scholarly journals Incremental approach to regional strategising: Theory, methodology, practices

2020 ◽  
Vol 21 (3) ◽  
pp. 73-90
Author(s):  
I. A. Antipin ◽  
N. Yu. Vlasova
Keyword(s):  
Strategic Management ◽  
Socioeconomic Development ◽  
Regional Economics ◽  
Practical Significance ◽  
Strategic Decisions ◽  
Theoretical Concepts ◽  
Incremental Approach ◽  
Regional Strategies ◽  
Strategic Approach ◽  
Conscious Process

The relevance of the study stems from the growing importance of the strategic approach in governance, insufficient involvement of various groups of stakeholders in regional development strategising, and the lack of uniform methodologies to the formulation of a region’s strategy for socioeconomic development. The paper researches into the incremental approach to regional strategising. The methodological basis rests on the theoretical concepts of strategic management, regional economics, and political science. The key feature of the incremental approach is the formulation and implementation of a strategy for socioeconomic development of a territory as a gradual, step-by-step, conscious process that ensures continuous improvement of the existing mechanisms and their timely revision, as well as allows adjusting strategic actions and making necessary manoeuvres. The research relies on a comprehensive analysis of the strategies for socioeconomic development of the subjects of the Russian Federation by stages of the strategic management cycle with use of dialectical, causal, and expert evaluation methods. The theoretical significance of the study lies in providing the rationale behind adopting the incremental approach in regional strategising that is due to its ability to increase the likelihood of reaching a consensus between stakeholders, as well as to reduce the risk of making subjective suboptimal managerial and strategic decisions. The practical significance of the paper arises from evaluation of regional strategies and methods of strategising, breaking them down into their basic components (environmental analysis, goals, priorities, mechanisms of implementation and control), and identifying their distinctive features that are typical of the incremental approach.

scholarly journals Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

2020 ◽  
Vol 2020 ◽  
pp. 1-21 ◽  
Author(s):  
Guillermo Fuertes ◽  
Miguel Alfaro ◽  
Manuel Vargas ◽  
Sebastian Gutierrez ◽  
Rodrigo Ternero ◽  
...  
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Organizational Performance ◽  
Scientific Literature ◽  
Organizational Structures ◽  
Strategy Formulation ◽  
Theoretical Concepts ◽  
Strategic Approach ◽  
The Impact ◽  
Digital Search

The objective of this work is to review the literature of the main concepts that lead to determining the strategic approach, creation of strategies, organizational structures, strategy formulation, and strategic evaluation as a guide for the organizational management, taking into account the effects produced by the different types of strategies on the performance of organizations. In this article, the systemic literature review method was used to synthesize the result of multiple investigations and scientific literature. The process of reading and analysis of the literature was carried out through digital search engines with keywords in areas related to the strategic management. This research reveals the lack of scientific literature containing important theoretical concepts that serve the strategists as a guide in the creation, formulation, and evaluation of strategies. This review contributes to the existing literature by examining the impact of the strategic management on the organizational performance.

Developing the adaptive process-based budgeting through TD-ABC and TD-ABB as part of strategic management accounting

2020 ◽  
Vol 23 (10) ◽  
pp. 1182-1194
Author(s):  
A.A. Akhmetzyanov ◽  
A.Yu. Sokolov
Keyword(s):  
Strategic Management ◽  
Cost Allocation ◽  
Management Accounting ◽  
Practical Significance ◽  
Common Time ◽  
Strategic Management Accounting ◽  
Scientific Papers ◽  
The Subject ◽  
The Common ◽  
The Cost

Subject. The article focuses on the advanced time-driven tools for allocating overhead expenses, which are based on process-based budgeting. Objectives. We articulate a technique for cost allocation so as to assess the cost of each process with reference to the common time driver. Methods. The study relies upon methods of systematization, classification, analogy and comparison, and summarizes the scientific literature on the subject. Results. The article presents our own suggestions on implementing TD-ABC and TD-ABB into the strategic management accounting process of developer companies. The principles were proved to help more effectively allocate overhead expenses and assess the capacity load of each process performed by functions, departments and employees. Carrying out a comparative analysis, we found certain reserves for utilizing resources more effectively. Conclusions and Relevance. The findings are of scientific and practical significance and can be used by developer and construction businesses. The conclusions can prove helpful for scientific papers, student books, and further research.

IT IN STRATEGIC APPROACH TO TECHNOLOGY DEVELOPMENT

2018 ◽  
Vol 28 (4) ◽  
pp. 1377-1381
Author(s):  
Miodrag Trajković ◽  
Jasmina Jasmina
Keyword(s):  
Strategic Management ◽  
Information Technologies ◽  
Technology Development ◽  
Complete Response ◽  
Present Moment ◽  
Business Policy ◽  
Competitive Position ◽  
Strategic Approach ◽  
Technological Base ◽  
Strategic Manager

The basic direction of the development of society is the development of technology, information flow, organization way, and management. Therefore, the need to use the latest knowledge in defining, selecting and implementing strategies with adequate information technologies is now an unimaginably successful business. Strategic management is a set of management decisions and actions that determine long-term functioning and business policy. The process of strategic management involves establishing a company's relationship with the environment and positioning in it. The strategic goal has a directing role from the existing to the desired position (optimal). The implementation of the strategy in our companies is based on two groups of factors. The first group consists of the organizational structure and the management system of companies, and the second group consists of the human factor in the broadest sense. We also know that at the present moment the economy is almost impossible to survive if it is based on one particular technology. This means that today an increasing number of industries whose technological base is based on a growing number of interconnected different technologies. What technology has to be implemented in order to achieve competitiveness? A complete response includes identifying critical products, processes, applications, and system technology. The key technology provides a competitive advantage, the factor of today's success, they are in the application phase, competitors with them have not implemented enough yet, and offer a significant opportunity for building differentiating properties and for expanding the application. Leading in technology, provides the company support to the existing competitive position, in relation to supporting upcoming technologies which are important for creating a future competitive position. The aim of the paper is to provide the strategic manager of the company a conceptual framework for formulating and implementing strategic options for the application of information technologies in making key decisions in the approach to technology making

scholarly journals Corporate Sustainability Strategies and Decision Support Methods: A Bibliometric Analysis

2020 ◽  
Vol 12 (2) ◽  
pp. 521 ◽  
Author(s):  
Fotis Kitsios ◽  
Maria Kamariotou ◽  
Michael A. Talias
Keyword(s):  
Strategic Management ◽  
Bibliometric Analysis ◽  
Business Strategy ◽  
Corporate Sustainability ◽  
Management Decision ◽  
Sustainability Strategies ◽  
Strategic Approach ◽  
Management Decision Making ◽  
Number Of Publications ◽  
Support Methods

Sustainability is becoming an increasing issue for decision-makers and scholars worldwide and many managers understand the significance of the strategic approach of corporate sustainability. However, they face difficulties in aligning sustainable development and strategic management as well as to implement it in practice. Thus, the purpose of this paper is to conduct a bibliometric analysis exploring the integration of strategic management, decision-making and corporate sustainability, providing a framework of interrelated issues according to the current literature in this area. 72 peer-reviewed papers were analyzed based on Webster’s and Watson’s (2002) methodology. The results of this review revealed that the number of publications in this domain has increased in the last decade, and there is a need to foster research (especially empirical) in this field because managers should find out ways to implement, in action, corporate sustainability strategies and integrate their action plans with their business strategy. This review concludes with a framework that includes the most commonly addressed issues of this topic and provides opportunities and challenges for further research.

BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

The risk associated with strategic decisions: is it a marketing issue?

2019 ◽  
Vol 35 (1) ◽  
pp. 6-8
Author(s):  
Davide Settembre-Blundo ◽  
Alfonso Pedro Fernández del Hoyo ◽  
Fernando Enrique García-Muiña
Keyword(s):  
Design Methodology ◽  
Management Practice ◽  
Current Debate ◽  
Strategic Decisions ◽  
New Approach ◽  
Content Type ◽  
Marketing Function ◽  
Strategic Approach ◽  
Management Perspective

Purpose The purpose of this paper is to analyze the strategic management of risks in companies from a marketing management perspective and to provide some guidance for management practice. Design/methodology/approach This paper presents the authors’ viewpoint, and it conceptualizes a new approach to risk management. Findings The conceptual discussion has opened up a possible new way for enterprises, especially SMEs, to start taking a strategic approach to risk. Originality/value This paper would like to contribute to the current debate on the role of marketing function in managerial practice beyond the classic four Ps.

scholarly journals Reflecting on the evolution of tourist and recreational development in the FinnishRussian borderland

2019 ◽  
pp. 87-101
Author(s):  
Svetlana V. Stepanova
Keyword(s):  
Socioeconomic Development ◽  
Regional Growth ◽  
Analytical Data ◽  
Economic Benefits ◽  
Cultural Resources ◽  
Border Regions ◽  
Regional Strategies ◽  
Promising Area ◽  
Geographical Position ◽  
Historical Heritage

This article examines the development of tourism and recreation in the Finnish-Russian borderland as a new promising area of regional growth. The unique natural, historical, and cultural resources, and a favourable economic and geographical position are basic prerequisites for the development of tourism in the region. Historically, the barriers of state borders hampered the development of tourism; and tourism was seen as an activity bringing no economic benefits to regions since most Soviet citizens travelled as beneficiaries of social programs. As a result of the socioeconomic transformations in the Russian Federation, the openness of border regions under the influence of integration process taking place in the world community facilitates tourist mobility between neighbouring countries. The article describes an approach that considers the border regions of Northwest Russia as attractive destinations for tourists from neighboring countries. The author presents an approach that interprets cross-border tourist routes as an instrument for the conservation, reproduction, and promotion of natural, cultural, and historical heritage and as a means to boost business activities in border regions. The author analyses statistical and analytical data and does the content analysis of regional strategies for tourism and socioeconomic development. The article explores the practices of tourism and recreation development in a historical perspective and examines the effect of barrier and contact functions of state borders on tourism. The article identifies factors hindering tourism development and suggests measures to stimulate tourism as a regional economic activity.

scholarly journals Analysis of Enterprise Strategic Management Issues and Coping Strategies Based on Big Data Analysis

2020 ◽  
Vol 214 ◽  
pp. 01017
Author(s):  
Ziqi ZHONG ◽  
Wang Haoran ◽  
WANG JUNSHENG
Keyword(s):  
Big Data ◽  
Data Analysis ◽  
Strategic Management ◽  
Big Data Analysis ◽  
Practical Significance ◽  
Enterprise Management ◽  
Chinese Enterprises ◽  
Corporate Strategic Management ◽  
The Times ◽  
And Coping

Corporate strategic management is an important management mode that affects the development of an enterprise. It plays a very important role in the development of corporate strategic management. In recent years, information technology has developed rapidly, data is frequently updated, and huge amounts of data are generated every day. Social development has entered the era of big data, which makes enterprises face more opportunities and challenges in formulating strategies and operating management. In order to enable enterprises to adapt to the development of the times and obtain healthy and sound development results. This article analyzes and summarizes the new characteristics of enterprise management in the context of big data, and applies big data analysis technology to the environmental analysis of enterprises, and points out the problems of strategic management of enterprises in the context of big data. This article aims at the current problems and proposes specific strategies after in-depth research, which provides a reference basis for strategic management of enterprises in the era of big data. It has certain practical significance and can help Chinese enterprises quickly adapt to the new environment.

Strategic Management in German Mittelstand Companies

2014 ◽  
pp. 328-348 ◽  
Author(s):  
Helmut Kohlert
Keyword(s):  
Strategic Management ◽  
19Th Century ◽  
German Economy ◽  
Basic Question ◽  
The South ◽  
Formal Approach ◽  
South West ◽  
Strategic Approach ◽  
Strongly Connected ◽  
The 19Th Century

The objective of this chapter is to analyze the special aspects of strategic management in Mittelstand companies. It is a German phenomenon, which comes primarily from the State of Baden-Württemberg, in the south-west of Germany. Although the south-west of Germany was one of the poorest areas in Europe at the end of the 19th century, it developed to the most prosperous region in Europe over the next 100 years despite two wars which threw the region back for decades. The Mittelstand companies especially, sometimes called “the mighty middle,” are strongly connected with the German “Wirtschaftswunder,” the rise of the German economy after 1945. The strategic approach of Mittelstand companies is the content of this chapter. The formal approach of big corporations in strategic management does not really work in the very owner-centric environment of a Mittelstand company. The owners of Mittelstand companies seem to act more intuitively and are more intrinsically motivated than their counterparts in big corporations. The question now is what do Mittelstand companies have in common in their strategic management which can be generalized? This is the basic question of this chapter, which is looking for plausible answers.

Strategic Brand Management in SMEs for Competitive Advantage

2021 ◽  
pp. 846-866
Author(s):  
Neeta Baporikar ◽  
Rosalia Fotolela
Keyword(s):  
Competitive Advantage ◽  
Brand Management ◽  
Practical Significance ◽  
Unique Contribution ◽  
Strategic Approach ◽  
Exploratory Approach ◽  
Depth Interview ◽  
First Choice ◽  
Brand Strategies ◽  
Company Growth

This study aimed to explore how SME owner-managers perceive their roles in marketing and brand management as a strategic approach to enhance their competitiveness to ensure profits, growth, and sustainability. For any organization to grow and thrive it is essential to become customers first choice and for that it is critical to communicate their brand content through effective and strategic brand management. Hence, adopting a qualitative, exploratory approach, 10 owner-managers of SMEs and entrepreneurs in Windhoek, Namibia, were interviewed using semi-structured in-depth interview protocol. Findings reflect that SME brand strategies both in modern and traditional aspects enhance company growth. The study also proposes a framework that is of practical significance for future entrepreneurs, SMEs and brand consultants to enable SMEs to create and develop their brands for better and competitive positioning in the markets. The unique contribution of this study is how SME-focused brand strategies can act as a driver and provide impetus to profits, growth, and sustainability.

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