scholarly journals Gestión estrategica de proyectos: una metodología para una ventaja competitiva sostenible

2018 ◽  
Author(s):  
Edwin Francisco Ferrer Romero
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Theoretical Framework ◽  
Organizational Strategy ◽  
Project Management Institute ◽  
Strategic Goals ◽  
Basic Concepts ◽  
Definition Of

This article aims at discussing the link between project management discipline and strategic planning by applying the methodology of strategic management. Currently, some organizations need to turn project management into a competitive advantage, which are generally reached when aligning them with organizational strategy. Consequently, it is important to make sure that strategic planning stages are clearly aligned with the methodology of project management. Therefore, the analysis, formulation, implementation and definition of the strategic goals have to meet practicability. Some basic concepts of strategic management and the analysis of the project management focus are discussed, referring to PMBoK of the Project Management Institute (PMI) theoretical framework which guarantees a competitive advantage for these organizations. This methodology is known as Integral Management of Strategic Projects

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.

scholarly journals The Analytical Approach to the Competitive Strategy and the Process of its Formation

Ekonomika ◽  
1999 ◽  
Vol 48 ◽  
Author(s):  
Ramunas Časas
Keyword(s):  
Theoretical Analysis ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Environmental Conditions ◽  
Competitive Strategy ◽  
Analytical Approach ◽  
Sources Of Information ◽  
Strategy Research ◽  
Company Strategy ◽  
Basic Concepts

This paper aims at taking an analytical look at the concept of competitive strategy taking into account already existing vast theoretical heritage in the strategy research. In particular, this article tries to determine and articulate basic concepts and definitions necessary for the theoretical analysis of competitive strategy and to offer an evaluation of the theories and approaches to the background of formation of competitive strategy. The main sources of information were theoretical works on strategy; strategic management, marketing, articles by researchers and practitioners working in areas related to the aforementioned ones. Reviewing and analysing the contributions of the authors in this field, in the paper the competitive strategy is called “company strategy; seeking competitive advantage”. Although the ability of the company to reach the competitive advantage may be classified as the companyspecific capability; the analysis of various theories has shown that the company can seek the competitive advantage in three distinct ways: by availing itself of unique environmental conditions, by having unique resources or by establishing the relationships and co-operating with other companies. All these concepts are closely linked together and complement each other.

scholarly journals Problems of Strategic Management of Socio-Economic Development at the Regional and Municipal Levels

2019 ◽  
Vol 2018 (4) ◽  
pp. 101-106
Author(s):  
Алексей Нестеров ◽  
Alexey Nesterov
Keyword(s):  
Economic Development ◽  
Project Management ◽  
Strategic Planning ◽  
Strategic Management ◽  
Public Administration ◽  
Planning Process ◽  
Municipal Government ◽  
Regulatory Framework ◽  
Municipal Management ◽  
Socio Economic Development

The paper features the problems of strategic management of social and economic development at the regional and municipal levels. Currently, the legal and the regulatory framework that ensures the management of socio-economic development at the regional and municipal levels is quite dynamic and corresponds with the current conditions and challenges. The legal and regulatory framework in the field of strategic management is formed not only as an institutional basis for socio-economic development: it also represents a thoroughly developed system of methods and tools for developing strategic documents and ensuring their implementation. However, normative legal documents reflect, as a rule, a traditional view of the implementation of the strategic planning process, formed within the scientific schools of design and planning, with the inclusion of individual elements of advanced technologies of strategic management. Federal authorities have consistently formed the basis for the actual strengthening of the role of the methodology of strategic management in regional and municipal management. The consistent implementation of the program-target approach, the methodology of strategic planning, the principles of project management in the practice of state and municipal management forms the basis for applying the principles of agile public administration as the basis for strategic management in real-time. Independence, initiative, innovation, openness, agile, competence, and high motivation will increasingly determine success in the practice of state and municipal government. Hence, successful work on overcoming the resistance of the administrative bureaucratic management system will be a pledge of effective implementation and application of mechanisms and technologies of project management and agile public administration.

scholarly journals Innovation and Competitiveness

2014 ◽  
pp. 18-42 ◽  
Author(s):  
Melisa Erdilek Karabay
Keyword(s):  
Competitive Advantage ◽  
Financial Sector ◽  
Theoretical Framework ◽  
Competitive Strategies ◽  
Business World ◽  
New Approaches ◽  
Strategic Value ◽  
Innovation Strategies ◽  
Definition Of

While the fostering effect of globalization continues, the traditional perspectives of corporations regarding competition lose their significance as the conventional strategies have started to give way to new approaches in the business world. Many firms have realized the fact that it is fundamentally necessary to revise their competitive strategies to maintain their sustainability. Therefore, “innovation,” one of the emerging strategies of competition, has globally become more and more dominant. However, the debate on the strategic value of innovation is still ambiguous not only in the theoretical framework but also in practice. The main purpose of this chapter is to make clear the theoretically informed definition of “innovation” and express its potential for providing competitive advantage in the financial sector. The chapter discusses some of the main scholarly sources of the issues related to the innovation strategies supported by the cases in the Turkish Banking and Insurance Industries.

Achieving a Sustainable Competitive Advantage: A Resource-Based View of Sport Sponsorship

1997 ◽  
Vol 11 (1) ◽  
pp. 80-96 ◽  
Author(s):  
John Amis ◽  
Narayan Pant ◽  
Trevor Slack
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Theoretical Framework ◽  
Sustainable Competitive Advantage ◽  
Sport Sponsorship ◽  
Resource Based View ◽  
Great Utility ◽  
Management Literature ◽  
International Companies

This study demonstrates that a recent development in the strategic management literature, the resource-based view of the firm, has great utility for furthering our understanding of sport sponsorship. The paper provides a theoretical framework to explain the application of the approach to sponsorship. Illustration and greater insight are then provided through the presentation of two case studies. These are used to identify the salient characteristics of agreements made by two international companies, each of which has been extensively involved in sport sponsorship but with varying degrees of success. The resource-based approach is used to demonstrate that the disparate returns of the companies' sponsorship investments could have been anticipated. As such, as well as providing a conceptual extension to the sponsorship literature, the paper also offers a route for more empirical analyses of potential sponsorship opportunities.

Catch me if you can!

2016 ◽  
Vol 32 (4) ◽  
pp. 24-26
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Business Environment ◽  
Content Type ◽  
Pertinent Information ◽  
Definition Of ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Everyone involved in strategic management – in theory or in practice – knows about competitive advantage. Every company should have one, or at least be identifying and developing one. Unfortunately, like a lot of things that “everybody knows”, competitive advantage means different things to different people. Getting to a single, unambiguous definition of competitive advantage is harder than you might expect – and “I’ll know it when I see it” doesn’t really help anyone to run a successful company in the contemporary business environment. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals CDESACL Conception and Development of Educational Scenarios for an Adaptive Online Training Device Based on Collaborative/Cooperative Learning: Work Methodology

2021 ◽  
Vol 07 (01) ◽  
Author(s):  
Zargane Kawtar ◽  
Keyword(s):  
Cooperative Learning ◽  
Online Training ◽  
Theoretical Framework ◽  
The Other ◽  
Training Device ◽  
Other Hand ◽  
E Learning ◽  
Basic Concepts ◽  
The One ◽  
Definition Of

The objective of this work is twofold, on the one hand, it concerns the definition of the basic concepts of our theoretical framework which touches the adaptive e-learning, the pedagogical scenario, and collaborative/cooperative learning. On the other hand, it concerns the proposal of a work methodology to lead to the design and realization of educational scenarios based on collaboration for adaptive online training.

scholarly journals Innovation and Competitiveness

2014 ◽  
pp. 340-364
Author(s):  
Melisa Erdilek Karabay
Keyword(s):  
Competitive Advantage ◽  
Financial Sector ◽  
Theoretical Framework ◽  
Competitive Strategies ◽  
Business World ◽  
New Approaches ◽  
Strategic Value ◽  
Innovation Strategies ◽  
Definition Of

While the fostering effect of globalization continues, the traditional perspectives of corporations regarding competition lose their significance as the conventional strategies have started to give way to new approaches in the business world. Many firms have realized the fact that it is fundamentally necessary to revise their competitive strategies to maintain their sustainability. Therefore, “innovation,” one of the emerging strategies of competition, has globally become more and more dominant. However, the debate on the strategic value of innovation is still ambiguous not only in the theoretical framework but also in practice. The main purpose of this chapter is to make clear the theoretically informed definition of “innovation” and express its potential for providing competitive advantage in the financial sector. The chapter discusses some of the main scholarly sources of the issues related to the innovation strategies supported by the cases in the Turkish Banking and Insurance Industries.

Digital economy: A terminology retrospective, the present and the future

2020 ◽  
Vol 19 (4) ◽  
pp. 707-721 ◽  
Author(s):  
V.V. Velikorossov ◽  
S.A. Filin ◽  
O.N. Kalinina
Keyword(s):  
Strategic Management ◽  
Digital Technologies ◽  
Digital Economy ◽  
Management Decision ◽  
Additional Information ◽  
Management Decision Making ◽  
Basic Concepts ◽  
Definition Of ◽  
Reduction Of Uncertainty ◽  
Made In

Subject. The article considers the concept and the essence of digital economy as an instrument to reduce uncertainty in strategic management decision-making. Objectives. The study aims to specify the digital economy concept and underpin the digitalization as a tool for better management of economy; to develop recommendations for improving the management of information through digitization. Methods. We employ methods designed for organization of management and reduction of uncertainty about the object of management through digitization of additional information. Results. We analyzed basic concepts related to the economy, digital economy and information within the statistical theory of information. The paper gives a definition of the digital economy and recommendations for information management by means of digitization, as it is a driver of uncertainty reduction when choosing a better management solution. Conclusions. The increased likelihood of implementation of strategic management solutions is possible through the use of information under a specific program in order to reduce the uncertainty of choice and achieve the goals of strategic management. This enables to switch to innovative development, the most important feature of which is negentropy. Despite the progress made in the sphere of digitalization, Russia is still lagging behind the leading countries in terms of economic and innovative results of applying digital technologies and readiness for digital economy.

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