scholarly journals Strategy and Strategic Management Concepts: Are They Recognised by Management Students?

2014 ◽  
Vol 17 (1) ◽  
pp. 43-61 ◽  
Author(s):  
Emerson Wagner Mainardes ◽  
João Ferreira ◽  
Mário L. Raposo
Keyword(s):  
Strategic Management ◽  
Management Concepts ◽  
Management Students

scholarly journals Strategy and strategic management concepts: are they recognised by management students?

2014 ◽  
Vol 17 (1) ◽  
pp. 43-61 ◽  
Author(s):  
João J. Ferreira ◽  
Mário L. Raposo ◽  
Emerson Wagner Mainardes
Keyword(s):  
Strategic Management ◽  
Management Concepts ◽  
Management Students

scholarly journals Gestão Estratégica de Recursos Humanos: já se Pode Falar dela na Administração Pública em Moçambique?

Revista Foco ◽  
2019 ◽  
Vol 12 (3) ◽  
pp. 138
Author(s):  
Albino Alves Simione
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Public Management ◽  
New Public Management ◽  
Human Resources Management ◽  
Private Companies ◽  
The Public ◽  
New Public ◽  
Management Concepts ◽  
Recursos Humanos

A gestão estratégica de recursos humanos no setor público constitui-se como desafio contemporâneo para a sustentabilidade dos programas de governo. Estratégias relacionadas à reforma da gestão de pessoal são recomendadas por vários praticantes, pesquisadores e organizações internacionais especializadas, com o propósito de que os governos as adotem para melhor gerir seus funcionários como meio de garantir resultados positivos. As recomendações propõem o uso de abordagens estratégicas na gestão de recursos humanos fundamentadas na modernização das respetivas políticas, inspiradas nas concepções da New Public Management que advogam uma administração mais eficiente baseada nas práticas aplicadas pelas empresas privadas. Porém, pairam questões sobre a aplicabilidade dessas recomendações, bem como sobre de que modo a gestão estratégica de pessoas, mecanismo pensado fundamentalmente para as empresas privadas, irá se efetivar na área pública. O ensaio foi baseado em uma revisão bibliográfica e documental e enfatiza o contexto do serviço público em Moçambique. The strategic management of human resources in the public sector constitutes a contemporary challenge for the sustainability of government programs. Strategies related to personnel management reform are recommended by a number of practitioners, researchers, and specialized international organizations, with the aim of governments adopt them to better manage their employees as a means of ensuring positive results. The recommendations propose the use of strategic approaches in human resources management based on the modernization of their policies, inspired by the New Public Management concepts that advocate a more efficient administration based on the practices applied by private companies. However, questions remain about the applicability of these recommendations, as well as how the strategic management of people, a mechanism designed primarily for private companies, will be implemented in the public area. The essay was based on a literature and documentary review and emphasizes the public service context in Mozambique.

scholarly journals Seeking competitive advantage with service infusion: a systematic literature review

2015 ◽  
Vol 26 (3) ◽  
pp. 394-425 ◽  
Author(s):  
Ville Eloranta ◽  
Taija Turunen
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Systematic Literature Review ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Content Type ◽  
Management Concepts ◽  
Service Infusion ◽  
Management Theories

Purpose – The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories – competitive forces, the resource-based view, dynamic capabilities, and relational view – are applied in the analysis. Design/methodology/approach – A systematic literature review analyzes the links between the service infusion and strategy literature. Findings – The review reveals that although discussion of service infusion applies strategic management concepts, the stream lacks rigor with respect to construct definition and justification. Additionally, contextual variables are often missing. The result is an over-emphasis of contextually bound measures, such as technology, and focal actors. Research limitations/implications – The growing trends toward social networks, co-specialization, actor dependency and shared resources encourage service infusion scholars to focus on network-related and relational capabilities, co-opetition, open business models, and relational rent extraction. Furthermore, service infusion research would benefit from considering strategy-based theoretical discussions, constructs, and constraints that would improve the scientific rigor, impact and contribution. Originality/value – This paper represents a systematic attempt to link the service infusion literature with strategic management theories and thoroughly analyzes the knowledge gaps and possible misconceptions.

YC Company: decreasing profit margin in overseas market

2013 ◽  
Vol 3 (1) ◽  
pp. 1-11
Author(s):  
Zhuo Jun ◽  
Huang Yingrui ◽  
Li Lele ◽  
Mark J. Greeven
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Mainland China ◽  
Subject Area ◽  
Profit Margin ◽  
Content Type ◽  
Postgraduate Students ◽  
Sales Revenue ◽  
Management Students ◽  
Rate Of Profit

Subject area Strategic management. Study level/applicability This case is suitable for graduate students, postgraduate students and MBAs. Case overview YC Company is a foreign trade SME operating in the lighting fixtures export business in Ningbo City, a major outdoor lighting products manufacturing base in mainland China. Established by Li Lele in 2008, the sales revenue and gross profit of YC Company have been increasing every year, reaching $ 4.06 million and ¥ 1.00 million, respectively, by the end of 2011. However, the growth rate of profit lagged far behind the growth of sales revenue. If this situation were not controlled, YC Company would hardly survive in this increasingly competitive market. Li Lele, the CEO of the company, was trying to find a way to enlarge the profit margin. Expected learning outcomes This case lets students learn more about strategic management. Students are expected to learn: how to precisely identify and map a problem; and how to select a better solution by analyzing the context and using some strategic analysis tools, such as Porter's Five Power, Smile Curve, SWOT. In the learning process, students are expected to acquire a better knowledge of some strategic management theory/method, international business, the condition of small and medium trading companies in China. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Strategic Agility: using Agile teams to explore opportunities for market-creating innovation

2017 ◽  
Vol 45 (3) ◽  
pp. 3-9
Author(s):  
Stephen Denning
Keyword(s):  
Strategic Management ◽  
Customer Value ◽  
Design Methodology ◽  
Marketing Concept ◽  
Management Tools ◽  
Content Type ◽  
Management Concepts ◽  
Strategic Agility ◽  
Agile Teams ◽  
Practical Implications

Purpose Describes how Agile teams can use strategic management tools and processes to discover market-creating innovations. Design/methodology/approach The related article “The next frontier for Agile: strategic management” in the previous issue of Strategy & Leadership explored the theory and possibilities of enterprise-wide Strategic Agility, a combination of Agile mindset and processes with strategic management theory to produce continuous market-creating innovation. This second installment offers insights from noted practitioners about implementing it. Findings The strategic concepts of Kim & Mauborgne’s Blue Ocean Strategy, Clayton Christensen’s Job to Be Done theory and Curt Carlson’s SRI Playbook – Need, Approach, Benefits per costs and Competition (NABC) can be adopted by Agile teams seeking innovations that create new customer value. Practical implications Identifying a well-defined Job to Be Done produces the start of an innovation blueprint which is unlike the traditional marketing concept of “needs” because of the much higher degree of specificity required to identify precisely what problem your potential solution would address. Originality/value Using strategic management concepts, Agile teams can redefine how needs are being met and in the process, discover value for customers from offering something or doing something that the company or the industry currently doesn’t provide.

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

scholarly journals Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach

2021 ◽  
Vol 17 (2) ◽  
pp. 7-28
Author(s):  
Tomasz Kafel ◽  
◽  
Bernard Ziębicki ◽  
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Technology Development ◽  
Two Dimensions ◽  
Theory And Practice ◽  
Research Results ◽  
Main Research ◽  
Management Concepts ◽  
Management Concept ◽  
Selection Of

Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area.

scholarly journals A NEW MODEL OF TECHNOLOGY-DRIVEN E-FLIPPED CLASSROOM FOR STRATEGIC MANAGEMENT STUDENTS’ ENGAGEMENT DURING AND POST COVID-19 PANDEMIC

2021 ◽  
Vol 9 (12) ◽  
pp. 81-94
Author(s):  
Yusmani Mohd Yusoff ◽  
Hafinas Halid ◽  
Nurhazlini Rahmat
Keyword(s):  
Online Learning ◽  
Learning Styles ◽  
Strategic Management ◽  
Flipped Classroom ◽  
Teaching And Learning ◽  
Network Teaching ◽  
New Model ◽  
Learning Platform ◽  
Management Students ◽  
Universiti Utara Malaysia

Since the end of 2019, the occurrence of unexplained viral pneumonia has been reported in Wuhan. Higher education institutions (HEIs) in Malaysia have decided to shift learning practices towards online learning systems to ensure the teaching and learning activities continue as usual. Universiti Utara Malaysia (UUM) established online classes, through live broadcast using Webex and to build a three-foot "cloud" podium for other network teaching styles. Therefore, this paper proposed a new model of a technology-driven e-flipped classroom for students’ engagement during and post COVID-19 pandemic.  Data was from 230 student of Strategic Management class, Universiti Utara Malaysia in the semester 1 2020/2021. Based on the analysis, this study found that Edmodo as an online learning platform and flipped classroom approach enhance student’s engagement through online activities carried out on their self-paced learning styles.

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