A Capstone for the Capstone: An Experiential Exercise in Strategic Management

2019 ◽  
Vol 43 (3) ◽  
pp. 233-261
Author(s):  
William R. Carter ◽  
Lisa T. Stickney
Keyword(s):  
Strategic Management ◽  
Functional Integration ◽  
Student Growth ◽  
Practical Application ◽  
Strategic Issues ◽  
General Management ◽  
Group Decision Process ◽  
Process Thinking ◽  
Common Process ◽  
A Company

The content of most MBA capstone strategic management courses emphasizes general management theory and analytical skill development. Additionally, the design of the capstone is often tasked with providing practical application, integrative thinking, and experiential learning. A common critique of the capstone, however, is its insufficient delivery of these important, noncontent objectives. This article describes a “capstone to the capstone” exercise which helps address this challenge. In this exercise, students work in functional and cross-functional groups to experience the realities of applying what they have learned to address strategic issues of a company. The exercise increases awareness of the value of functional integration, exposes students to realistic pressures and common process errors, and encourages student growth through reflective thinking. Empirical analysis suggests the exercise enhances practical understanding of course concepts, improves abilities to apply course concepts in realistic contexts, and opens new perspectives on cross-functional and group decision–process thinking.

scholarly journals Urban ecosystem services in strategic planning in Swedish municipalities

2021 ◽  
Author(s):  
Åsa Ode Sang ◽  
Frederik Aagaard Hagemann ◽  
Nils Ekelund ◽  
Jessica Svännel
Keyword(s):  
Ecosystem Services ◽  
Problem Solving ◽  
Strategic Management ◽  
Urban Ecosystem ◽  
Practical Application ◽  
Urban Ecosystem Services ◽  
Large Cities ◽  
Trade Offs ◽  
Growing Body ◽  
The Usa

AbstractResearch to date on urban ecosystem services has mainly been conducted in large cities, particularly in China, the USA and some European countries. This study examined the provision of urban ecosystem services in a Swedish municipality context, based on interviews with municipal stakeholders in strategic management and planning from six municipalities and a review of existing publications readily available to practitioners. The analysis focused on (1) the ecosystem services explicitly covered, (2) whether multifunctionality was covered and specific synergies and trade-offs identified and, (3) the spatial scale and context used for ecosystem services (valuation/mapping, planning, design or maintenance) in practical application. The results showed that regulatory services are very much the focus in municipal operations as well as in publications available to practitioners. This is reflected in the implementation of the concept through problem solving often related to regulatory services, using multifunctionality and win-win situations in ecosystem service supply. These findings contribute to the growing body of work exploring how the concept of ecosystem services is adapted and utilised in practice.

Integrating strategic issues into strategic management

Omega ◽  
1984 ◽  
Vol 12 (6) ◽  
pp. 529-538 ◽  
Author(s):  
William R King
Keyword(s):  
Strategic Management ◽  
Strategic Issues

Knowledge Management in Governance

2006 ◽  
pp. 278-291
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Strategic Management ◽  
Theory Of The Firm ◽  
Collective Knowledge ◽  
Knowledge Based ◽  
Innovative Methods ◽  
Corporate Goals ◽  
Knowledge Intensive ◽  
A Company

The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi & Leidner, 2001).

The State of the Art in Management Studies Applicable to Aerospace Activities

1967 ◽  
Vol 71 (677) ◽  
pp. 338-342
Author(s):  
G. P. Dollimore
Keyword(s):  
State Of The Art ◽  
Integrated Management ◽  
The State ◽  
The Other ◽  
Medium Size ◽  
General Management ◽  
Management Techniques ◽  
A Company

Perhaps I should start as earlier speakers have done with a disclaimer to the effect that I am not putting my thoughts forward as those of an expert in all fields of management. I am perhaps fortunate in having been concerned with projects which lend themselves to experiments in the use of integrated management techniques, and also in the operation of a company which, because of its medium size—a thousand or so strong—and its type of business, is just large enough on one hand to justify a reasonably sophisticated approach to general management and, on the other, small enough for one to see the effects of changes in approach. It is on this basis that I shall make my comments.

The Risk in Management Activity of a Company for Machine Building

2014 ◽  
Vol 656 ◽  
pp. 561-568
Author(s):  
Costel Ceocea ◽  
Luminita Bibire ◽  
Adrian Stelian Ghenadi
Keyword(s):  
Decision Maker ◽  
Manufacturing Sector ◽  
Machine Building ◽  
Decision Makers ◽  
Decision Problems ◽  
Partial Knowledge ◽  
Practical Application ◽  
Management Activity ◽  
A Company ◽  
Comprehensive Study

One of the major functions of management, it is the foresight and management of action, in terms of knowledge of risks. In practical decision problems, the decision maker-the manager, is forced to make decisions in conditions of approximate partial knowledge of data necessary to determine the exact consequences of the decision. After the decision is taken, some uncertainty (uncertainty) remains, regarding achieve expected results.The practical application, carried out in S.C. "Mecanica Ceahlău" S.A, aims to demonstrate the complexity of risks categories faced by an organization operating in the manufacturing sector. The paper also illustrates how you can apply different methods to identify and analyze the risks, providing decision makers a comprehensive study and useful for maximizing the value of the organization.

The Psychology of Competitive Advantage: An Adjacent Possibility

2012 ◽  
Vol 5 (1) ◽  
pp. 62-81 ◽  
Author(s):  
Robert E. Ployhart
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Small Group ◽  
Personnel Selection ◽  
Group Behavior ◽  
Organizational Strategy ◽  
Strategic Issues ◽  
Sustained Competitive Advantage ◽  
Potential Benefits

This article argues that the field of industrial–organizational (I–O) psychology should expand its focus from studying individual and small-group behavior to also studying how psychology contributes to organizational strategy and sustained competitive advantage. The field of strategy has recently sought to understand the microfoundations of competitive advantage, and I–O psychology brings much expertise to inform the study of such microfoundations. However, most I–O research pays little attention to strategic issues. In this article, I provide an introduction to strategic management, focusing primarily on the resource-based determinants of competitive advantage. I then discuss the potential benefits of I–O science and practice tackling important strategic issues yet also note the challenges and likely evolutions that will be necessary in our theory and research. The field of personnel selection is used as an illustration, but other areas of I–O are also considered.

The managerial challenge of business interaction: behind the market façade

IMP Journal ◽  
2016 ◽  
Vol 10 (1) ◽  
pp. 154-171 ◽  
Author(s):  
Håkan Håkansson ◽  
David Ford
Keyword(s):  
Large Scale ◽  
Research Programme ◽  
Business Relationships ◽  
Dynamic Effects ◽  
Content Type ◽  
General Management ◽  
Different Types ◽  
Challenges And Opportunities ◽  
A Company ◽  
Practical Implications

Purpose – The purpose of this paper is to address three aspects of the managerial challenge that arises from the process of business interaction: the diversity of interaction; the dynamic effects of interaction; and the integration of interaction into company operations and strategy. The paper develops a typology which characterizes different types of interaction in order to identify the managerial issues they represent. Design/methodology/approach – The paper is based on the empirical research programme of the IMP Group (impgroup.org) and on a recent large scale research project within that programme. Findings – The paper seeks to identify the dynamic effects of each type of interaction on the resources and activities involved in it and address the implications that these effects have for management. Finally, the paper discusses how the challenges and opportunities presented by business interaction can be integrated into the general management of a company. Research limitations/implications – The paper is mainly based on detailed empirical observations focusing some special features. Focusing other aspects would give another result. Practical implications – Important for all companies having important business relationships. Originality/value – Gives a new view of managerial challenges related to the variety in business relationships.

scholarly journals WAWASAN MANAJEMEN STRATEGIK DALAM PRAKTEK BISNIS BANK SYARl'AH

ALQALAM ◽  
2012 ◽  
Vol 29 (2) ◽  
pp. 317
Author(s):  
MUHAMMAD MUHAMMAD
Keyword(s):  
Strategic Management ◽  
Key Words ◽  
External Environment ◽  
The Future ◽  
A Company

The change of environment frequently demands the carefulness in work of the management in order to be able to recognize the signs of change occurring and its orientation as well as its impacts to the future of the dynamics and the development of bussiness organization. Moreover, the change of environment, especially the external environment, is frequently complex and drastic so that it, directly or indirectly, influences on the stabilily of the business of a company. Indeed, the existing change of environment often play a threat function than an opportunily function. Two main purposes of this article are to formulate the insider's perspective in understanding of the shari'a business actor toward strategic management and to know the map of strategic management in implementing the business of shari'a banking. Key Words: Strategic Management, Shari'a Banking Bussiness.

scholarly journals Implementasi Maqasid Al-Shari’ah Dalam Manajemen Strategis Syariah

2020 ◽  
Vol 5 (1) ◽  
Author(s):  
Mohamad Toha ◽  
Khoirur Rozikin
Keyword(s):  
Developing Countries ◽  
Strategic Management ◽  
Islamic Law ◽  
The State ◽  
The West ◽  
Modern Management ◽  
Management Models ◽  
Management Concepts ◽  
A Company ◽  
Modern Era

The problem faced by developing countries is the welfare of its citizens. Welfare is an important part of a country. Even the purpose of establishing a country is nothing but the welfare of its people. Various ways, rules, methods, tools, approaches and policies have been tried and carried out by the state in order to achieve these welfare goals. Not only are people in a country that wants to prosper, many companies in developing countries want welfare in the companies they manage. But these companies tend to use conventional strategic management concepts in this modern era. In fact, these companies still experience various problems, both internal and external problems. They incur huge costs to implement various modern management models, but some are lacking and do not bring satisfaction. The implementation of maqa>s}id al-shari>’ah as the making of Islamic law in strategic management is very rarely used, both in terms of economy and government, people are more likely to use conventional strategic management concepts proposed by scientists from the west. This is what causes fraud or dishonesty in managing a company. Therefore this paper is intended to examine the implementation as a form of Islamic law in sharia strategic management. This paper explains that the concept of conventional strategic management is considered a failure in regulating one's behavior towards a better organization. The implementation of maqa>s}id al-shari>’ah as making Islamic law in sharia strategic management is considered by the author as a better alternative than conventional strategic management concepts. Keywords: maqa>s}id al-shari>’ah, islamic law, sharia strategic management

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