Diversification as a Strategic Choice for Yangguang Takeaway Restaurant

All innovative products implemented by enterprises can be classified into two categories: radical innovation or improvements. If the first category is almost exclusively the result of breakthrough scientific research, then the second is a consequence of management actions to further improve previous innovative products. Improvements, in contrast to radical innovations, are a relatively less studied direction. In most cases, the moment the radical innovations enter the market is difficult to predict. However, the introduction of improvements to the market is determined by management. At the same time, management, making a decision on introducing an innovative product to the market, focuses on internal and external factors. Internal factors are organizational readiness to introduce an innovative product, and external factors are market necessity. The latter implies, if possible, a reaction to the actions of competitors, who also introduce innovations. The problematic question remains relevant: how do various external and internal factors determine the choice of the moment the innovation is brought to the market. What has a decisive influence on such a strategic choice? The purpose of this study was to investigate how competing and complementary technological events in the environment affect an enterprise’s launch of innovative products on the market. The study was carried out based on the analysis of scientific publications on the economics of innovation and publications on competitive rivalry. The main conclusion: strategies for improvements, as a rule, become less focused on the internal determinants of bringing innovations to the market as market concentration increases, and at the same time, they are increasingly reacting both to competitors’ innovations and innovations in additional technologies. Thus competitive pressure in the industry is an important determinant of the strategic choice to bring innovation to the market.

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Strategic Choice Models in a Globalized Marketplace: Perspectives through the Resource Based View and Transaction Cost Economics Conceptual Lenses

SSRN Electronic Journal ◽

10.2139/ssrn.1691581 ◽

2010 ◽

Author(s):

Mzamo P. Mangaliso ◽

Jann-Marie Culhane

Keyword(s):

Transaction Cost ◽

Transaction Cost Economics ◽

Strategic Choice ◽

Choice Models ◽

Resource Based View

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A Model for Strategic Choice of Location

SSRN Electronic Journal ◽

10.2139/ssrn.3057273 ◽

2017 ◽

Author(s):

Matthias Will ◽

Laura Mahl

Keyword(s):

Strategic Choice

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Strategic Choice and the Configuration of Management Control Systems

SSRN Electronic Journal ◽

10.2139/ssrn.921359 ◽

2006 ◽

Author(s):

Henri C. Dekker ◽

Tom Groot ◽

Martijn Schoute

Keyword(s):

Control Systems ◽

Strategic Choice ◽

Management Control ◽

Management Control Systems

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Scripts of Terror

10.1093/oso/9780197521892.001.0001 ◽

2020 ◽

Author(s):

Benedict Wilkinson

Keyword(s):

Saudi Arabia ◽

Strategic Choice ◽

Strategic Vision ◽

Terrorist Groups ◽

Frequent Failure

This book explores terrorism as a strategic choice-- one made carefully and deliberately by rational actors. Through an analysis of the terrorist groups of Egypt, Saudi Arabia and Yemen, this book charts a series of different strategic ‘scripts’ at play in terrorist behavior, from survival, to efforts in mobilizing a supporter base, through to the grinding attrition of a long terrorist campaign. The theme that runs through all the organizations is the unbridgeable gap between their strategic vision, and what actually unfolds. Regardless of which script terrorists follow, they often fall short of achieving their political ambitions. And yet, despite its frequent failure, the terrorist strategy is returned to time and again-- people continue to join such groups, and to commit mindless acts of violence. Scripts of Terror explores the reasons behind this. It asks why, if terrorism is so rarely successful and so hard to pull off, its approach remains an appealing one. And it examines how terrorists formulate their strategies, and how they envisage achieving their ambitions through violence. Most importantly, it explores why they so often fail.

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Challenges and Opportunities in Early Stage Planning of Transport Infrastructure Projects: Environmental Aspects in the Strategic Choice of Measures Approach

Sustainability ◽

10.3390/su13031295 ◽

2021 ◽

Vol 13 (3) ◽

pp. 1295

Author(s):

Sofia Eckersten ◽

Berit Balfors ◽

Ulrika Gunnarsson-Östling

Keyword(s):

Urban Areas ◽

Road Traffic ◽

Early Stage ◽

Strategic Choice ◽

Transport Infrastructure ◽

Local Context ◽

Research Approach ◽

Infrastructure Projects ◽

Environmental Aspects ◽

Transport Planning

The Strategic Choice of Measures (SCM) approach aims to integrate different perspectives and identify measures to adapt new infrastructure projects to their local context at an early stage of Swedish transport planning. SCM is a loosely structured framework for collaboration between actors from, e.g., municipalities and the Swedish Transport Administration, in order to facilitate the coordination of transport planning and land use planning. This paper aims to explore the consideration of environmental aspects in early-stage transport planning by analyzing the SCM approach. An explorative research approach is applied based on literature studies, semi-structured interviews, and a focus group interview. The result shows that in the SCM process, environmental aspects such as noise and air pollution generated by road traffic in urban areas, engage the actors, whereas aspects related to landscape and water were perceived as poorly addressed and received less attention. The consideration of environmental aspects in the SCM process is affected by the local and national authorities’ different interests and the competences involved. To consolidate environmental aspects in early transport planning, these aspects need to be explicitly addressed in the SCM guidelines and the link between the SCM and preceding and following planning stages needs to be strengthened.

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