Abstract: This paper presents preference programming technique based multiple criteria decision making analysis for selecting a facility location for a new organization or expansion of an existing facility which is of vital importance for a decision support system and strategic planning process. The implementation of decision support systems is considered crucial to sustain competitive advantage and profitability persistence in turbulent environment. As an effective strategic management and decision making is necessary, multiple criteria decision making analysis supports the decision makers to formulate and implement the right strategy. The investment cost associated with acquiring the property and facility construction makes the facility location selection problem a long-term strategic investment decision, which rationalize the best location selection which results in higher economic benefits through increased productivity and optimal distribution network. Selecting the proper facility location from a given set of alternatives is a difficult task, as many potential qualitative and quantitative multiple conflicting criteria are to be considered. This paper solves a facility location selection problem using preference programming, which is an effective multiple criteria decision making analysis tool applied to deal with complex decision problems in the operational research environment. The ranking results of preference programming are compared with WSM, TOPSIS and VIKOR methods.
Abstract: The study analyzes the quality and the size of the strategic network of higher education institutions and the concept of fitness for purpose in quality assurance. It also analyses the transaction costs of networking that have consequences on the number of members in the network. Empirical evidence is presented from the Consortium on Applied Research and Professional Education, which is a European strategic network of six higher education institutions. The results of the study support the argument that the number of members in the strategic network should be relatively small to provide high-quality results. The practical importance is that networking has been able to promote international research and development projects. The results of this study are important for those who want to design and improve international networks in higher education.
Abstract: Nowadays, the managing and planning of hospitals is facing many problems. Failure to recognize the main criteria for strategic management to ensure long-term hospital performance can lead to many health problems. To achieve this goal, a qualitative-quantitate method titled Delphi-Fuzzy has been applied. This strategy makes it possible for experts to screen among the most important criteria in strategic management. To conduct this operation, a statistical society consisting of 20 experts in Ahwaz hospitals has been questioned. The final model confirms the key criterions after three stages of Delphi. This model provides the possibility to focus on the basic criteria and can determine the organization’s main orientation.
Abstract: While research is rich with what criteria could be included in the academic program review processes, there is rarely any mention of how this significant and complex process should be managed. This paper proposes using project management methodology in alignment with the program review criteria of the Dickeson’s Prioritizing Academic Programs model. Project management and academic program review share two distinct characteristics; one is their life cycle, and the second is the core knowledge areas they use. This aligned and structured approach offers academic administrators a step-by-step guide that can help them manage this process and effectively assess academic programs.
Abstract: Recent literature on issues of Cultural Management (also called Strategic Management for cultural organizations) systematically seeks for models that allow such equipment to adapt to the constant change that occurs in contemporary societies. In the last decade, the world, and in particular Europe has experienced a serious financial problem that has triggered defensive mechanisms, both in the direction of promoting the balance of public accounts and in the sense of the anonymous loss of the democratic and cultural values of each nation. If in the first case emerged the Troika that led to strong cuts in funding for Culture, deeply affecting those organizations; in the second case, the commonplace citizen is seen fighting for the non-closure of cultural equipment. Despite this, the cultural manager argues that there is no single formula capable of solving the need to adapt to change. In another way, it is up to this agent to know the existing scientific models and to adapt them in the best way to the reality of the institution he coordinates. These actions, as a rule, are concerned with the best performance vis-à-vis external audiences or with the financial sustainability of cultural organizations. They forget, therefore, that all this mechanics cannot function without its internal public, without its Human Resources. The employees of the cultural organization must then have an entrepreneurial posture - must be intrapreneurial. This paper intends to break this form of action and lead the cultural manager to understand that his role should be in the sense of creating value for society, through a good organizational performance. This is only possible with a posture of strategic entrepreneurship. In other words, with a link between: Cultural Management, Cultural Entrepreneurship and Cultural Intrapreneurship. In order to prove this assumption, the case study methodology was used with the symbol of the European Capital of Culture (Casa da Música) as well as qualitative and quantitative techniques. The qualitative techniques included the procedure of in-depth interviews to managers, founders and patrons and focus groups to public with and without experience in managing cultural facilities. The quantitative techniques involved the application of a questionnaire to middle management and employees of Casa da Música. After the triangulation of the data, it was proved that contemporary management of cultural organizations must implement among its practices, the concept of Strategic Entrepreneurship and its variables. Also, the topics which characterize the Cultural Intrapreneurship notion (job satisfaction, the quality in organizational performance, the leadership and the employee engagement and autonomy) emerged. The findings show then that to be sustainable, a cultural organization should meet the concerns of both external and internal forum. In other words, it should have an attitude of citizenship to the communities, visible on a social responsibility and a participatory management, only possible with the implementation of the concept of Strategic Entrepreneurship and its variable of Cultural Intrapreneurship.
Abstract: Strategic Management is highly critical for all types of organizations. This paper examines maturity level of strategic management practices of public and private sector organizations in Turkey, and presents a conceptual model for assessing the maturity of strategic management in any organization. This research focuses on R&D intensive organizations (RDO) because it is claimed that such organizations are more innovative and innovation is a critical part of the model. The Strategic management maturity model (S-3M) is basically composed of six maturity levels with five different dimensions. Based on 63 organizations, the findings reveal that the average maturity of all organizations in the sample group is three out of five. It corresponds to the stage of ‘performed’. Results simply show that the majority of organizations from various industries and sectors implement strategic management activities; however, they experience multiple challenges to optimize strategic management processes and integrate organizational components with business strategies. Briefly, they struggle to become an innovative organization.
Abstract: In recent times the resource-based view (RBV) of strategic management has recorded a sizeable attention yet there has not been a considerable scholarly and managerial discourse, debate and attention. As a result, this paper gives special bit of critical reasoning as well as top-notch analyses and relationship between RBV and organizational innovation. The study examines those salient aspects of RBV that basically have the will power in ensuring the organization's capacity to go for innovative capability. In achieving such fit and standpoint, the paper joins other relevant academic discourse and empirical evidence. To this end, a reasonable amount of contributions in setting the ground running for future empirical researches would have been provided. More so, the study is guided and built on the following strength and significance: Firstly, RBV sees resources as heterogeneity which forms a strong point of strength and allows organisations to gain competitive advantage. In order words, competitive advantage can be achieved or delivered to the organization when resources are distinctively utilized in a valuable manner more than the envisaged competitors of the organization. Secondly, RBV is significantly influential in determining the real resources that are available in the organization with a view to locate capabilities within in order to attract more profitability into the organization when applied. Thus, there will be more sustainable growth and success in the ever competitive and emerging market. Thus, to have succinct description of the basic methodologies, the study adopts both qualitative as well as quantitative approach with a view to have a broad samples of opinion in establishing and identifying key and strategic organizational resources to enable managers of resources to gain a competitive advantage as well as generating a sustainable increase and growth in profit. Furthermore, a comparative approach and analysis was used to examine the performance of RBV within the organization. Thus, the following are some of the findings of the study: it is clear that there is a nexus between RBV and growth of competitively viable organizations. More so, in most parts, organizations have heterogeneous resources domiciled in their organizations but not all organizations as it was specifically and intelligently adopting the tenets of RBV to strengthen heterogeneity of resources which allows organisations to gain competitive advantage. Other findings of this study reveal that of managerial perception of RBV with respect to application and transformation of resources to achieve a profitable end. It is against this backdrop, the importance of RBV cannot be overemphasized; the study is strongly convinced and think that RBV view is one focal and distinct approach that is focused on internal to outside strategy which engenders sourcing or generating resources internally as well as having the quest to apply such internally sourced resources diligently to increase or gain competitive advantage.
Abstract: The overarching aim of the paper is to incorporate the micro-foundations perspective in strategic management and offering possibilities to bridge the macro–micro divide, to review the concept of habits, as well as to propose research findings and directions in terms of further exploring the habit construct and its impact on higher epistemological level phenomena (for instance organizational routines, which is a domain inherently multilevel in nature). To realize this aim, the following sections have been developed: (1) habits’ origins, (2) habits – cognitive constellations, (3) interrelationships between habits and mental representations, intentions, (4) habits and organizational routines, and (5) habits and routines linkages with adaptation. The conclusions that have been made support recent and current studies linking the level of individual heterogeneous agents with the level of macro (organizational) outcomes.
Abstract: The present study investigated approaches and techniques to enhance strategic management governance and decision making within the framework of a performance-based balanced scorecard. The review of best practices from strategic, program, process, and systems engineering management provided for a holistic approach toward effective outcome-based capability management. One technique, based on factorial experimental design methods, was used to develop an empirical model. This model predicted the degree of capability effectiveness and is dependent on controlled system input variables and their weightings. These variables represent business performance measures, captured within a strategic balanced scorecard. The weighting of these measures enhances the ability to quantify causal relationships within balanced scorecard strategy maps. The focus in this study was on the performance of tangible assets within the scorecard rather than the traditional approach of assessing performance of intangible assets such as knowledge and technology. Tangible assets are represented in this study as physical systems, which may be thought of as being aboard a ship or within a production facility. The measures assigned to these systems include project funding for upgrades against demand, system certifications achieved against those required, preventive maintenance to corrective maintenance ratios, and material support personnel capacity against that required for supporting respective systems. The resultant scorecard is viewed as complimentary to the traditional balanced scorecard for program and performance management. The benefits from these scorecards are realized through the quantified state of operational capabilities or outcomes. These capabilities are also weighted in terms of priority for each distinct system measure and aggregated and visualized in terms of overall state of capabilities achieved. This study proposes the use of interactive controls within the scorecard as a technique to enhance development of alternative solutions in decision making. These interactive controls include those for assigning capability priorities and for adjusting system performance measures, thus providing for what-if scenarios and options in strategic decision-making. In this holistic approach to capability management, several cross functional processes were highlighted as relevant amongst the different management disciplines. In terms of assessing an organization’s ability to adopt this approach, consideration was given to the P3M3 management maturity model.
Abstract: This study analyzes the quality and the size of the strategic network of higher education institutions. The study analyses the concept of fitness for purpose in quality assurance. It also analyses the transaction costs of networking that have consequences on the number of members in the network. Empirical evidence is presented of the Consortium on Applied Research and Professional Education, which is a European strategic network of six higher education institutions. The results of the study support the argument that the number of members in the strategic network should be relatively small to provide high quality results. The practical importance is that networking has been able to promote international research and development projects. The results of this study are important for those who want to design and improve international networks in higher education.
Abstract: Maintenance management is no longer a stand-alone activity. It has now assumed a strategic position in many organisations that have recognised its importance in achieving primary goals and a key aspect of effective management of facilities. This paper aims at providing an understanding of the role and function of strategic management in creating and sustaining an effective maintenance management system in an organisation. The background provides an articulated concept and principles of strategic management. The theoretical concepts paved way for a conceptual framework for which strategic management can be integrated into the maintenance management system of an organisation to improve effectiveness in the maintenance of facilities.
Abstract: The aim of this article is to identify the measures
companies undertake in order to adapt to the environment as well as
discussing their diversity and effectiveness. The research methods
used in the study include an in-depth analysis of the literature and a
case study, which helps to illustrate the issue in question. Referring to
the concept of agility, which is firmly embedded in the theory of
strategic management and has been developed with the aim of
adapting to the environment and its changes, the paper first examines
different types of adaptation measures for companies. Then the issue
under discussion is illustrated with the example of the company
Hortimex. This company is an eminent representative of the world’s
leading manufacturers of food additives and ingredients. The
company was established in 1988 and is a family business, which in
practice means that it conducts business in a responsible manner,
observing the law and respecting the interests of society and the
environment. The company’s mission is to develop a market in
Poland for the products and solutions offered by their partners and to
share their knowledge of additives in food production and
consumption.
Abstract: Information technology has been gaining more and
more space whether in industry, commerce or even for personal use,
but the misuse of it brings harm to the environment and human health
as a result. Contribute to the sustainability of the planet is to
compensate the environment, all or part of what withdraws it. The
green computing also came to propose practical for use in IT in an
environmentally correct way in aid of strategic management and
communication. This work focuses on showing how a mobile
application can help businesses reduce costs and reduced
environmental impacts caused by its processes, through a case study
of a public company in Brazil.
Abstract: Facility location is a complex real-world problem
which needs a strategic management decision. This paper provides a
general review on studies, efforts and developments in Facility
Location Problems which are classical optimization problems having
a wide-spread applications in various areas such as transportation,
distribution, production, supply chain decisions and
telecommunication. Our goal is not to review all variants of different
studies in FLPs or to describe very detailed computational techniques
and solution approaches, but rather to provide a broad overview of
major location problems that have been studied, indicating how they
are formulated and what are proposed by researchers to tackle the
problem. A brief, elucidative table based on a grouping according to
“General Problem Type” and “Methods Proposed” used in the studies
is also presented at the end of the work.
Abstract: In this article, and through the modernization project
of metropolis of Constantine (PMMC) experience in Algeria,
discussed to highlight the importance of management in an urban
project at various levels: strategic and operational. The statement we attended to reach is to evaluate the
modernization project of metropolis of Constantine in the light of
management and prove the relation between a good urban
management and the success of an urban project.
Abstract: The environmental, cultural, social, and technological
changes have led higher education institutes to question their
traditional roles. Many declarations and frameworks highlight the
importance of fulfilling social responsibility of higher education
institutes. The study aims at developing a framework of university
social responsibility and sustainability (USR&S) with focus on South
Valley University (SVU) as a case study of Egyptian Universities.
The study used meetings with 12 vice deans of community services
and environmental affairs on social responsibility and environmental
issues. The proposed framework integrates social responsibility with
strategic management through the establishment and maintenance of
the vision, mission, values, goals and management systems;
elaboration of policies; provision of actions; evaluation of services
and development of social collaboration with stakeholders to meet
current and future needs of the community and environment. The
framework links between different stakeholders internally and
externally using communication and reporting tools. The results show
that SVU integrates social responsibility and sustainability in its
strategic plans. It has policies and actions however fragmented and
lack of appropriate structure and budgeting. The proposed framework
could be valuable for researchers and decision makers of the
Egyptian Universities. The study proposed recommendations and
highlighted building on the results and conducting future research.
Abstract: The effective development of a geoscience education
and training program takes account of the rapidly changing
environment in the geoscience market, includes information about
resource-rich countries which have international education demands.
In this paper, we introduce the geoscience program run by the
International School for Geoscience Resources at the Korea Institute
of Geoscience and Mineral Resources (IS-Geo of KIGAM), and show
its remarkable performance. To further effective geoscience program
planning and operation, we present recommendations for strategic
management for customer-oriented operation with a more favorable
program format and advanced training aids. Above all, the IS-Geo of
KIGAM should continue improve through ‘plan-do-see-feedback’
activities based on the recommendations.
Abstract: Paper deals with analysis of strategic management
methods in non-profit making organization in the Czech Republic.
Strategic management represents an aggregate of methods and
approaches that can be applied for managing organizations - in this
article the organizations which associate owners and keepers of nonstate
forest properties. Authors use these methods of strategic
management: analysis of stakeholders, SWOT analysis and
questionnaire inquiries. The questionnaire was distributed
electronically via e-mail. In October 2013 we obtained data from a
total of 84 questionnaires. Based on the results the authors
recommend the using of confrontation strategy which improves the
competitiveness of non-profit making organizations.
Abstract: Decision making is a vital part of the business world
and any other field of human endeavor. Which way a business
organization will take, and where that way will lead it, depends on
broad range of decisions made by managers in the managerial
structure. Strategic decisions are of the greatest importance for
organizational success. Although much empirical research has been
done trying to describe and explain its nature and effectiveness,
knowledge about strategic decision making is still incomplete. This
paper explores the nature of strategic decision making in particular
setting - in Croatian companies. The main focus of this research is on
the style that decision makers on strategic management level are
following when making decisions of life importance for their
companies. Two main decision making style that explain the way
decision maker collects and processes available information and
performs all the activities in strategic decision making process were
empirical tested: rational and intuitive one. Besides analyzing their
existence on strategic management level in Croatian companies, their
effectiveness is analyzed as well. Results showed that decision
makers at strategic management level are following both styles
somewhat equally in order to function effectively, and that intuitive
style is more effective when considering decisions outcomes.
Abstract: In the study presented institutional context is discussed in terms of companies’ entry mode choice. In contrary to many previous analyses, instead of using one or two aggregated variables, a set of eleven determinants is used to establish equity and non-equity internationalization friendly conditions. Based on secondary data, 140 countries are analyzed and grouped into clusters revealing similar framework. The range of the economies explored is wide as it covers all regions distinguished by The World Bank. The results can prove a useful alternative for operationalization of institutional variables in further research concerning entry modes or strategic management in international markets.