating in the Transbaikal Region. The strategy is designed for the period from 2020 to 2023. The chosen strategy allows improving the performance of the network and ensuring a stable competitive position of car dealerships that are part of its dealer network

The article is devoted to the theoretical and methodological substantiation of tactics in modern Olympic martial arts. The urgency of the work is due to the needs of the training system of athletes and the mandatory practice of organizing and conducting specialized activities to achieve results in specific conflict situations, taking into account current trends in Olympic martial arts. The purpose of the research is theoretical and methodological substantiation of tactics in modern Olympic martial arts. Methods: theoretical analysis and generalization, study of documentary materials, sociological survey methods (expert assessment), ascertaining pedagogical experiment, methods of mathematical statistics. Results. Tactics in modern Olympic martial arts should be considered as a system that covers the theory and practice of organizing and conducting special activities of the subjects of the personalized subsystem of the training system, the main purpose of which is to achieve sports results by using various schemes and tools according to certain rules. specific sport, and current environmental conditions. The springboard, or the most important starting position, which dictates the nature of special activities (tactics) are the current trends in the development of Olympic martial arts. At each of the seven levels, tactics are implemented in the following areas: perception of the environment and search for information needed to understand the situation, analysis of information and its comparison with previous experience and purpose, selection and decision-making, implementation of decisions and evaluation. Conclusions. The concept of tactics in modern Olympic martial arts is a system of views on it as a multilevel and multidimensional phenomenon that exists in several areas - competitive and non-competitive activities. The levels of implementation of tactics are as follows: tactical interaction (during the technical reception); duel; team meeting; tournament and its stages; competition systems - during the season, the Olympic cycle and their totality. At each of the seven levels, tactics are implemented in the following areas: perception of the environment and search for information needed to understand the situation, analysis of information and its comparison with previous experience and purpose, selection and decision-making, implementation of decisions and evaluation

Chery, which used to be the leader of Chinese indigenous automobile manufacturers as well as the entry-level market, has been losing its leader position since 2010. Chery, founded in 1997, has experienced a radical expansion along with industrial liberalization and economic growth in China since 2000. In 2007, Chery started the internationalization strategy by launching two middle and high-end brands and developing a series of joint ventures consecutively. However, Chery has confronted various challenges since 2010 with the growing maturity of Chinese automobile industry, including declining domestic sales and market share, and thus was in a weak position under attack. Finally, Chery announced its tactical adjustments in April 2013. This case describes the co-evolution between the environmental transitions of Chinese automotive industry and the business strategies of Chery. Students are asked to analyze the development of Chery and provide specific suggestions of future directions on competitive strategy for Chery.

Дисертаційну роботу присвячено обґрунтуванню теоретико-методичних основ та розробці практичних рекомендацій щодо побудови конкурентної стратегії торговельного підприємства, яка спрямована на формування динамічних конкурентних переваг в процесі забезпечення сталого розвитку підприємства. Розвинено категорійно-понятійний апарат теорії конкуренції, конкурентних стратегій, а також запропоновано концептуальний підхід до формування конкурентної стратегії на основі безперервної інноваційної моделі. Розглянуто і критично проаналізовано еволюціонування теорії конкуренції в перебігу формування економічних систем та доведено, що Індустрія 4.0 докорінно трансформує основні важелі конкурентного середовища, соціальний базис конкурентних стратегій та інструментів суперництва, основаних на інтелектуальній компоненті. Таке бачення уможливлює імплементування основних елементів Індустрії 4.0 в діяльність торговельних українських підприємств, зважаючи на їх роль у ланцюгу створення цінності. Визначено особливості функціонування механізму формування динамічного конкурентного потенціалу, який забезпечує швидкість реагування на зміни ринкової ситуації, стратегічну гнучкість та готовність підприємства до змін. На основі систематизації наукових підходів до формування конкурентної стратегії запропоновано її безперервну інноваційну модель, рушійним механізмом якої мають стати стратегічні дії підприємства щодо вдосконалення бази знань, а отже формування стійких та динамічних конкурентних переваг. До їх числа віднесено: мотиваційні механізми конкурування; системи управління знаннями й продукування генерації ідей та інновацій; інструменти маркетингу, сценарії досягнення лідерства; забезпечення інтересів стейкголдерів; партнерські стратегії. Удосконалено науково-методичний підхід щодо формування концептуального паттерну стратегічного конкурентного потенціалу підприємства роздрібної торгівлі, який на відміну від інших розробок включає: можливості, що склалися у зовнішньому середовищі; споживчий потенціал; потенціал внутрішнього середовища підприємства, і спрямований на підвищення конкурентного потенціалу підприємства. Концептуальний паттерн формування стратегічного конкурентного потенціалу, здатний не тільки формувати й підтримувати конкурентні переваги, але й продукувати інновацію цінностей для забезпечення безперервності розвитку торговельного підприємства. Виокремлено та обґрунтовано забезпечуючий ланцюг системних цінностей, який продукується функціональними підсистемами торговельного підприємства та формує унікальну торговельну пропозицію. Пропонований підхід забезпечить сучасне підґрунтя для формування конкурентної стратегії торговельного підприємства. Ідентифіковано та проведено класифікацію факторів впливу на формування конкурентних стратегій та культуру безперервного інноваційного бізнес-моделювання, яка, на відміну від усталених, виокремлює екзогенні (глобалізаційні процеси, межі ринків, темпи розвитку технологій, невизначеність середовища); ендогенні (динаміка та розмір внутрішнього потенціалу підприємств торгівлі, організаційні знання та навики, рівень між фірмової невизначеності) та стратегічні дії підприємств щодо вдосконалення бази знань та забезпечення безперервності розвитку конкурентної стратегії (партнерські стратегії, сценарії досягнення лідерства, забезпечення інтересів стейкголдерів, співконкуренція, внутрішні інноваційні процеси). Такий підхід дозволяє підприємствам торгівлі при формування конкурентної стратегії базуватися на безперервній інноваційній моделі. Дістала подальшого розвитку теоретизація понятійного апарату конкурентної стратегії підприємства, а саме: визначено сутність поняття «конкурентна стратегія», яка, на відміну від усталених поглядів, розглядається як динамічна модель поведінки підприємства, спрямована на досягнення сталої конкурентоспроможності в межах місії, націленої на задоволення потреб споживачів та забезпечення економічних, масштабних та іміджевих ефектів підприємства. Розвинено трактування сутності поняття «інновація цінності», яку на відміну від інших, запропоновано визначати як стратегію, що забезпечує здатність системи продукувати ринкові зміни на основі збалансованого поєднання виключної корисності, цільової собівартості, стратегічного ціноутворення задля безперервного розвитку підприємства у конкурентному середовищі. На підставі моніторингу ринку канцтоварів України удосконалено науково-методичний підхід до якісного оцінювання ситуації на ринку, який на відміну від інших розробок, ґрунтується на визначенні системи інтегрованих оцінок зовнішнього конкурентного макропотенціалу, в розрізі визначальних екзогенних факторів і залежить від їх варіації та рівня впливу на діяльність підприємства, що дозволило оцінити зовнішній конкурентний потенціал, який впливає на формування конкурентної стратегії підприємств роздрібної торгівлі. Сформовано теоретико-методичний підхід до визначення ефективності управління конкурентною позицією торговельного підприємства, що базується на інтегрованій оцінці масштабу конкурентного потенціалу, сили конкурентного впливу та результативності стратегічних дій конкурентів, та спрямований на трансформування стратегічного бачення позиції підприємства на ринку як конкурентної стратегії, а стійкість конкурентних переваг дозволяє визначати в контексті можливості утримання конкурентної позиції у довгостроковій перспективі. Запропоновано комплексний інтегральний показник ефективності управління конкурентною позицією підприємств роздрібної торгівлі на основі результативності стратегічних дій та сили конкурентного впливу. Все це формує аналітичну складову розробки конкурентної стратегії, яка забезпечить механізм порівняння динамічності, гнучкості конкурентних переваг, для формування сталої конкурентоспроможності в межах корпоративної стратегії спрямованої на задоволення потреб споживачів та забезпечення економічних, масштабних та іміджевих ефектів підприємства торгівлі. Набув подальшого розвитку ресурсний підхід до оцінювання внутрішнього конкурентного потенціалу підприємств роздрібної торгівлі, в основу якого, на відміну від інших, покладено розрахунок інтегрального показника на основі збалансованої системи часткових показників за такими складовими потенціалу, як: споживчий, фінансовий, клієнтський, бізнес-процесів, стратегічний та потенціал розвитку, що дає можливість комплексно визначити рушійні сили конкурентного потенціалу, розглянути синестезію пріоритетних конкурентних складових підприємства роздрібної торгівлі з цілями його корпоративної стратегії та забезпечити порівняння між існуючим станом та прогнозним рівнем конкурентного потенціалу підприємства. Запропоновано системно-раціональний підхід до реалізації тактичного конкурентного позиціювання в напрямку активних стратегічних дій підприємства роздрібної торгівлі в межах загальної конкурентної стратегії комбінування. Даний підхід ґрунтувався на припущенні, що формування мережі магазинів одного підприємства має відбуватися на основі експоненціального приросту корисності, ефекту масштабу, накопиченого досвіду й знань, зростанням довіри з боку зацікавлених осіб. Даний підхід складається з методики перевірки наявності тісноти синергійних зв’язків між магазинами, що входять до складу одного підприємства та моделі визначення раціонального масштабу мережі магазинів, побудованої на основі показника відносного загального доходу, який продукується мережею магазинів. Удосконалено науково-методичний підхід до формування конкурентної стратегії підприємства роздрібної торгівлі канцтоварами, який об’єднує в собі послідовність дій інтуїтивної аргументації сценаріїв досягнення лідерства на ринку та, на відміну від існуючих розробок, враховує структуризацію цілей тактичної конкурентної позиції, виявлення альтернативних тактичних завдань, які формують тактичні конкурентні переваги та тактик конкурування з подальшою ітерацією конвергенції ймовірнісного та бажаного стану системи в умовах ресурсних та часових обмежень. Результати отриманих досліджень та практичне вирішення завдань щодо формування конкурентної стратегії знайшло відображення у практичній діяльності підприємств роздрібної торгівлі канцтоварами міста Вінниці та Хмельницької торговельно-промислової палати. Ключові слова: стратегія, конкурентна стратегія, конкурентоспроможність, конкурентна позиція, конкурентні переваги, сила конкурентного впливу, інтенсивність конкуренції, споживчий потенціал, інновація цінності, функціональна цінність, вартісна цінність, споживча цінність, операційна цінність, організаційна цінність, комбінована конкурентна стратегія, тактична конкурентна позиція, тактика конкурування.
The dissertation is devoted to substantiation of theoretical and methodical bases and development of practical recommendations on construction of competitive strategy of commercial enterprise which is directed on formation of dynamic competitive advantages in the process of maintenance of sustainable development of the enterprise. It is developed categorical and conceptual system of theory of competition, competitive strategies, and also it is proposed a conceptual approach to the formation of a competitive strategy based on a continuous innovation model. It is considered and critically analyzed the evolution of competition theory during the formation of economic systems and it is proved that Industry 4.0 radically transforms the main levers of the competitive environment, the social basis of competitive strategies and rivalry tools based on the intellectual component. Such vision enables the implementation of the main elements of Industry 4.0 in the activities of Ukrainian commercial enterprises, considering to their role in the chain of creation the value. It is defined the peculiarities of functioning of the mechanism of formation of dynamic competitive potential which provides speed of reaction to changes of market situation, strategic flexibility and readiness of the enterprise to changes. Based on the systematization of scientific approaches to the formation of competitive strategy it is proposed its continuous innovative model, the driving mechanism of which should be the strategic actions of the enterprise to improve the base of knowledge, and therefore the formation of sustainable and dynamic competitive advantages. These include: motivational mechanisms of competition; knowledge management systems and production of idea generation and innovation; marketing tools, scenarios of achieving the leadership; ensuring the interests of stakeholders; partnership strategies. It is improved the scientific and methodological approach to the formation of the conceptual pattern of strategic competitive potential of the retail enterprise, which, unlike other developments, includes: opportunities that have developed in the external environment; consumer potential; the potential of the internal environment of the enterprise, and aims to increase the competitive potential of the enterprise. Conceptual pattern of formation of strategic competitive potential is able not only to form and maintain competitive advantages, but also to produce innovation of values to ensure the continuity of development of commercial enterprise. It is highlighted and grounded the providing chain of system values, which is produced by the functional subsystems of trade enterprise and forms a unique trade offer. The suggested approach will provide a modern basis for formation of competitive strategy of commercial enterprise. It is identified and carried out the classification of impact factors on the formation of competitive strategies and culture of continuous innovative business modeling, which, unlike established, carves out exogenous (globalization processes, markets borders, the rate of technology development, the uncertainty of the environment); endogenous (dynamics and size of internal potential of trade enterprises, organizational knowledge and skills, the level interfirm uncertainty) and strategic actions of enterprises to improve the knowledge base and ensure the continuity of competitive strategy (partnership strategies, scenarios of achieving the leadership, ensuring the interests of stakeholders, co-competition, internal innovation processes ). Such approach allows the trade enterprises during the formation of competitive strategy to base on continuous innovation model. Received of further development of theorizing conceptual system of competitive strategy of the enterprise, namely: it is defined he essence of the concept of «competitive strategy», which, unlike established views, is considered as a dynamic model of enterprise behavior aimed at achieving sustainable competitiveness within the mission aimed at meeting consumer needs and ensuring economic, large-scale and image effects of the enterprise. It is developed interpretation of the essence of the concept of «value innovation», which, unlike others, is proposed to define as a strategy that ensures the ability of the system to produce market changes based on the balanced combination of exceptional utility, target prime cost, strategic pricing for continuous development in the competitive environment. Based on the monitoring of the stationery market of Ukraine, it is improved the scientific and methodological approach to qualitative assessment of the market situation, which, unlike other developings, is based on the definition of the system of integrated assessment of external competitive macro-potential, in terms of determinative exogenous factors and depends on their variation and the level of impact on the enterprise activity, which is allowed to assess external competitive potential that effects on the formation of competitive strategy of the retail trade enterprises. It is formed theoretical and methodical approach of determination of management efficiency of competitive position of commercial enterprise, which is based on the integrated assessment of the scale of competitive potential, strength of the competitive impact and effectiveness of strategic actions of competitors, and aims at transforming of strategic vision of the position of the enterprise on the market as a competitive strategy, and the stability of competitive advantages allows to determine in the context of the possibility of maintaining a competitive position in the long prospect. It is suggested a complex integrated indicator of the effectiveness of managing the competitive position of the retail trade enterprises based on the effectiveness of strategic actions and the strength of competitive influence. All it forms an analytical component of the development of competitive strategy, which will provide a mechanism of comparing the dynamism, flexibility of competitive advantages, to form a sustainable competitiveness within the corporate strategy aimed at meeting consumer needs and ensuring economic, scale and image-building effects of trade enterprise. It is acquired further resource approach to assessing the internal competitive potential of the retail trade enterprises, on the basis, unlike others, is laid the calculation of integrated indicator based on a balanced system of partial indicators for such components of potential as consumer, financial, customer, business processes, strategic and development potential, which allows to determine comprehensively the driving forces of competitive potential, to consider the synesthesia of priority competitive components of the retail trade enterprise with the goals of its corporate strategy and to provide a comparison between the existing state and the forecast level of competitive potential. It is suggested system-rational approach to realization of tactical competitive positioning in the direction of active strategic actions of the retail trade enterprise within general competitive strategy of combination. This approach was based on the assumption that the formation of chain store system of one enterprise should be based on the exponential increase of utility, effect of scale, accumulated experience and knowledge, increasing trust from interested person. This approach consists of a method of checking the closeness of synergies between stores that are part of the same enterprise and the model of determining the rational scale of the chain store system, built on the basis of the relative total revenue, which is produced by the chain store system. It is improved scientific and methodological approach to the formation of a competitive strategy of the retail trade enterprise of stationery, which consisits of combination of sequences of actions of intuitive reasoning scenarios of achieving the leadership at the market and, in contrast with the existing developings, takes into account the structuring of tactical competitive position, identifying alternative tactical tasks tactical which forms tactical competitive advantages and competitive tactics with subsequent iteration of the convergence of the probable and desired state of the system in terms of resource and time constraints. The results of the received researches and practical decision of issues to form the competitive strategy were reflected in practical activity of the enterprises of retail trade enterprises of stationery of Vinnytsia and Khmelnytskyi Chamber of Commerce and Industry.

This book explores how market power competition between states can create disruptions in the global political economy and potentially lead to territorial aggression and war. When a state’s firms have the ability to set prices in a key commodity market like oil or natural gas, state leaders can benefit from increased revenue, stability, and political leverage. Given these potential benefits, states may be motivated to expand their territorial reach in order to gain or maintain such market power. This market power motivation can sometimes lead to war. However, when states are economically interdependent, they may be constrained from using force to achieve their market power goals. This can open up an opportunity for institutional settlements. However, in some cases, institutional rules and procedures can preclude states from reaching a settlement in line with their market power ambitions. When this happens, states may opt for strategic delay and try to gradually accumulate market power over time through salami tactics. To explore how these dynamics play out empirically, the authors examine three cases of market power competition in hard commodity markets: Iraq’s invasion and occupation of Kuwait to seize market power in the oil export market, Russia’s territorial encroachment into Georgia and Ukraine to preserve and expand its market power in the natural gas market, and China’s ongoing use of strategic delay and gray zone tactics in the South and East China Seas to maintain its dominant position in the global market for rare earth elements.

The aim of the e-book is to present the theoretical, cognitive and practical aspects of the essence and complexity of operational management in a production company. The presented modern production methods together with the challenges and problems of contemporary enterprises should better help to understand the issues of sustainable development, with particular emphasis on waste. The book consists of six chapters devoted to relevant and topic issues relating to the core business of an industrial enterprise. Chapter 1 The nature of the industrial enterprise is an introduction to further considerations and deals with the essence of the basic aspects of the company. Both popular and less known definitions of an enterprise, its features, functions and principles of operation are presented. An important part of the chapter is the presentation and formulation of strategic, tactical and operational goals. Moreover, the division of enterprises is presented with the use of various criteria and the features of the industrial market, which make it distinct. Chapter 2 The operational management evolution and its role in the industrial enterprise discusses the evolution and concept of production and operational management. The management levels were also presented, indicating their most important functions. An integral part of the chapter is the essence of the production system, viewed through the prism of the five elements. Chapter 3 Functions and role in operations management presents the issues concerning the organization of production processes, production capacity and inventory management. This part also presents considerations on cooperation and collaboration between enterprises in the process of creating value. Chapter 4 Traditional methods used in operational activities focuses on methods such as benchmarking, outsourcing, core competences, JIT, MPR I and MRP II, as well as TQM and kaizen. Knowledge of these methods should contribute to understanding the activities of modern enterprises, the way of company functioning, the realization of production activities, as well as aspects related to building a competitive position. Chapter 5 Modern methods used in production-operations management discusses the less common and less frequently used production methods, based on a modern and innovative approach. In particular, it was focused on: Shop Floor Control and cooperative manufacturing, environment-conscious manufacturing (ECM) and life-cycle assessment ( LCA), waste management and recycling, Electronic Data Interchange (EDI), virtual enterprise, World Class Manufacturing (WCM), Quality Function Deployment (QFD) and House of Quality (HOQ), theory of constraints (TOC), Drum Buffer Rope (DBR), group technology (GT) and cellular manufacturing (CM), Demand Chain Management and competitive intelligence (CI). In the last section discusses: the role of sustainable statistical process control and Computer-Aided Process Planning in context formatting of information management. Chapter 6 Problems of sustainable development and challenges related to production and operations management describes the problem and challenges related to production and operations activities. In particular, attention was paid to the threats related to changes in global warming, the growing scale of waste, or the processes of globalization. It was pointed out that the emerging problem may be both a threat and a chance for the development of enterprises. An integral part of the chapter are also considerations on technical progress, innovation and the importance of human capital in operational activities.

AbstractThis chapter takes up the now infamous case of the so-called Macchariani Scandal in light of the Karolinska Institute’s tactics for maintaining and enhancing its position as a WCU. It pays special attention to research funding policies in general, and, in particular, the role of the chairman of the Institute’s Board of Trustees, the Liberal politician Lars Leijonborg, as an example of how the dream of becoming a world-class country in the increasingly fierce global competition can have far-reaching negative consequences for national higher education systems as well as for individuals.

Across European and Western liberal market democracies, China’s rise exposes friction between economic interests and political values and challenge common foreign and security policy in the European Union. From positions of economic weakness, Greece, Hungary, and Portugal have blocked or watered down common security, human rights, and economic positions in the regional body. Beijing’s formation of a formal group with Central and Eastern European countries, the so-called 17+1, is similarly seen in Brussels as a “divide and rule” tactic. Yet while European governments receive ample criticism for neglecting their political values in order to advance economic relations with China, the economic importance of China to the EU is rarely scrutinized. For large member states like Germany and France, and smaller ones such as Denmark and Norway, trade and investment with China does not produce a relationship of economic dependency for the EU as commonly perceived, particularly as China’s state capitalist system produces new competition for European companies. Beijing’s infringements on European democratic values and competitive economic pressures are changing the public discourse on China, but without a collective response, economic relations with China will only become more asymmetric than they are today.

This chapter was written to demonstrate the effect of consumer emotion on online purchasing behavior. According to the results obtained from 418 data, it was observed that both positive and negative emotions impacted online buying behavior. In this context, as the positive emotions of the online consumer increases, the frequency of purchases increases, but as the negative emotions of the online consumer increases, the frequency of purchases decreases. In addition, user interface quality, product information quality, service information quality, site awareness, security perception, information satisfaction, and relational benefit factors are factors that negatively affect consumers emotionally in purchasing online. On the other hand, only product information quality, user interface quality, and security perception factors positively affect emotions of online consumers.

Emotional branding promotes customer's long-lasting psychological attachment to a brand. Customer experiences with products and services trigger emotional responses. Therefore, customer experience management is imperative for generating pleasant emotions. Yet the delivery of customer experiences is viewed in a holistic manner. Customer experience management can be effectively integrated into a brand strategy to drive customers' positive behavioural and attitudinal intentions. The customer experiences play a pivotal role in the generation of positive emotions. Adopting an appropriate combination and priority of experience elements is essential to create customer satisfaction, trust, and commitment in order to develop true loyalty. The traditional tactical approach of marketing-mix elements is purely marketing driven and does not fit well in the CEOs expectations. These experience-mix elements will help the organizations to become market driving, which is even beyond the market-driven approach and thus will generate sustainable competitive advantage.

Emotional branding promotes customer's long-lasting psychological attachment to a brand. Customer experiences with products and services trigger emotional responses. Therefore, customer experience management is imperative for generating pleasant emotions. Yet the delivery of customer experiences is viewed in a holistic manner. Customer experience management can be effectively integrated into a brand strategy to drive customers' positive behavioural and attitudinal intentions. The customer experiences play a pivotal role in the generation of positive emotions. Adopting an appropriate combination and priority of experience elements is essential to create customer satisfaction, trust, and commitment in order to develop true loyalty. The traditional tactical approach of marketing-mix elements is purely marketing driven and does not fit well in the CEOs expectations. These experience-mix elements will help the organizations to become market driving, which is even beyond the market-driven approach and thus will generate sustainable competitive advantage.

Previous chapters have articulated that eSports has arrived and is worth deep investigation and consideration. Billions of participants, a competitive gaming market, technology advances, and celebrity athletes are among many other positive characteristics. As seen in other properties with characteristics like this, sponsorship becomes a viable revenue source as brands are able to reach engaged consumers/fans and seek to achieve their own business objectives. This chapter introduces the marketing tactic of sponsorship, applies and examines it in eSports and assesses its future potential.

This chapter presents the results of empirical analysis of local and global competition’s impact on PMSCs’ performance in civil wars from 1990 to 2008. Findings suggest that both market mechanisms contribute to conflict termination, but there is some limitation to the benefit. Mainly, local competition has a positive effect in major wars involving conventional tactics and some guerrilla warfare but is less significant in the most difficult conflict environments. Companies’ corporate structure, a factor linked to the global-competition dynamic, can affect military effectiveness in conflicts involving fewer casualties and more guerrilla warfare. The positive effect is also evident in hard-to-end conflicts but not the subset of the most complex environments, as publicly traded PMSCs may strategically avoid the most extreme conflict zones. Finally, results show that interventions by multiple PMSCs offer more benefits for conflict termination than interventions involving states or international organizations.

At present, scholarly research on corporate social responsibility (CSR) is one of the hot issues in strategy since CSR is related to taking responsibility for stakeholders under the condition of maximizing the interests of company's stockholders. Taking the view of the Chinese market, this concept has been important and numerous local enterprises and multi-corporations have made actions and progress in this area for strategy. This article is focused on the case study of the Samsung company, which further investigates how well the firm performs in practicing CSR in the Chinese market and how consumers perceive its CSR activities. Samsung with local Chinese tactics combines the strategies of its firm in order to strengthen the company's competition and reputation in society. Furthermore, managers of Samsung have also been interviewed to ascertain how they deal with social responsibility. In order to identify the impacts of CSR activities, 365 valid questionnaires collected. Finally, the data analysis and recommendations for Samsung have been discussed in detail. The finding shows that first, the Samsung Galaxy Note 7 accidents with fire and explosion have negative influenced people's purchase intentions of its other phone series. Second, Samsung's social responsibility activities are beneficial to the firm's reputation and the company should promote customer rights visible to consumers and the society. It is interesting to point out that Samsung's corporate social responsibility activities have positive influences in customers' willingness-to-pay for its phones have been overturned in this case study. Implementing CSR activities is important to the firm's strategy.