Abstract: This paper examines the problem of strategic
management in highly turbulent dynamic business environmental
conditions. As shown the high complexity of the problem can be
managed with the use of System Dynamics Models and Computer
Simulation in obtaining insights, and thorough understanding of the
interdependencies between the organizational structure and the
business environmental elements, so that effective product –market
strategies can be designed. Simulation reveals the underlying forces
that hold together the structure of an organizational system in relation
to its environment. Such knowledge will contribute to the avoidance
of fundamental planning errors and enable appropriate proactive well
focused action.
Abstract: Intelligent schools are those which use IT devices and
technologies as media software, hardware and networks to improve
learning process. On the other hand Strategic management is a field
that deals with the major intended and emergent initiatives taken by
general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments. Here, we present a model Strategic Management System that has been applied on some schools and have made strict
improvement.
Abstract: This paper examines the factors, which determine
R&D outsourcing behaviour at Japanese firms, from the viewpoints of
transaction cost and strategic management, since the latter half of the
1990s. This study uses empirical analysis, which involves the
application of large-sample data. The principal findings of this paper
are listed below. Firms that belong to a wider corporate group are more
active in executing R&D outsourcing activities. Diversification
strategies such as the expansion of product and sales markets have a
positive effect on the R&D outsourcing behaviour of firms. Moreover,
while quantitative R&D resources have positive influences on R&D
outsourcing, qualitative indices have no effect. These facts suggest
that R&D outsourcing behaviour of Japanese firms are consistent with
the two perspectives of transaction cost and strategic management.
Specifically, a conventional corporate group network plays an
important role in R&D outsourcing behaviour. Firms that execute
R&D outsourcing leverage 'old' networks to construct 'new' networks
and use both networks properly.
Abstract: In recent years, though, the concept of fit has been
now in widespread used in strategic management research, it is in its
infancy for applying fit concept to service innovation issue. Therefore,
drawing on the concept of fit, this present research proposed an
innovation service fit model within service innovation, market
orientation, marketing strategy, and IT adoption are coexisted. The
perspective of fit as covariation will be employed to test the hypothesis
and identify the effects of fit. We contend that the fit among these four
factors will contribution to business performance. Finally, according
to the empirical data collected from manufacturing, service, and
financial industry in Taiwan, meaningful findings and conclusions
will be proposed and discussed.
Abstract: According to the conception of personnel
management, human resource management requires efficient use of
human resources. This is ensured by various activities directed
towards the area of management. Among these activities there are for
example the recruitment of employees, development, strengthening
of relations, mutual inspiring, implementation of correct working
processes and systems used by individuals or groups.
Abstract: The search for competitive advantages as one of the
main activities of a company has become a principle of contemporary
theories on Strategic Management. Innovation facilitates a company's
adaptation to the global competitive environment, representing the
important strategic role that it has to play in relation to managerial
performance and, as such, underlines the growing importance of
innovation and the use of a company's technological assets. This
paper therefore studies the effect in the results of four dimensions of
technological innovation strategy on a sample of Spanish wineries,
situated in the Castilla La-Mancha region of Spain, all of which are
registered under the La Mancha Designation of Origin (DO).
Abstract: The regional innovative competitiveness is an integrating characteristic of the innovative sphere of the region. It depends on a big variety of different parameters connected with all kinds of economic entities- activities. But management parameters shouldn't be irregular, so in order to avoid it, an institutional system should be formed. This system should carry out strategic management of factors having the greatest influence on the region's innovative development. This article is devoted to different aspects of organization of the region's development institutional mechanism, which is based on management of regional innovative competitiveness parameters. The base of the analysis is innovatively-active Russian regions which were compared according to the level of the innovative competitiveness. After that the most important parameters of successful innovative development of the region were revealed with the help of the correlation-regression analysis. The results of the research could be used for investigation of the region's innovative policy.
Abstract: Company strategy expresses a basic idea of how to reach company objectives. A whole range of models of strategic management are used in practice. The concept of strategic management should fulfill some basic requirements to make it applicable for both the typical, but also more specific company environment. The financial strategy plays an important role in corporate strategy. The paper develops a methodology of strategic model implementing into the category of micro, small and medium-sized enterprises (SMEs). Furthermore, the methodology recommends procedures while solving an up-to-date worldwide task of the definition of the company strategy and its financial strategy.
Abstract: This paper discusses the design characteristics management accounting systems should have to be useful for strategic planning and control and provides brief introductions to strategic variance analysis, profit-linked performance measurement models and balanced scorecard. It shows two multi-period, multiproduct models are specified, can be related to Porter's strategy framework and cost and revenue drivers, and can be used to support strategic planning, control and cost management.
Abstract: MABENA model is a complementary model in
comparison with traditional models such as HCMS, CMS and etc.
New factors, which have effects on preparation of strategic plans and
their sequential order in MABENA model is the platform of
presented road map in this paper.Study review shows, factors such as
emerging new critical success factors for strategic planning,
improvement of international strategic models, increasing the
maturity of companies and emerging new needs leading to design a
new model which can be responsible for new critical factors and
solve the limitations of previous strategic management models.
Preparation of strategic planning need more factors than introduced
in traditional models. The needed factors includes determining future
Critical Success Factors and competencies, defining key processes,
determining the maturity of the processes, considering all aspects of
the external environment etc. Description of aforementioned
requirements, the outcomes and their order is developing and
presenting the MABENA model-s road map in this paper. This study
presents a road map for strategic planning of the Iranian
organizations.
Abstract: In contemporary global and dynamically developing environment there is a need of the strategic planning fundamental. It is complicated, but at the same time important process from the point of view of continual keeping of competitive advantage. The aim of the paper is formulation of strategic goals for the needs of the small enterprises. There will be used Balanced Scorecard as a balanced system of the indicators for the clearing and transferring vision into particular goals. In particular perspectives the theme will be focused on strategic goals. Consequently will be mention the concept of the competitiveness IDINMOSU. This connect to Balanced Scorecard.
Abstract: This paper has as its main aim to analyse how
corporate web pages can become an essential tool in order to detect
strategic trends by firms or sectors, and even a primary source for
benchmarking. This technique has made it possible to identify the key
issues in the strategic management of the most excellent large Spanish
firms and also to describe trends in their long-range planning, a way of
working that can be generalised to any country or firm group. More
precisely, two objectives were sought. The first one consisted in showing
the way in which corporate websites make it possible to obtain direct
information about the strategic variables which can define firms. This
tool is dynamic (since web pages are constantly updated) as well as
direct and reliable, since the information comes from the firm itself, not
from comments of third parties (such as journalists, academicians,
consultants...). When this information is analysed for a group of firms,
one can observe their characteristics in terms of both managerial tasks
and business management. As for the second objective, the methodology
proposed served to describe the corporate profile of the large Spanish
enterprises included in the Ibex35 (the Ibex35 or Iberia Index is the
reference index in the Spanish Stock Exchange and gathers periodically
the 35 most outstanding Spanish firms). An attempt is therefore made to
define the long-range planning that would be characteristic of the largest
Spanish firms.
Abstract: The aim of this study is to determine the effect of
strategic management implementations on the institutionalization
levels. In this regard a field study has been made over 31 stone quarry
enterprises in cement producing sector in Konya by using survey
method. In this study, institutionalization levels of the enterprises
have been evaluated regarding three dimensions: professionalization,
management approach, participation in decisions and delegation of
authority. According to the results of the survey, there is a highly
positive and statistically significant relationship between the strategic
management implementations and institutionalization levels of the
enterprises. Additionally,-considering the results of regression
analysis made for establishing the relationship between strategic
management and institutionalization levels- it has been determined
that strategic management implementations of the enterprises can be
used as a variable to explain the institutionalization levels of them,
and also strategic management implementations of the enterprises
increase the institutionalization levels of them.