A portfolio management system in the strategic management process

2017 ◽  
Author(s):  
Qifan Huang ◽  
Keyword(s):  
Strategic Management ◽  
Portfolio Management ◽  
Management System ◽  
Management Process ◽  
Strategic Management Process

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.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

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 Understanding The Relationship Between Competitive Intelligence and Strategic Management of Universities: A Critical Review

2020 ◽  
Vol 7 (2) ◽  
pp. 71-81
Author(s):  
Nur Rahmi ◽  
Parmin Ishak ◽  
Nurhayati Oli'i
Keyword(s):  
Strategic Management ◽  
Critical Review ◽  
Educational Institution ◽  
Colleges And Universities ◽  
Competitive Intelligence ◽  
Strategic Analysis ◽  
Management Process ◽  
Strategic Management Process ◽  
The Relationship

The purpose of this paper is to provide references for research on university strategic practice and intellectual intelligence. This research also aims at the current university strategic management situation, starting from the analysis of the relationship between competitive intelligence and university strategic management, discussing strategic analysis and strategic selection in the university's strategic management process. Strategic selection, implementation, and evaluation in four stages of interaction and relation to competitive intelligence. The method used in this study is a critical review of the implementation of strategic management at universities in Indonesia by taking several references from journals, magazines, news, and regulations of the Educational Institution. It was concluded that the strategic management and competitive intelligence on colleges and universities have the interaction and integration relationship, both jointly build conclusions competitive on profit universities, to provide a reference for the study and practice of strategic management of universities and jobs competitive intelligence university.

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.

Considerations on the Current State of Strategic Management

2014 ◽  
pp. 166-218
Author(s):  
Ioan Constantin Dima
Keyword(s):  
Strategic Management ◽  
Automotive Industry ◽  
Optimal Strategy ◽  
Management Process ◽  
Japanese Management ◽  
Industrial Companies ◽  
Current State ◽  
Management Concept ◽  
Process Structure ◽  
Strategic Management Process

European specialists and researchers have shaped the “European strategic management” concept for solving problems and making decisions at the level of the industrial companies, which is characterised by the European activity of strategies and planning, implementing and performing the changes in company development. The chapter analyses some of the current strategies after applying the strategic management in the activity of industrial companies, such as: European concept of strategic management; Japanese management, existence form of strategic management; Kaizen strategy in automotive industry; opinions on the strategic management process structure; industrial companies' strategies under current globalisation; strategy as working tool of strategic management. Regardless of the type of strategic management, it is based on a process of strategic management. The result of this process is the preparation of an optimal strategy of developing the company.

The possible pitfalls of boards’ engagement in the strategic management process

2020 ◽  
Author(s):  
Dmitry Khanin ◽  
Ofir Turel ◽  
Chris Bart ◽  
William C. McDowell ◽  
Marianne Hock-Döpgen
Keyword(s):  
Strategic Management ◽  
Management Process ◽  
Strategic Management Process
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