scholarly journals Entrepreneurship and Strategic Management: A Critical Analysis on these Paradigms' Relationship

Pravaha ◽  
2020 ◽  
Vol 26 (1) ◽  
pp. 73-80
Author(s):  
Gyanendra Bikram Shah
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Critical Analysis ◽  
Parental Perspectives

The purpose of this study is to provide a better understanding of the arguments concerning the various views provided by different academics in the fields of entrepreneurship and strategic management and then to find a position in which practice is generally agreed on by the divisions. The researcher examined the fundamental theories of the two paradigms of entrepreneurship and strategic management and also examined existing literature submitted by scholars in the fields who tried to look at the intersection of the two paradigms. This post, however, aims to highlight the need to see the two disciplines as being similar from various parental perspectives. Literature on each of the paradigms was checked to provide a better understanding of them. The researcher was able to consider such intersecting variables, such as culture, which was seldom stressed as a factor influencing the opportunity-seeking conduct of an entrepreneur and competitive advantage-seeking activities to create wealth and ensure the economic development and survival of an organization.

Planification: Potential and role in XXI century market economy

2016 ◽  
pp. 63-80 ◽  
Author(s):  
A. Buzgalin ◽  
A. Kolganov
Keyword(s):  
Economic Development ◽  
20Th Century ◽  
Market Economy ◽  
Critical Analysis ◽  
New Economy ◽  
Real Socialism ◽  
The Subject ◽  
Planning Institutions

The authors, basing on a critical analysis of the experience of planning during the 20th century in a number of countries of Europe and Asia, and also on the lessons from the economics of "real socialism", set out to substantiate their conclusions on the advisability of "reloading" this institution. The aim is to create planning mechanisms, suited to the new economy, that incorporate forecasting, projections, direct and indirect selective regulation and so forth into integral programs of economic development and that set a vector of development for particular limited spheres of what remains on the whole a market economy. New planning institutions presuppose a supersession of the forms of bureaucratic centralism and a reliance on network forms of organization of the subject and process of planning.

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.

Just Fresh: fresh juices from the desert!

2017 ◽  
Vol 7 (2) ◽  
pp. 1-13
Author(s):  
Syed Zamberi Ahmad ◽  
Norita Binti Ahmad
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Competitive Advantage ◽  
United Arab Emirates ◽  
Direct Interaction ◽  
Customer Experience ◽  
Business Strategies ◽  
Current Status ◽  
Analysis Model ◽  
Content Type

Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

scholarly journals ADMINISTRATIVE AND TERRITORIAL PECULIARITIES OF TRANSITION OF THE TOWNS OF THE CARPATHIAN REGION TO THE PATH OF SUSTAINABLE

2019 ◽  
pp. 30-35
Author(s):  
Н. Mashika
Keyword(s):  
Sustainable Development ◽  
Economic Development ◽  
Strategic Management ◽  
Private Property ◽  
Social Economic ◽  
The State ◽  
The Sustainable Development ◽  
Carpathian Region ◽  
Standards Of Living ◽  
Security Guarantees

In the article, it has been examined the peculiarities of the transition of the towns of the Carpathian region to sustainable development. It has been established that today the global level has a significant impact on the socio-economic situation of Ukraine and the Carpathian region in particular. It has also been found out that according to the Constitution of Ukraine, our state is defined as “social”, which imposes certain obligations on it regarding strategic priorities of socio-economic development. However, sustainable development, which has three components, such as social, economic and ecological, is becoming of great relevance. It has been proved that social, economic and ecological components are the basis of economic potential both of the Carpathian region as the whole and of the towns that are part of the regions of this area. The main definitions of strategic management of sustainable development have been analysed. The features of strategic and operational management of sustainable development have been emphasized, and the main principles of strategic management of sustainable development have been described. This article describes the ratio of goals and means of economic development in the long-term run, which has been determined by the President of Ukraine. The analysis of indicators of the sustainable development of the Carpathian region has been carried out. The regulatory legal documents of the strategic management of the sustainable development of Ukraine and its regions have been clarified, and problems of the strategic management of sustainable development have been identified. It has been revealed that among the strategic regulatory legal acts the highest priority in terms of the sustainable development, in particular of the Carpathian region, belongs to the Strategy of the Sustainable Development “Ukraine-2020”, which was approved by the Decree of the President of Ukraine No. 5/2015 dated January 12, 2015. The purpose of the Strategy is to introduce European standards of living in Ukraine, and the emergence of Ukraine into leading positions in the world. For this purpose, the movement forward will be conducted according to the following vectors. The first one is the vector of development, which means the provision of the sustainable development of the state, the implementation of structural reforms and, consequently, the improvement of standards of living. Ukraine should become the kind of state with a strong economy and advanced innovations. The next vector is the vector of security, which means providing security guarantees for the state, business and citizens, and protecting investments and private property. The vector of responsibility is to ensure guarantees that every citizen, regardless their race, skin colour, political, religious or other beliefs, gender, ethnic or social origin, property status, place of living, language or other characteristics, should have access to high-quality education, the system of health care and other services in the public and private sectors. The last one is the vector of pride, which is to ensure mutual respect and tolerance in society, the pride of its own state, its history, culture, science, and sport.

scholarly journals Energy Poverty and Sustainable Economic Development: An Exploration of Correlations and Interdependencies in European Countries

Energies ◽  
2021 ◽  
Vol 14 (22) ◽  
pp. 7640
Author(s):  
Blanka Tundys ◽  
Agnieszka Bretyn ◽  
Maciej Urbaniak
Keyword(s):  
European Union ◽  
Economic Development ◽  
Policy Implementation ◽  
Critical Analysis ◽  
Energy Use ◽  
Cultural Factors ◽  
European Countries ◽  
Energy Poverty ◽  
Political Economic ◽  
Energy And Climate Policy

The problem of energy poverty exists in practically every European country. Its size and scope are determined by a variety of factors, ranging from economic development to the direction of energy and climate policy implementation to cultural factors. Our aim in this paper was to carry out a comparative analysis of indicators related to energy poverty and sustainable development to identify correlations and links between the two issues and determine how they are related. The fact that the analysis was performed for most European countries is new and represents a broad spectrum of research; we were not limited to studies of countries bound by formal political-economic arrangements or by consideration of the degree of economic development. This approach enabled explication of how diverse the situation is in Europe. The research methods used included a critical analysis of the literature and the use of descriptive and mathematical-statistical tools. The main conclusions and findings of the analysis were that in some countries in economically developed Europe, energy poverty is a major problem, and that, in this respect, there are large differences between “old European Union” and “new European Union” countries, and in the countries that do not belong to political-economic structures in Europe. It is clear, from the research, which countries are rapidly and effectively reducing their energy poverty problems and which factors are the determinants of this. These results are linked to the new direction of energy policy and the shift towards more environmentally friendly energy use. In conclusion, it has been possible to identify the causes of energy poverty and how the energy poverty situation in Europe is changing.

scholarly journals Analysis of Influence of Micro Small and Medium Enterprises (MSMEs) Development as a Competitive Advantage to Creative Economic Development

2018 ◽  
Author(s):  
Bunga Aditi ◽  
SOPI PENTANA
Keyword(s):  
Economic Development ◽  
Data Analysis ◽  
Competitive Advantage ◽  
Path Analysis ◽  
Significant Influence ◽  
Small And Medium Enterprises ◽  
Creative Economy ◽  
Analysis Method ◽  
Research Results ◽  
Medium Enterprises

The purpose of this research is to analyze the influence of MSME development as competitive advantage toward creative economic development in Medan city. Data analysis method used in research is path analysis. Simultaneously, the research results of MSME Development and Competitive Advantage have a positive and significant effect on creative economy. Partially, the Influence of MSME Development has positive and significant influence to creative economy. Partially Competitive advantage positively and significantly influences the creative economy. The development of MSME has a positive and significant impact on competitive advantage. Indirectly MSME development positively affects the creative economy through competitive advantage

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