The Role of Strategic Management in Achieving Competitive Advantage in Al Baraka Bank

The study aimed to know the role of strategic management in achieving competitive advantage in Al Baraka Bank, as the study problem was represented in the main question, is there a role for strategic management in achieving competitive advantage in Al Baraka Bank, the study relied on the descriptive analytical approach and the study was applied to a sample consisting of (180) questionnaires. Analyzed by the Statistical Analysis Program (SPSS) through a set of statistical methods, the study found a set of strong correlations between strategic management and achieving competitive advantage, and there is a positive statistically significant relationship between the message in achieving competitive advantage in Al Baraka Bank, the study found a number of results, including The bank under study analyzes the internal and external environment in a scientific manner and on an ongoing basis, implements the strategy laid down in accordance with accurate interim plans and with the participation of all parties from the senior management and employees. It should include attention to achieving competitive advantage, when evaluating the strategy should be e There are clear criteria, including criteria for measuring competitive advantage, from proposals for future research.

Managing economic climate security: theoretical and applied aspects

The article proposes to consider climate security as an important factor in the sustainable development of the economy. The problems of climate risk management have been identified. Based on a literature review, a system of national climate regulation objectives have been proposed and logically justified. The main stages of their achievement have been presented. The need for a project-based approach to climate regulation has been justified. The idea of a national project at state level and three federal projects as part of it has been proposed. The author’s model for managing the country’s climate security has been presented. The standard plan for the implementation of this model at the regional level has been developed. The results can be used in national strategic management of country climate security and its constituent entities.

АНАЛІЗ КОНКУРЕНТОСПРОМОЖНОСТІ МАЛИХ ПІДПРИЄМСТВ НА ПРИКЛАДІ ТОВ «МЕДІГРАН»

The article is an attempt to provide argument towards the need to rethink changes in the management framework of a business entity associated primarily with modern manifestations of competition and the lack of an effective competitive environment, as well as weak competitive edge and poor innovation capacity. Based on the Medigran company, the study explores key stages of competitiveness development in small businesses along with suggesting the following successive development phases: basic financial planning, forecast-based planning, planning focused on the external environment, strategic management, company internal monitoring. The hypothesis of the study is to offer insights and evaluate competitiveness development stages as well as efforts to its enhancing subject to the external and internal environment specifics. The purpose of the study is to explore the nature and assess the Medigran competitiveness, and to identify its core advantages to gain the company competitiveness in modern business settings. An in-depth analysis of management practices has enabled to identify an effective tool to manage the Medigran’s competitiveness based on the use of a situational approach. It is argued that successful implementation of administrative technologies in the context of strategic management of the company competitiveness, sales boosting policies, developing technical support, and creating competitive advantages will ultimately provide a synergistic effect. The findings demonstrate that to gain sustainable competitive advantages, it is critical to identify their priority sources, create promising opportunities, add value and build new fundamental competencies, as well as employ benchmarking, overcome organizational inertia, timely detect and update outdated knowledge, skills and processes.

Digital Value Innovation and Strategic Management Practices of Adyar Ananda Bhavan

This case focuses on the strategic management practices of Adyar Ananda Bhavan (prevalently known as A2B), a quickly developing contemporary sweet chain of Chennai in South India that is currently proclaiming a target of 900 crores turnover from 2021 onwards with 8,000 employees. The case has a close theoretical association with the famous strategic management models, for instance Michael E. Porter's model, Ansoff Matrix, Blue Ocean Strategy, Balanced Scorecard, and Resource-Based View and explains how an organization can strategically grow its business through digital value-based innovation. Contending sources of data, for example print and electronic media, have been utilized to accumulate and report raw facts and figures. The authors analyzed based on insights gained from various academicians from different universities across India, some mid-level managers from industry, and some unofficial conversations with A2B staff in Bangalore. This case is planned to be utilized in the strategic management subject for both undergraduate and postgraduate courses.

How Does Terrorism Change the Business Landscape for Firms?

This chapter introduces a new framework for understanding firm creation and firm behavior in the face of terrorism and its ensuing risks such as institutional disruption. There is surprisingly scant theoretical or empirical research on how terrorism impacts firms and their ability to be agile in the face of risk. The extant strategic management literature is underdeveloped for making such assessments because it largely ignores the socio-cognitive impact of collective traumas on society. Building on the traditional assumptions of institutional theory from strategic management, the authors incorporate cosmopolitan memory theory from the field of international relations to offer a theoretically grounded set of testable predictions about terrorism's effects on both new and existing firms.