scholarly journals Methodological support for intellectual capital strategic management of the research organization

2018 ◽  
Vol 16 (1) ◽  
pp. 292-308
Author(s):  
Tatyana Bilorus ◽  
Iryna Kornilova ◽  
Lesya Olikh ◽  
Svitlana Firsova
Keyword(s):  
Strategic Management ◽  
Intellectual Capital ◽  
Swot Analysis ◽  
Methodological Approach ◽  
Empirical Studies ◽  
Optimal Strategies ◽  
Research Organization ◽  
Strategy Development ◽  
Pearson Criterion ◽  
Capital Development

Making intellectual capital the strategic resource of an innovation-oriented organization under post-industrial economy formation requires improving the decision-making quality while choosing its development strategies. To a large extent, the effectiveness of strategic intellectual capital management depends on its methodological principles development, which determines the relevance of the subject chosen.The purpose of the article is to form a methodical tool for substantiating the strategies of intellectual capital development in a research organization based on multi-criteria analysis.As a methodological platform, the following methods for conducting research were chosen: an aggregated structural approach, in particular, the method of audit-evaluation by Brooking, to evaluate intellectual capital; SWOT analysis – to determine the strategic position of the company regarding its intellectual capital. To confirm the expert opinions consistency within the empirical studies framework, the concordance coefficient, estimated on the Pearson criterion, was calculated. The key to research is the multi-criteria analysis (SAW, TOPSIS, COPRAS) methods for evaluating, ranking and selecting strategic alternatives for the intellectual capital development of the research company.Thus, the article takes a new view of using the scenario approach to the formation of an intellectual capital strategy. The strategy development stages are outlined, and the peculiarities of their methodological support are determined. In particular, the necessity to include into the test program for intellectual capital the estimation of its management efficiency is proved. The authors present an example of adapting SAW, TOPSIS, COPRAS methods for the evaluation and ranking of strategic alternatives to human, structural and market capital development.Consequently, the results allowed to mathematically formalize the rating task and to form the optimal strategies portfolio of human, structural, market capital of organization, as well as to combine factors of the internal and external environment. Thus, the suggested methodological approach can be used by the heads of research organizations to develop and substantiate strategic management decisions to optimize their intellectual capital development.

Ways to increase the potential of competitiveness of tradingenterprises

2019 ◽  
pp. 48-59
Author(s):  
Numan Bsharat
Keyword(s):  
Quality Management ◽  
Strategic Management ◽  
Methodological Approach ◽  
Strategy Development ◽  
Problem Analysis ◽  
Trading Company ◽  
Long Period ◽  
Is Strategy ◽  
High Level ◽  
Practical Recommendations

The purpose of the article is to develop ways to enhance the competitivenessof trading enterprises. Мethodology. The research methodology is to use a set ofmethods: systematic, comparative, methods of problem analysis, generalization andsynthesis. The aforementioned methodological approach made it possible toinvestigate the tasks, advantages and proposals concerning the directions ofincreasing the competitiveness potential of trading enterprises, to justify thefurther ways of increasing the competitiveness potential of trading enterprises andto draw appropriate scientific conclusions. The scientific novelty of the obtainedresults is to identify and develop practical recommendations for enhancing thecompetitiveness potential of trading enterprises. The results of the study are aimedat ensuring the quality management of the competitiveness potential of a tradingcompany and ensuring its high level of competitiveness over a long period.Conclusions. Based on the results of our analysis, we have come to the conclusionthat the most effective and efficient direction, which can significantly increasethe level of competitiveness of a trading company and ensure its quality managementover a long period is strategy development. Development of strategy and introductionof strategic management of potential of competitiveness of the trading enterpriseallow to solve a number of the most important and essential tasks of managementof activity of the trading enterprise.

Pengembangan Butik Muslim yang Terkait dengan Pelayanan Prima dan Kualitas Produk pada Butik Firta Collection

Liquidity ◽  
2018 ◽  
Vol 7 (2) ◽  
pp. 97-107
Author(s):  
Esust Setiawati
Keyword(s):  
Strategic Management ◽  
Product Quality ◽  
Qualitative Method ◽  
Swot Analysis ◽  
External Environment ◽  
Marketing Mix ◽  
External Factors ◽  
Customer Trust

This study aims to analyze how strategic management in the Firta Collection Boutique to develop its business, especially in providing services to customers. The method used in this research is a qualitative method that includes Marketing Mix (4P Analysis) and SWOT Analysis, to find out what external factors are opportunities or threats to the Firta Collection Boutique. The results of the study show that the strategies adopted by the Firta Collection Boutique are still inappropriate and need to use other strategies. Changes in the external environment have continued to increase so that it is an opportunity and anticipates threats by utilizing strengths and minimizing weaknesses by innovating and improving approaches and gaining customer trust in product quality, in order to compete in the fashion sector.

scholarly journals Approaches to formation of strategies for development of administrative territories

2019 ◽  
Vol 67 ◽  
pp. 06026
Author(s):  
Oleksii Klok ◽  
Olha Loseva ◽  
Oleksandr Ponomarenko
Keyword(s):  
European Union ◽  
Strategic Management ◽  
Development Strategy ◽  
Regional Policy ◽  
Swot Analysis ◽  
Legal Analysis ◽  
The European Union ◽  
Territorial Development ◽  
Smart Specialization ◽  
The Eu

The article studies theoretical and methodological bases of the strategic management of the development of administrative territories, considers the essence of strategic management and formulates the advantages of using it in management of administrative territory. Based on the analysis of the key provisions of the EU regional policy, the strategy of “smart specialization” is considered as the most common approach to territorial development. Using the experience of the countries of the European Union as a basis, a BPMN diagram, describing the conceptual bases for the formation of a competitive territory strategy, was built. Practical approaches to the formation of strategies for the development of administrative territories operating in Ukraine, regulatory acts, in particular, that had a direct impact on the formation of the existing model of strategic territorial management, were analyzed. The main requirements to the content of the strategic plan were considered and the list of key provisions and analytical methods (socio-economic analysis, comparative analysis, SWOT-analysis, PESTLE-analysis, sociological analysis) was formulated. Using the comparative legal analysis of the experience of the European Union as a basis, a number of features can be highlighted that must be taken into account in the process of forming the administrative territory development strategy.

SWOT-ANALYSIS OF OUTSOURCING OF ACCOUNTING SERVICES

2021 ◽  
Vol 296 (4) ◽  
pp. 95-99
Author(s):  
ILONA ADASIUK ◽  
◽  
OKSANA MARTYNIUK ◽  
Keyword(s):  
Strategic Management ◽  
Swot Analysis ◽  
External Environment ◽  
External Factors ◽  
Analysis Model ◽  
Advantages And Disadvantages ◽  
Business Goals ◽  
Potential Risks

The article based on SWOT-analysis of outsourcing of accounting services. Accounting services can be improved if you can work on your strengths, as well as correct the weaknesses of the company or area where you lose points. SWOT-analysis is considered as a tool of strategic management to determine the feasibility of using accounting outsourcing as a way to optimize the enterprise. SWOT consists mainly of two main parts: strengths and weaknesses, which will indicate the internal aspect, and threats and opportunities related to external factors for the company (but those that are present in the environment). In essence, we test the effectiveness of the accounting services provided by the contractors that your business provides against this background. With this analysis, the firm can understand the problems, ie where they lack work and why, because these are periods during the year when work becomes fragile. Why this happens is best analyzed because of it. A set of business goals are things that outsourcing companies need to invest because simple marketing is not enough. The analysis of advantages and disadvantages of accounting outsourcing is carried out and the necessity of SWOT-analysis of potential risks and advantages of using perspectives of accounting outsourcing is emphasized. The internal and external environment was analyzed using an extended SWOT analysis model from the standpoint of strengths and weaknesses, opportunities and expected threats. Based on the results of the SWOT-analysis, a matrix has been formed that will allow predicting threats and potential opportunities at the stage of planning the use or refusal to use accounting outsourcing services.

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manfred Bornemann ◽  
Kay Alwert ◽  
Markus Will
Keyword(s):  
Development Strategy ◽  
Intellectual Capital ◽  
Business Models ◽  
Business Processes ◽  
Lessons Learned ◽  
Strategy Development ◽  
Management Approach ◽  
Content Type ◽  
Over Time ◽  
Made In

PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

scholarly journals Corporate Social Responsibility: The Principles and the Process of Integration into the System of Strategic Management

2016 ◽  
Vol 12 (9) ◽  
pp. 115 ◽  
Author(s):  
Lyubov Leonidovna Tonysheva ◽  
Darya Vladimirovna Chumlyakova
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Strategic Management ◽  
Positive Impact ◽  
Social Activity ◽  
Stakeholder Involvement ◽  
Strategy Development ◽  
Management Tools ◽  
Strategic Objectives ◽  
Corporate Social

<p>The article deals with corporate social responsibility as part of the formation of the company’s strategy. The problem of linking the strategic management of social responsibility, which is the basis for long-term sustainable development of the organization, have a positive impact on the environment. In this connection, it clarified the essential characteristics of social responsibility of business strategy development reflecting its development, renewal of forms of representation and instruments of regulation of social activity. The principles of social responsibility, aimed at enhancing its integration into the strategic management system (multi-level development, the complexity of the implementation of the functional activities, variability management tools) were offered. The algorithm of the process of integration of social responsibility of business in the strategic management of the organization, which includes management tools for the selection of strategic priorities for the development of corporate social responsibility, was developed. For copyright management toolkit applies the matrix to determine the positioning of the organization in the coordinates of the “level of social responsibility of business - the degree of stakeholder involvement in the implementation of strategic objectives” and the Balanced Scorecard, which provides a link to strategic objectives in the field of social responsibility indicators for their achievement and tactical action based the extent of its integration into the system of strategic management.</p>

scholarly journals Multicriteria Evaluation of Urban Regeneration Processes: An Application of PROMETHEE Method in Northern Italy

2018 ◽  
Vol 2018 ◽  
pp. 1-12 ◽  
Author(s):  
Marta Bottero ◽  
Chiara D’Alpaos ◽  
Alessandra Oppio
Keyword(s):  
Decision Making ◽  
Decision Problem ◽  
Swot Analysis ◽  
Evaluation Model ◽  
Methodological Approach ◽  
Urban Regeneration ◽  
Northern Italy ◽  
Decision Making Process ◽  
Promethee Method ◽  
Regeneration Processes

The paper illustrates the development of an evaluation model for supporting the decision-making process related to an urban regeneration intervention. In particular, the study proposes an original multi-methodological approach, which combines SWOT Analysis, Stakeholders Analysis and PROMETHEE method for the evaluation of alternative renewal strategies of an urban area in Northern Italy. The article also describes the work carried out within an experts’ panel that has been organized for validating the structuring of the decision problem and for evaluating the criteria of the model.

Backcasting as a strategic management tool for meeting VUCA challenges

2019 ◽  
Vol 12 (2) ◽  
pp. 298-312 ◽  
Author(s):  
Kent Thorén ◽  
Martin Vendel
Keyword(s):  
Strategic Management ◽  
Management Tool ◽  
Strategy Development ◽  
Strategy Formation ◽  
Content Type ◽  
Major Transitions ◽  
Strategy Process ◽  
Feasible Path ◽  
Core Idea ◽  
Interactive Workshop

Purpose Backcasting helps managers involve and align the organization throughout a strategy process. Its core idea is creating a logical path from a depicted future back to the present, to share, analyze and manage strategic challenges. Still its use in strategic management is under-researched. The purpose of this paper is to verify the relevance and validity of backcasting as a strategic management tool. It also analyzes and structures knowledge about backcasting and its practical application in strategic management. Design/methodology/approach This paper employs desktop research method to outline the benefits and limitations of backcasting for strategy formation under VUCA conditions. Findings Backcasting can help organizations overcome cognitive barriers and broaden the scope of options when analyzing future positions. The research provides insights regarding the potential and limitations of backcasting when addressing uncertainty and its drivers. For instance, it helps managers to assess and align visions; increase the understanding and clarity regarding complex dependencies; as well as improve strategic agility. Practical implications Backcasting is exceptionally useful for investigating possible futures and alternative paths to it. Backcasting is an interactive workshop-based method that challenges prevailing mindsets by assuming we are in the future, looking back towards today to find a feasible path when major transitions are necessary. With it, managers can deal with even the most uncertain decisions in a structured manner. Originality/value Backcasting for many reasons has a great potential as a tool for strategy development. It has been successfully applied in other fields but only to a limited extent in business. This paper formally examines its applicability in this context and demonstrates its relevance for dealing with VUCA challenges.

scholarly journals Strategic management of competitiveness of energy enterprises

2019 ◽  
Vol 110 ◽  
pp. 02141
Author(s):  
Galina Timofeeva ◽  
Raisya Akmaeva ◽  
Aygul Aytpaeva
Keyword(s):  
Strategic Management ◽  
Swot Analysis ◽  
Import Substitution ◽  
Competition Analysis ◽  
Energy Efficiency Policy ◽  
Self Sufficiency ◽  
Analysis Theory ◽  
Systemic Development ◽  
Agroindustrial Complex ◽  
Policy Optimization

Nowadays, Russia is implementing its strategy of import substitution in main sectors of the national economy, including agriculture. Its goal in agriculture is to achieve certain indices of food self-sufficiency in basic types of food. An urgent question arises of how to achieve food security at federal and regional levels. The study methodology is based on achievements of classical and neoclassical economics in the field of competition analysis, theory of agricultural economy, strategic management school in the sphere of studying competitive advantages and assessment of competitiveness of different-level economic systems. Strategic management implies performing SWOT analysis, identifying the mission and goals of sustainable development of the regional agroindustrial complex, involving implementation of energy-efficiency policy, optimization of the crop areas structure and systemic development of fodder and livestock production.

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