A value-based strategic management process for e-government strategy planning and performance control

2007 ◽  
Author(s):  
Yu Chien-Chih
Keyword(s):  
Strategic Management ◽  
Management Process ◽  
Performance Control ◽  
A Value ◽  
Strategy Planning ◽  
And Performance ◽  
Strategic Management Process

Tackling Weaknesses in Students’ Financial Analysis Capabilities: A Value-Based Exercise for Strategic Management Courses

2020 ◽  
pp. 237929812090951
Author(s):  
William R. Carter
Keyword(s):  
Quantitative Analysis ◽  
Firm Performance ◽  
Strategic Management ◽  
Financial Analysis ◽  
Management Process ◽  
Strategy Execution ◽  
Current Strategy ◽  
A Value ◽  
Strategic Management Process

Appraising firm performance is an important aspect of the strategic management process. Unfortunately, many students in strategic management courses do not have adequate financial analysis skills to do this task. This deficiency affects their ability to learn and perform the full scope of the strategic management process. This article presents an exercise designed to address this challenge. The exercise emphasizes the central objective of strategic management, that is, the achievement of superior levels of creating and capturing value. The brief lesson and exercise enable students to use simple accounting metrics to appraise the quality of a firm’s current strategy, execution capabilities, and resulting competitive position. Primarily for undergraduate courses in which numerous students are challenged by quantitative analysis tasks, this exercise alleviates the need for instructors to invest an inordinate amount of time reteaching financial analysis.

scholarly journals Processo de Gestão Estratégica em Universidades Privadas: Um estudo de casos

2011 ◽  
Vol 3 (3) ◽  
pp. 311-325
Author(s):  
Daniela Martins Diniz ◽  
José Marcio de Castro
Keyword(s):  
Data Analysis ◽  
Strategic Management ◽  
The Other ◽  
Management Process ◽  
Environmental Pressures ◽  
The Third ◽  
And Performance ◽  
Strategic Management Process ◽  
The Relationship ◽  
Mature Process

The aim of this article is to describe and understand how Strategic Management is designed, implemented and monitored in private universities. The data analysis has revealed which factors have affected the Strategic Management process in these universities, its characteristics, the actors involved in this process and, finally, the relationship between planning and performance. The results have also shown that in two universities (cases A and B) their Strategic Management is already a mature process, which was designed in order to create a vision of the future and help both universities to deal with environmental pressures. By contrast, the third case (C) revealed that its Strategic Management has not reached yet the same level of maturity observed in the other two cases.

scholarly journals METHODICAL ASPECTS OF APPLYING STRATEGY MAP IN AN ORGANIZATION

2013 ◽  
Vol 11 (1) ◽  
pp. 153-167 ◽  
Author(s):  
Piotr Markiewicz
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Management Process ◽  
Methods And Techniques ◽  
Strategy Map ◽  
And Performance ◽  
Strategic Management Process

One of important aspects of strategic management is the instrumental aspect included in a rich set of methods and techniques used at particular stages of strategic management process. The object of interest in this study is the development of views and the implementation of strategy as an element of strategic management and instruments in the form of methods and techniques. The commonly used method in strategy implementation and measuring progress is Balanced Scorecard (BSC). The method was created as a result of implementing the project “Measuring performance in the Organization of the future” of 1990, completed by a team under the supervision of David Norton (Kaplan, Norton 2002). The developed method was used first of all to evaluate performance by decomposition of a strategy into four perspectives and identification of measures of achievement. In the middle of 1990s the method was improved by enriching it, first of all, with a strategy map, in which the process of transition of intangible assets into tangible financial effects is reflected (Kaplan, Norton 2001). Strategy map enables illustration of cause and effect relationship between processes in all four perspectives and performance indicators at the level of organization. The purpose of the study being prepared is to present methodical conditions of using strategy maps in the strategy implementation process in organizations of different nature.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

scholarly journals The Importance Of Different Leadership Roles In The Strategic Management Process

2004 ◽  
Vol 2 (1) ◽  
Author(s):  
Mojaki S. Mosia ◽  
Theo H. Veldsman
Keyword(s):  
Empirical Study ◽  
Strategic Management ◽  
Management Process ◽  
Leadership Roles ◽  
Management Processes ◽  
Leadership Framework ◽  
Integrated Leadership ◽  
Strategic Management Process

The drive towards flatter and more flexible, empowered, interdependent and responsive organisations in the current rapidly changing global situation necessitates the establishment of an integrated set of leadership roles. The purpose of this study was to propose the Integrated Leadership-Champion Framework (IL-C); and to determine empirically the importance of the IL-C for, as well as the importance of the sub-roles of the IL-C across the strategic management processes. The IL-C as a complete leadership framework could enable organisations to execute their strategic management processes more effectively and efficiently. The empirical study demonstrated the importance of IL-C overall and its leadership sub-roles for the strategic management processes. OpsommingDie soeke na platter, asook meer buigsame, bemagtigde, interafhanklike en responsiewe organisasies in die huidige vinnig veranderende, globale omgewing noodsaak die daarstelling van ’n geïntegreerde stel van leierskaprolle. Die doel van hierdie studie was om ’n Geïntegreerde Leierskap-kampioen Raamwerk (GL-R) voor te stel; en om empiries die belangrikheid van die GL-R vir, asook die belangrikheid van die subrolle van GL-R oor die strategiese bestuursprosesse te bepaal. Die GL-R as ’n volledige leierskapraamwerk kan organisasies in staat stel om hul strategiese bestuursprosesse meer doeltreffend en doelmatig te bestuur. Die empiriese studie toon die belangrikheid van GL-R oorhoofs, asook sy onderskeie leierskapsubrolle vir die strategiese bestuursprosesse.

scholarly journals Understanding The Relationship Between Competitive Intelligence and Strategic Management of Universities: A Critical Review

2020 ◽  
Vol 7 (2) ◽  
pp. 71-81
Author(s):  
Nur Rahmi ◽  
Parmin Ishak ◽  
Nurhayati Oli'i
Keyword(s):  
Strategic Management ◽  
Critical Review ◽  
Educational Institution ◽  
Colleges And Universities ◽  
Competitive Intelligence ◽  
Strategic Analysis ◽  
Management Process ◽  
Strategic Management Process ◽  
The Relationship

The purpose of this paper is to provide references for research on university strategic practice and intellectual intelligence. This research also aims at the current university strategic management situation, starting from the analysis of the relationship between competitive intelligence and university strategic management, discussing strategic analysis and strategic selection in the university's strategic management process. Strategic selection, implementation, and evaluation in four stages of interaction and relation to competitive intelligence. The method used in this study is a critical review of the implementation of strategic management at universities in Indonesia by taking several references from journals, magazines, news, and regulations of the Educational Institution. It was concluded that the strategic management and competitive intelligence on colleges and universities have the interaction and integration relationship, both jointly build conclusions competitive on profit universities, to provide a reference for the study and practice of strategic management of universities and jobs competitive intelligence university.

scholarly journals The Importance of Online Shopping Behavior in the Strategic Management of E-Commerce Competitiveness

2020 ◽  
Vol 12 (4) ◽  
pp. 143-160
Author(s):  
Veronika Svatosova
Keyword(s):  
Strategic Management ◽  
Online Shopping ◽  
Secondary Data ◽  
Shopping Behavior ◽  
Management Process ◽  
Main Research ◽  
Online Shopping Behavior ◽  
The Impact ◽  
Strategic Management Process

In this article a total of fifteen determinants of online shopping behavior have been identified that could have an impact on the strategic management process in e-commerce competitiveness. The main objective of the paper is to evaluate the impact of determinants of online shopping behavior on the strategic management process in e-commerce. The main research methods used in the research are as follows: analysis of secondary data, a questionnaire survey among a selected group of e-commerce companies, a critical analysis and a quality comparison of the actually applied determinants of online shopping behavior. The verification of hypotheses is realized using selected methods of statistical induction and descriptive statistics. In summary, the research has shown there is no relationship between evaluating the quality of determinants companies in e-commerce and evaluating the importance of determinants of online shopping behavior. Determinants have an important impact in the process of creating and realizing an e-commerce strategy, with all e-commerce companies regardless of their size being aware of their practical impact and importance. It can be concluded the importance and quality of determinants of online shopping behavior correspond to the type of strategy and strategic management process in terms of e-commerce competitiveness.

Sign in / Sign up

Export Citation Format

Share Document