scholarly journals Stratqual: Measuring the density of the strategic management deliberate process in micro and small companies performance

2017 ◽  
Vol 14 (2) ◽  
pp. 30-43
Author(s):  
Cid Gonçalves Filho ◽  
Carlos Alberto Gonçalves ◽  
Vera Helena Lopes ◽  
Marcos Ferreira Santos
Keyword(s):  
Strategic Management ◽  
Superior Performance ◽  
Company Performance ◽  
Small Companies ◽  
Economic Sectors ◽  
Management Processes ◽  
Management Concepts ◽  
Control Feedback ◽  
The Impact ◽  
Strategic Management Process

This paper aims to contribute to the study of the impact of strategic management concepts in micro and small company performance using the StratQual measuring. Micro and small companies are, in the Brazilian economic scenario, responsible for a considerable amount of jobs created, GDP’s formation, income generation and the capacity of adapting to the market’s necessities with agility and flexibility. Studies that were carried out by SEBRAE - “Serviço Brasileiro de Apoio às Micro e Pequenas Empresas” showing that micro and small companies formulate their strategies according to the perception that the entrepreneurs have of possible markets reactions. The StratQual index is presented as a measuring instrument that aims to allow a company to verify the intensity of its strategic management’s process, its evolution, permiting comparisons between different economic sectors, and enabling benchmarking about strategic management processes. One the main results indicates that micro and small companies that perform the activities of each one (Analysis, Planning, Implementation, Control, Feedback) in the Strategic Management process’ stages with higher intensity have a superior performance.

scholarly journals A framework for big data integration within the strategic management process based on a balanced scorecard methodology

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Mouhib Alnoukari
Keyword(s):  
Big Data ◽  
Strategic Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
The Body ◽  
Management Process ◽  
Management Processes ◽  
The Impact ◽  
Strategic Management Process ◽  
New Framework

The purpose of this research is to study the impact of big data initiatives onstrategic management processes. While the majority of strategic management disciplines havehad research dedicated to the use of strategic management theories to understand how big dataaffect organizational performance, the body of research on big data lacks academic work capableof examining how to integrate big data into the strategic management process. The maincontributions of this work are: (1) it highlights the strategic use of big data; (2) it analyses themain frameworks/models proposed by scholars that support the use of big data as a strategicmanagement tool, and outlines this research gap; and (3) it proposes a new framework thatintegrates big data within the strategic management process based on a balanced scorecardmethodology.

scholarly journals The Importance Of Different Leadership Roles In The Strategic Management Process

2004 ◽  
Vol 2 (1) ◽  
Author(s):  
Mojaki S. Mosia ◽  
Theo H. Veldsman
Keyword(s):  
Empirical Study ◽  
Strategic Management ◽  
Management Process ◽  
Leadership Roles ◽  
Management Processes ◽  
Leadership Framework ◽  
Integrated Leadership ◽  
Strategic Management Process

The drive towards flatter and more flexible, empowered, interdependent and responsive organisations in the current rapidly changing global situation necessitates the establishment of an integrated set of leadership roles. The purpose of this study was to propose the Integrated Leadership-Champion Framework (IL-C); and to determine empirically the importance of the IL-C for, as well as the importance of the sub-roles of the IL-C across the strategic management processes. The IL-C as a complete leadership framework could enable organisations to execute their strategic management processes more effectively and efficiently. The empirical study demonstrated the importance of IL-C overall and its leadership sub-roles for the strategic management processes. OpsommingDie soeke na platter, asook meer buigsame, bemagtigde, interafhanklike en responsiewe organisasies in die huidige vinnig veranderende, globale omgewing noodsaak die daarstelling van ’n geïntegreerde stel van leierskaprolle. Die doel van hierdie studie was om ’n Geïntegreerde Leierskap-kampioen Raamwerk (GL-R) voor te stel; en om empiries die belangrikheid van die GL-R vir, asook die belangrikheid van die subrolle van GL-R oor die strategiese bestuursprosesse te bepaal. Die GL-R as ’n volledige leierskapraamwerk kan organisasies in staat stel om hul strategiese bestuursprosesse meer doeltreffend en doelmatig te bestuur. Die empiriese studie toon die belangrikheid van GL-R oorhoofs, asook sy onderskeie leierskapsubrolle vir die strategiese bestuursprosesse.

scholarly journals The Importance of Online Shopping Behavior in the Strategic Management of E-Commerce Competitiveness

2020 ◽  
Vol 12 (4) ◽  
pp. 143-160
Author(s):  
Veronika Svatosova
Keyword(s):  
Strategic Management ◽  
Online Shopping ◽  
Secondary Data ◽  
Shopping Behavior ◽  
Management Process ◽  
Main Research ◽  
Online Shopping Behavior ◽  
The Impact ◽  
Strategic Management Process

In this article a total of fifteen determinants of online shopping behavior have been identified that could have an impact on the strategic management process in e-commerce competitiveness. The main objective of the paper is to evaluate the impact of determinants of online shopping behavior on the strategic management process in e-commerce. The main research methods used in the research are as follows: analysis of secondary data, a questionnaire survey among a selected group of e-commerce companies, a critical analysis and a quality comparison of the actually applied determinants of online shopping behavior. The verification of hypotheses is realized using selected methods of statistical induction and descriptive statistics. In summary, the research has shown there is no relationship between evaluating the quality of determinants companies in e-commerce and evaluating the importance of determinants of online shopping behavior. Determinants have an important impact in the process of creating and realizing an e-commerce strategy, with all e-commerce companies regardless of their size being aware of their practical impact and importance. It can be concluded the importance and quality of determinants of online shopping behavior correspond to the type of strategy and strategic management process in terms of e-commerce competitiveness.

The indirect effect of strategic management accounting in the relationship between CEO characteristics and their networking activities, and company performance

2017 ◽  
Vol 13 (4) ◽  
pp. 471-491 ◽  
Author(s):  
Abolfazl Amanollah Nejad Kalkhouran ◽  
Bahareh Hossein Nezhad Nedaei ◽  
Siti Zaleha Abdul Rasid
Keyword(s):  
Strategic Management ◽  
Indirect Effect ◽  
Management Accounting ◽  
Chief Executive ◽  
Company Performance ◽  
Content Type ◽  
Upper Echelons Theory ◽  
Strategic Management Accounting ◽  
The Impact ◽  
Ceo Characteristics

Purpose The purpose of this paper is to investigate the effect of chief executive officer (CEO) characteristics and involvement in networks on strategic management accounting (SMA) and, in turn, the indirect effect of SMA on company performance. Design/methodology/approach A model is advanced and tested using partial least-squares path modelling and data were collected from a sample of 121 service small and medium-sized enterprises (SMEs) in Malaysia. Findings The results indicate significant and positive relationships between the CEO education and the application of SMA as well as between involvement in networks and SMA. Moreover, it is found that SMA has an indirect effect in relations of CEO education, involvement in networks and company performance. Practical implications SMEs’ leaders may realize their important role in affecting outcomes by their choices, which are in turn affected by their characteristics and activities. Originality/value This study provides an empirical evidence on the impact of two new factors on the SMA by considering contingency theory and upper echelons theory simultaneously for explaining relationships and developing a new model.

Revisiting ethics in strategic management

2011 ◽  
Vol 11 (2) ◽  
pp. 214-223 ◽  
Author(s):  
John McManus
Keyword(s):  
North America ◽  
Strategic Management ◽  
Ethical Issues ◽  
Methodological Approach ◽  
Future Research ◽  
Management Process ◽  
Content Type ◽  
Corporate Scandals ◽  
Management Processes ◽  
Strategic Management Process

PurposeThe purpose of this paper is to explore the challenges faced by corporations in incorporating ethics into their strategic management processes.Design/methodological approachThe research is based on a survey of the issues and the literature published in Europe, North America and Asia.FindingsFindings indicate a definite gap between the implementation of strategy and the moral and ethical obligations of corporations. Given the decline in business ethics and recent corporate scandals it is proposed that ethics be brought back to the forefront of strategic management and integrated into the strategic management process.Research limitations/implicationsThe paper serves as a instrument for debate and future research in that the ethical issues faced by corporations will continue to gather momentum as will the issues faced by traditional strategists.Originality/valueThis paper allows researchers and practitioners to gain an understanding of the issues and shortcomings in strategy and ethical integration, which allows for future research.

scholarly journals The Impact of Cost Strategy Policies on Company Performance in the Construction Industry in Brazil

2021 ◽  
Vol 16 (2) ◽  
pp. 88-121
Author(s):  
Nathalie da Silva Cavalcanti ◽  
Cezar Augusto Romano
Keyword(s):  
Strategic Management ◽  
Construction Industry ◽  
Metropolitan Region ◽  
Company Performance ◽  
Construction Sector ◽  
Strategic Process ◽  
Cost Strategy ◽  
Strategic Position ◽  
The Cost ◽  
The Impact

Purpose– This article aims to assess the influence of cost strategy policies on the performance of sole traders, small and medium-sized companies in the civil construction sector in Curitiba and the Metropolitan Region (southern Brazil). Design/methodology/approach– Using a questionnaire, the survey collected data from 95 companies. The data has been analyzed based on descriptive statistics and multivariate analysis using discriminant analysis. Findings– Results showed that a lack of a strategic process is more evident in companies classified as low to medium performance companies. Only 36% of companies are positioned for only one of the positioning strategies. The cost strategy variable, which had the greatest impact on performance, was the policy with “greater simplification/standardization of products/services” compared to the other variables analyzed in the study. Originality/value– Results imply that most companies do not have a strategic position and that it is possible to obtain better performance through strategic management, encouraging the development of this perspective in companies in the sector. Keywords - Construction Industry; Strategy; Strategic management; Cost strategy; Survey.

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

The Impact of World Class Manufacturing Practices on Company Performance: A Critical Review

2014 ◽  
Vol 564 ◽  
pp. 727-732 ◽  
Author(s):  
Lukman Sukarma ◽  
Hafizah Azmi ◽  
Nurlisa Loke Abdullah
Keyword(s):  
Manufacturing Sector ◽  
Superior Performance ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Bottom Line ◽  
Quality Cost ◽  
The Status ◽  
World Class ◽  
The Impact ◽  
World Class Manufacturing

This paper provides a critical analysis on the impact of world-class manufacturing practices on company performances in the manufacturing sector based on a survey conducted on various manufacturing companies in Malaysia. The result gathered was used to developatheoretical framework that will be used to investigate whether the quality, cost, delivery and flexibility may affect the performance of bottom line in these manufacturing companies.The theoretical framework is also formed based on a comprehensive review of existing manufacturing management literature to propose the “World Class Manufacturing (WCM) Framework" to achieve manufacturing excellence.It is a combination of these three approaches which offers complementary outputs, which form the basis for pursuing superior performance in manufacturing.This paper presents the WCM Framework and addresses the possible synergy of concurrent application of TQM, JIT and TPM. A discussion of the various practices used in the Framework provides not only guidance on how to implement the Framework, but also an instrument to measure the status of its implementation. It is expected that the concurrent application of TQM, JIT and TPM, via their accompanying practices, may bring about significant improvements in quality, cost, delivery and flexibility.

The Impact of Strategic Practice Maturity on Arab States' Performance

2019 ◽  
pp. 1-29
Author(s):  
Fayez Albadri
Keyword(s):  
Best Practices ◽  
Strategic Management ◽  
Arab World ◽  
Arab Countries ◽  
Management Concepts ◽  
Strategic Goals ◽  
Arab States ◽  
The Difference ◽  
The Impact ◽  
Goals And Objectives

This chapter introduces the development of strategic management as a formal discipline and provides an overview of strategic management concepts, models, and best practices, highlighting the difference between strategic thinking, planning, and management. It then zooms into the current strategic practice in different Arab countries to formulate a reasonable understanding of the effectiveness of such practice in serving governments and organizations to achieve their national strategic goals and objectives. The study employs a mix of research and evaluation tools, derived from the literature and best practices, to assess the maturity levels of the adopted strategic practice by Arab states and examines its relationship to and impact on government performance, in particular that which is related to achieving social justice, sustainable development, and democracy. In conclusion, the outcome of the investigation is used to suggest solutions to drive improvement to the current strategic practice in the Arab world.

Empirical investigation of relationship patterns between competitive advantage and superior performance

2018 ◽  
Vol 11 (1) ◽  
pp. 81-111 ◽  
Author(s):  
Christos Sigalas ◽  
Vassilis M. Papadakis
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Survey Methodology ◽  
Superior Performance ◽  
Cross Sectional ◽  
Relationship Patterns ◽  
Content Type ◽  
Strategic Management Process ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to empirically investigate the relationship patterns between competitive advantage and superior performance. Design/methodology/approach This study empirically investigates the aforementioned relationship patterns using a cross-sectional, self-administered survey methodology. Findings The results indicate that there are four relationship patterns between competitive advantage and superior performance. In addition, this study provides empirical evidence of the reasons, underpinning the relationship pattern of competitive advantage without superior performance as well as the relationship pattern of superior performance without competitive advantage. Research limitations/implications This study contributes to our knowledge that competitive advantage is neither a necessary nor a sufficient condition for superior performance. Practical implications In finding support that there can be cases of underperformance despite competitive advantage and superior performance despite the absence of competitive advantage, the study’s findings are useful to practicing managers involved in the strategic management process of their firms. Originality/value This study fills an important gap in the empirical research, by responding to the literature call to test the possible relationship patterns between competitive advantage and superior performance. In addition, this study formally introduces the relationship pattern of competitive advantage without superior performance, and the relationship pattern of superior performance without competitive advantage that until now were largely ignored by the existing literature in the field of strategic management.

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