Strategic knowledge benchmarking system (SKBS): a knowledge‐based strategic management information system for firms

2004 ◽  
Vol 8 (6) ◽  
pp. 31-49 ◽  
Author(s):  
José María Viedma Marti
2011 ◽  
pp. 1281-1289
Author(s):  
Juha Kettunen

The communication and implementation of a strategic plan is typically based on various measures in educational institutions. The balanced scorecard approach has in the 1990s attained an important role worldwide in private and public sector organisations. Large organisations have different organisational levels, where it is useful to apply the balanced scorecard. This emphasises the need for the automation of the measuring system. The information is typically collected from various data sources. These characteristics underline the need to plan a management information system (MIS) to support the management process. Strategic management is bridge building between the perceived present situation and the desired future situation (West-Burnham, 1994; Wheale, 1991). Strategic management involves taking stock of the educational policy, local economy, and other factors in the organisation’s environment. It adapts the organisation to its environment but, on the other hand, tries to exert a positive effect on the development of its local community (Bush & Coleman, 2000; Kettunen, 2003; Middlewood & Lumby, 1998).


Author(s):  
Juha Kettunen

The communication and implementation of a strategic plan is typically based on various measures in educational institutions. The balanced scorecard approach has in the 1990s attained an important role worldwide in private and public sector organisations. Large organisations have different organisational levels, where it is useful to apply the balanced scorecard. This emphasises the need for the automation of the measuring system. The information is typically collected from various data sources. These characteristics underline the need to plan a management information system (MIS) to support the management process. Strategic management is bridge building between the perceived present situation and the desired future situation (West-Burnham, 1994; Wheale, 1991). Strategic management involves taking stock of the educational policy, local economy, and other factors in the organisation’s environment. It adapts the organisation to its environment but, on the other hand, tries to exert a positive effect on the development of its local community (Bush & Coleman, 2000; Kettunen, 2003; Middlewood & Lumby, 1998).


Author(s):  
Juha Kettunen ◽  
Ismo Kantola

The purpose of this chapter is to describe the management information system (MIS) which integrates strategic management and quality assurance. Institutional quality audits have shown that quality assurance is quite often separate from the general management system of HEIs. By contrast, a well-functioning quality assurance system produces evaluative information about results and processes and then management uses this information to develop processes. Management at each institutional level determines the corrective action. While providing support for strategic management, themanagement information system can also contribute to continuous improvement, which is the core of quality assurance.


10.1596/27080 ◽  
2012 ◽  
Author(s):  
Emilio Porta ◽  
Jennifer Klein ◽  
Gustavo Arcia ◽  
Harriet Nannyonjo

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