Strategy as practice: interactive governance spaces and the corporate strategies of retail transnationals

2007 ◽  
Vol 7 (4) ◽  
pp. 515-535 ◽  
Author(s):  
M. Palmer ◽  
P. O'Kane
Keyword(s):  
Interactive Governance ◽  
Corporate Strategies ◽  
Strategy As Practice

Hybrid Telecoaching for Corporate Speech Training and Potential Applications to Clinical Practice

2019 ◽  
Vol 4 (2) ◽  
pp. 322-324
Author(s):  
Thomas F. Burke
Keyword(s):  
Clinical Practice ◽  
Engineering Teams ◽  
Corporate Strategies ◽  
Corporate Speech ◽  
Phone Calls ◽  
Future Clinical Practice ◽  
Fortune 100 ◽  
Potential Applications ◽  
Language Pathology ◽  
Development Engineering

Purpose The purpose of this article was to describe a model for “hybrid speech telecoaching” developed for a Fortune 100 organization and offer a “thought starter” on how clinicians might think of applying these corporate strategies within future clinical practice. Conclusion The author contends in this article that corporate telecommunications and best practices gleaned from software development engineering teams can lend credibility to e-mail, messaging apps, phone calls, or other emerging technology as viable means of hybrid telepractice delivery models and offer ideas about the future of more scalable speech-language pathology services.

Challenges and threats to the economic security in the ferrous metallurgy

2020 ◽  
Vol 8 (8) ◽  
pp. 1527-1544
Author(s):  
I.L. Ryabkov ◽  
N.N. Yashalova
Keyword(s):  
Ferrous Metallurgy ◽  
Financial Management ◽  
Ferrous Metal ◽  
Economic Security ◽  
Competitive Advantages ◽  
Corporate Strategies ◽  
Group Methods ◽  
Production Distribution ◽  
The Impact ◽  
Market Strategies

Subject. The article focuses on market strategies of the Russian enterprises operating in the ferrous metallurgy. Objectives. The study is to analyze corporate strategies the leading ferrous metal manufacturers use in the Russian Federation, such as NLMK Group, Severstal, Magnitogorsk Iron & Steel Works, EVRAZ Group. Methods. The study interprets public financial statements and methods of the logic, intuitive and comparative analysis. Results. We analyze market strategies of the Russian metal manufacturers, determine their development priorities and competitive advantages and weaknesses. We describe the impact of various threats and measures metallurgical companies undertake to eliminate them. Conclusions and Relevance. We sorted out possible threats and exposures of the Russian metallurgic companies' economic security and traced the dynamics of their significance for 2015 to 2019. Key threats relate to policies, economy, external and internal market, regulations and laws, production, distribution and financial management, consumption, IT, social welfare and environment.

scholarly journals It’s Practice. But is it Strategy? Reinvigorating strategy-as-practice by rethinking consequentiality

2021 ◽  
Vol 2 (3) ◽  
pp. 263178772110296
Author(s):  
Paula Jarzabkowski ◽  
Mustafa Kavas ◽  
Elisabeth Krull
Keyword(s):  
Active Role ◽  
Empirical Approach ◽  
It Strategy ◽  
Dominant Focus ◽  
Study Strategy ◽  
Strategy As Practice ◽  
Practice Agenda

In this essay we revisit the radical agenda proposed by strategy-as-practice scholars to study strategy as it emerges within people’s practices. We show that, while much progress has been made, there is still a dominant focus on articulated strategies, which has implications for what is seen as strategic. We anchor our argument in the notion of consequentiality – a guiding yet, ironically, constraining principle of the strategy-as-practice agenda. Our paper proposes a deeper understanding of the notion of strategy as ‘consequential’ in terms of both what is important to a wider range of actors and also following the consequences of these actors’ practices through the patterns of action that they construct. In doing so, we offer a conceptual and an empirical approach to reinvigorating the strategy-as-practice agenda by inviting scholars to take a more active role in field sites, in deciding and explaining what practices are strategic.

BSC-SI

2016 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

scholarly journals Corporate Strategy and Corporate Strategists: Power, Identity, and Knowledge within the Firm

1994 ◽  
Vol 26 (3) ◽  
pp. 435-451 ◽  
Author(s):  
E Schoenberger
Keyword(s):  
Corporate Strategy ◽  
Strategic Decisions ◽  
Social Agents ◽  
Corporate Strategies ◽  
The People ◽  
Ability To Act

In this paper it is argued that, to explain why whole groups of once-successful firms in a particular nation or region fail to react appropriately to new competitive conditions, we need to take a closer look at the people who devise and implement corporate strategies. That is to say, we need to analyze corporate strategists as social agents in a particular time and place, and try to understand what aspects of their social being might tend systematically to produce inappropriate corporate strategies. The argument centers on questions of power and identity and on how these shape knowledge and the ability to act. In this way an explanation of the origins and the power of the managerial commitments that shape strategic decisions is sought.

Neither Global Nor Standard: Corporate Strategies in the New Era of Labor Standards

10.1068/a3789 ◽  
2005 ◽  
Vol 37 (11) ◽  
pp. 1919-1938 ◽  
Author(s):  
Susan Christopherson ◽  
Nathan Lillie
Keyword(s):  
Country Of Origin ◽  
Transnational Corporation ◽  
Marketing Strategies ◽  
Labor Standards ◽  
New Era ◽  
Political Processes ◽  
Corporate Strategies ◽  
Labor Practices ◽  
National Market ◽  
Market Governance

Two multinational retail firms, IKEA and Wal-Mart, illuminate the implications of a new era of labor standards—focused on the transnational firm. Global labor standards are increasingly enforced through transnational corporation (TNC) adherence to voluntary codes rather than through national labor regulation. Nonetheless, privatized labor-standards regimes within TNCs continue to be influenced by the national market governance framework in the TNC country of origin. Although, in principle, labor standards are arrived at through global political processes, in practice they are applied in conjunction with TNC production and marketing strategies. The way in which corporate objectives intersect with labor practices is different from one TNC to another, depending in large part on political and regulatory influences in the country of origin of a particular TNC.

Sign in / Sign up

Export Citation Format

Share Document