Best Practice in University Strategic Management’s Conceptual Framework

Author(s):  
Jairo H. Cifuentes-Madrid ◽  
Pablo Arranz-Vals ◽  
Joaquim Deulofeu
Author(s):  
Yvette Blount

This chapter examines the literature relating to information and communications technology (ICT) and management skills and capabilities relating to anywhere working. The workforce is becoming more global, and workers can work from anywhere and still be connected with colleagues and collaborators. Although ICT is an enabler of anywhere working, sustainable anywhere working requires specific management skills and capabilities. Globalization of work requires organizations to manage workers ranging from full-time employees through to freelancers working in different locations including a central office, co-working center, from home and other flexible options. The chapter concludes by proposing a research agenda and conceptual framework to identify the management skills and capabilities required to successfully manage anywhere working (other terms include telework and telecommuting). The proposed conceptual framework will inform researchers and managers on best practice for adopting sustainable anywhere working to achieve strategic business objectives.


Author(s):  
Chitra Buckley

UK fashion micro-enterprises, often founded by creative individuals, need to be entrepreneurially oriented and develop a business model that sustains their growth during the critical early phase. Literature on this phase offers guidance in best practice and survival strategies for the operational challenges that emerge, however the business models that sustain enterprise development and provide the blueprint for growth strategies have not been examined. This chapter explores how micro-enterprises integrate entrepreneurial actions into their business models. By applying literature on best practice in fashion designer businesses and entrepreneurial orientation (EO) to the business model concept, a conceptual framework is developed and serves as a point of reference to analyse the current business models of five micro-enterprises. The study finds that business models in this segment of the fashion sector are asymmetrical and EO emerges in some components of the business model and not others.


2020 ◽  
pp. 1797-1818
Author(s):  
Chitra Buckley

UK fashion micro-enterprises, often founded by creative individuals, need to be entrepreneurially oriented and develop a business model that sustains their growth during the critical early phase. Literature on this phase offers guidance in best practice and survival strategies for the operational challenges that emerge, however the business models that sustain enterprise development and provide the blueprint for growth strategies have not been examined. This chapter explores how micro-enterprises integrate entrepreneurial actions into their business models. By applying literature on best practice in fashion designer businesses and entrepreneurial orientation (EO) to the business model concept, a conceptual framework is developed and serves as a point of reference to analyse the current business models of five micro-enterprises. The study finds that business models in this segment of the fashion sector are asymmetrical and EO emerges in some components of the business model and not others.


2016 ◽  
Vol 6 (4) ◽  
pp. 87-108 ◽  
Author(s):  
Azita Iliya Abdul Jabbar ◽  
Patrick Felicia

This paper aims to show best practices of GBL design for engagement. It intends to show how teachers can implement GBL in a collaborative, comprehensive and systematic way, in the classrooms, and probably outside the classrooms, based on empirical evidence and theoretical framework designed accordingly. This paper presents the components needed to design an innovative GBL platform, and it describes how to facilitate learning in a gaming environment, sustain continuous learning in the gameplay, and apply the successful methodologies. In this paper, the authors discuss the overall findings of pupils and teacher surveys and classroom observations in the context of primary education (pupils ages between eight and twelve). The findings helped with guidelines design instructions of GBL for engagement and learning. By using a game-based approach best practice, teachers can embed gaming and learning principles to create engaging learning experiences.


2015 ◽  
Vol 1 (1) ◽  
pp. 46-52 ◽  
Author(s):  
Albert Postma

Purpose The purpose of this paper is to discuss the scenario planning approach developed and used by the European Tourism Futures Institute (ETFI). Design/methodology/approach This paper contains the following sections: mission and aims of the research group; epistemological and methodological positioning, conceptual framework and research lines for an applied scenario planning approach. Findings This paper highlights the research methodology of the scenario planning group of the European Tourism Research Institute. It provides insight in the research foundations of the scenario planning approach in a tourism context and ETFI's conceptual framework for scenario planning. Originality/value The paper provides an insight to how Europe's first tourism futures research centre developed and uses a conceptual framework for scenario planning thus demonstrating best practice success.


2005 ◽  
Vol 20 (6) ◽  
pp. 355-363 ◽  
Author(s):  
Patrice A. Kohl ◽  
Ann P. O'Rourke ◽  
Dana L. Schmidman ◽  
Wendy A. Dopkin ◽  
Marvin L. Birnbaum

AbstractThe Sumatra-Andaman Earthquake and subsequent Asian Tsunami of 26 December 2004 affected multiple countries in the Indian Ocean and beyond, creating disasters of a scale unprecedented in recorded history. Using the Conceptual Framework and terminology described in the Disaster Health Management: Guidelines for Evaluation and Research in the Utstein Style, the hazard, events, and damage associated with the Earthquake and Tsunami are described. Many gaps in the available information regarding this event are present. Standardized indicators and reporting criteria are necessary for research on future disasters and the development of best practice standards internationally.


Author(s):  
Randi Sokol ◽  
Mark Albanese ◽  
Aaronson Chew ◽  
Jessica Early ◽  
Ellie Grossman ◽  
...  

Abstract Background Group-Based Opioid Treatment (GBOT) has recently emerged as a mechanism for treating patients with opioid use disorder (OUD) in the outpatient setting. However, the more practical “how to” components of successfully delivering GBOT has received little attention in the medical literature, potentially limiting its widespread implementation and utilization. Building on a previous case series, this paper delineates the key components to implementing GBOT by asking: (a) What are the core components to GBOT implementation, and how are they defined? (b) What are the malleable components to GBOT implementation, and what conceptual framework should providers use in determining how to apply these components for effective delivery in their unique clinical environment? Methods To create a blueprint delineating GBOT implementation, we integrated findings from a previously conducted and separately published systematic review of existing GBOT studies, conducted additional literature review, reviewed best practice recommendations and policies related to GBOT and organizational frameworks for implementing health systems change. We triangulated this data with a qualitative thematic analysis from 5 individual interviews and 2 focus groups representing leaders from 5 different GBOT programs across our institution to identify the key components to GBOT implementation, distinguish “core” and “malleable” components, and provide a conceptual framework for considering various options for implementing the malleable components. Results We identified 6 core components to GBOT implementation that optimize clinical outcomes, comply with mandatory policies and regulations, ensure patient and staff safety, and promote sustainability in delivery. These included consistent group expectations, team-based approach to care, safe and confidential space, billing compliance, regular monitoring, and regular patient participation. We identified 14 malleable components and developed a novel conceptual framework that providers can apply when deciding how to employ each malleable component that considers empirical, theoretical and practical dimensions. Conclusion While further research on the effectiveness of GBOT and its individual implementation components is needed, the blueprint outlined here provides an initial framework to help office-based opioid treatment sites implement a successful GBOT approach and hence potentially serve as future study sites to establish efficacy of the model. This blueprint can also be used to continuously monitor how components of GBOT influence treatment outcomes, providing an empirical framework for the ongoing process of refining implementation strategies.


2017 ◽  
pp. 176-191
Author(s):  
Yvette Blount

This chapter examines the literature relating to information and communications technology (ICT) and management skills and capabilities relating to anywhere working. The workforce is becoming more global, and workers can work from anywhere and still be connected with colleagues and collaborators. Although ICT is an enabler of anywhere working, sustainable anywhere working requires specific management skills and capabilities. Globalization of work requires organizations to manage workers ranging from full-time employees through to freelancers working in different locations including a central office, co-working center, from home and other flexible options. The chapter concludes by proposing a research agenda and conceptual framework to identify the management skills and capabilities required to successfully manage anywhere working (other terms include telework and telecommuting). The proposed conceptual framework will inform researchers and managers on best practice for adopting sustainable anywhere working to achieve strategic business objectives.


Author(s):  
Yvette Blount

This chapter examines the literature relating to information and communications technology (ICT) and opportunities and barriers relating to anywhere working. The workforce is becoming more global, and workers can work from anywhere and still be connected with colleagues and collaborators. Although ICT is an enabler of anywhere working, sustainable anywhere working requires specific management skills and capabilities. Globalization of work requires organizations to manage workers ranging from full-time employees through to freelancers working in different locations including a central office, co-working center, from home, and other flexible options. The chapter concludes by proposing a research agenda and conceptual framework to identify the management skills and capabilities required to successfully manage anywhere working (other terms include telework and telecommuting). The proposed conceptual framework will inform researchers and managers on best practice for adopting sustainable anywhere working to achieve strategic business objectives.


1997 ◽  
Vol 10 (3) ◽  
pp. 325-364 ◽  
Author(s):  
Rob Gray ◽  
Colin Dey ◽  
Dave Owen ◽  
Richard Evans ◽  
Simon Zadek

Addresses three related, though not entirely congruent, aims. Seeks, first, to initiate moves towards a “normative theory” ‐ a conceptual framework ‐ for the developing of social accounting by organizations. Second, aims inductively to draw out best practice from a range of social accounting experiments, illustrated, in particular, by reference to two short cases from Traidcraft plc and Traidcraft Exchange. Third, draws from the conclusions reached in the exploration of the first two aims and attempts to identify any clear “social accounting standards” or “generally acceptable social accounting principles” which can be used to guide the new and emerging social accounting practice. Presents a number of subtexts which attempt to link back to the accounting literature’s more trenchant critiques of social accounting; to address the tension between academic theorizing and engaging with practice; to synthesize different approaches to social accounting practice; and to respond to the urgency that the recent upsurge in interest in social accounting places on the newly formed Institute of Social and Ethical Accountability. An ambitious paper which means that coverage of issues must be thinner than might typically be expected ‐ exploratory, rather than providing answer, offers a collective view from experience and encourage engagement with the rapidly evolving social accounting agenda.


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