scholarly journals Business Strategy analysis of Cybersecurity Incidents

2021 ◽  
Vol 26 (2) ◽  
pp. 139-148
Author(s):  
Zsolt Bederna ◽  
Zoltan Rajnai ◽  
Tamas Szadeczky
Keyword(s):  
Business Strategy ◽  
Decisive Role ◽  
Legal Framework ◽  
Strategy Formulation ◽  
Strategy Analysis ◽  
Non Profit ◽  
For Profit ◽  
Design Protection ◽  
Iterative Evolution ◽  
Risk Proportionate

Abstract In the current social and economic processes, information and communication services play a decisive role, changing several entities’ operations. The growing dependence that has developed over the last two decades made the security needs introduced political will, which has resulted in an iterative evolution of the regulatory environment. Hence, the legal framework requires that several entities develop protection that includes controls enhancing both preventive and reactive in a risk-proportionate manner under the business value to be protected. Nevertheless, due to the nature of cybersecurity, the development of such capabilities is not the task of a single organisation but all entities involved in cyberspace, including, e.g., individuals, non-profit and for-profit organisations, public sector actors. Therefore, each involved entity should design protection capabilities in a risk-proportionate manner, which requires strategic approaches and tools and requires organisations to learn from security incidents. This paper reviews the essential formal security strategy formulation tools, applying in the Facebook’s case based on publicly available information. The analysis aims to confirm the importance of management’s attitude and support for tackling cybersecurity’s challenges.

scholarly journals Further Strategy Analysis of Cybersecurity Incidents

2021 ◽  
Vol 26 (3) ◽  
pp. 251-260
Author(s):  
Zsolt Bederna ◽  
Zoltan Rajnai ◽  
Tamas Szadeczky
Keyword(s):  
Business Strategy ◽  
Strategy Formulation ◽  
Strategy Analysis ◽  
Communication Services ◽  
The Public ◽  
Wide Range ◽  
Available Information ◽  
Design Protection ◽  
Iterative Evolution ◽  
Security Incidents

Abstract In current socio-economic processes, info-communication services play a determining role, modifying the activities of certain actors. The growing dependence that has developed over the past two decades has imposed the need to give political will to security, which has led to an iterative evolution of the regulatory environment. Therefore, the regulatory framework requires certain entities to develop safeguards including controls that enhance both prevention and response in a manner commensurate with the business value of the information to be protected. However, due to the nature of cybersecurity, developing such countermeasures is not the task of a standalone organization but all entities in cyberspace in a wide range, from individuals to the public sector. Therefore, each entity involved must design protection capabilities in a manner commensurate with the risk, which requires strategic tools and methods and drives organizations to learn from their security incidents. Following our previous paper “Business strategy analysis of cybersecurity incidents” (Bederna et al.) on the topic, this paper reviews the essential formal security strategy formulation tools applied in the cases of Yahoo! and Estonia. Both are based on publicly available information. The analysis confirms the importance of managements’ or the government’s attitude and support for solving cybersecurity challenges.

scholarly journals Social Non-profit Bioentrepreneurship: Current Status and Future Impact on Global Health

2021 ◽  
Vol 9 ◽  
Author(s):  
Amir H. Sadeghi ◽  
Charlotte Koldeweij ◽  
Grissel Trujillo-de Santiago ◽  
Milad Tannazi ◽  
Nikkie Hosseinnia ◽  
...  
Keyword(s):  
Global Health ◽  
Business Strategy ◽  
Public Awareness ◽  
Current Status ◽  
Multidisciplinary Teams ◽  
Health Issues ◽  
Success Rates ◽  
Term Survival ◽  
Non Profit ◽  
For Profit

For-profit biotechnological and pharmaceutical companies have played an essential role in the research and development (R&D) of innovative medical products and drugs for many decades and embody a trillion-dollar industry. The past decades have been marked by an increase in growth of social non-profit biotechnology companies and organizations led by entrepreneurs committed to solve (global) health issues. In this review, we define the concept of social bioentrepreneurship and consider the potential impact of such ventures on global health. We analyse the current status of non-profit biotechnology and clarify the strategy, motivation, funding, and marketing techniques of these enterprises. We find that these non-profit ventures mainly focus on neglected and rare diseases by using different but also similar funding, marketing, and business strategy approaches to for-profit biotechnology enterprises. We also identify good leadership, multidisciplinary teams, and public awareness as key components to achieve long-term survival and higher success rates. Challenges faced by bioentrepreneurs include the lack of a clearly defined regulatory environment or governmental incentives to support their endeavors. Overall, with this qualitative data review and market analysis we draw a promising picture of social non-profit bioentrepreneurship and underscore its current and future impact on global health issues.

scholarly journals Manajemen Strategis Organisasi Nirlaba

2007 ◽  
Vol 1 (4) ◽  
pp. 176
Author(s):  
Sumengen Sutomo
Keyword(s):  
Strategic Management ◽  
Organization Structure ◽  
Strategic Plan ◽  
Strategy Implementation ◽  
Communication Strategy ◽  
Strategy Formulation ◽  
Strategy Analysis ◽  
For Profit ◽  
Not For Profit ◽  
Strategy Evaluation

Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

scholarly journals Performance Evaluation of Sheltered Workshops. Does Legal Status Matter?

2021 ◽  
Vol 13 (3) ◽  
pp. 1100
Author(s):  
María-Celia López-Penabad ◽  
José Manuel Maside-Sanfiz ◽  
Juan Torrelles-Manent ◽  
Carmen López-Andión
Keyword(s):  
Economic Efficiency ◽  
Social Enterprise ◽  
Market Integration ◽  
Legal Status ◽  
Economic Returns ◽  
Truncated Regression ◽  
Social Efficiency ◽  
Non Profit ◽  
Sheltered Workshops ◽  
For Profit

Social enterprise pursues both social and economic goals and is recognized as a formula for achieving sustainable development. Sheltered workshops (SWs) are a manifestation of this phenomenon, their main objective being the labor market integration of disabled people. In this paper, the efficiency of SWs has been studied taking into account the operational and the core social aspects, as well as their distinct nature, namely for-profit or non-profit status. Additionally, we have analyzed the relationship between the social efficiency and the economic returns of these entities. To do this, a semiparametric methodology, combining different data envelopment analysis (DEA) models with truncated regression estimation has been used. It is the non-profit and top-performing SWs that achieve the best social and economic efficiency. For-profit and low-performing SWs show further reductions in social efficiency as a result of the economic crisis and uncertainty in subsidy-related public policies. Their extensive social proactiveness and high economic strength in the crisis period positively influenced their social and economic efficiency. We have also proven that it is the most profitable SWs that have the greatest social efficiency. We consider that our results constitute a useful complement to other evaluation models for social enterprise.

scholarly journals Factors Affecting Business Strategy Implementation of Vietnam Garment Companies

2016 ◽  
Vol 12 (1) ◽  
pp. 133
Author(s):  
Hoang Viet Nguyen ◽  
Duc Nhuan Nguyen
Keyword(s):  
Human Resources ◽  
Corporate Culture ◽  
Business Strategy ◽  
Positive Relationship ◽  
Strategy Implementation ◽  
Point Of View ◽  
Strategy Formulation ◽  
Factors Affecting ◽  
Significant Positive Relationship ◽  
The Impact

This paper studies the impact of factors affecting on business strategy implementation of Vietnam garment companies. A total of 192 questionnaires were administered to respondents chosen from 82 Vietnam garment companies. The findings indicated that there is a significant positive relationship between 05 factors: Strategy formulation-Human resources-Communication-Corporate culture-Organizational structure and business strategy implementation from the sample point of view.

Chinese expatriates’ adjustment process in Portugal: on the road to guanxi replication

2015 ◽  
Vol 13 (3) ◽  
pp. 247-266
Author(s):  
Li Jingjing ◽  
Nuno Guimarães Costa ◽  
Pedro Neves
Keyword(s):  
Interpersonal Relationships ◽  
Business Strategy ◽  
Exploratory Study ◽  
Legal Framework ◽  
Adjustment Process ◽  
Content Type ◽  
Five Dimensions ◽  
Business Context ◽  
On The Road ◽  
Expatriate Managers

Purpose – This paper aims to analyze the adjustment experience of Chinese expatriate managers in Portugal. Design/methodology/approach – This exploratory study is based on the qualitative analysis of 12 semi-structured, open-ended interviews to Chinese expatriate managers in Portugal. Expatriates varied in terms of international experience, stage of career and industry. All expatriates had at least one-year working experience in Portugal. The coding process followed a reflexive approach between data and existing theory. Findings – The process of adjustment of Chinese expatriate managers to the Portuguese context is arranged in five dimensions: perception: expatriates tend to perceive the differences between China and Portugal as not significant; guanxi replication: similarities between the two countries raised the question of whether the guanxi model could be replicated; resistance: although the two countries are perceived as close, there are significant differences, namely, in terms of some cultural aspects, the legal framework and the level of acceptance of the guanxi; adaptation: given these resistances, it is necessary for expatriates to change some practices that are commonly used in the Chinese context; and identity construction: Chinese expatriates are particularly concerned by their identity as foreigners and of the corresponding need to adjust. Originality/value – This exploratory study revealed that guanxi should not be seen as a purely cultural product grounded in the Confucian tradition but instead should be taken as a business strategy that depends on the existence of specific factors, such as the relevance and quality of interpersonal relationships in a business context.

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