scholarly journals CREATING COMPETITIVE ADVANTAGE OF FIRMS THROUGH USING DIFFERENT TECHNIQUES AND TOOLS OF STRATEGIC MANAGEMENT

2019 ◽  
Vol 31 (5) ◽  
pp. 1223-1228
Author(s):  
Izet Zeqiri
Keyword(s):  
Strategic Management ◽  
Competitive Analysis ◽  
Strategic Analysis ◽  
Full Potential ◽  
Management Process ◽  
Strategic Decisions ◽  
Successful Operation ◽  
Strategic Management Process

Strategic management is a proactive process of achieving long-term compatibility of the enterprise in the envisaged environment. Strategic management helps the company to become familiar and to recognize the environment, provide a better guide for the whole enterprise, make managers more familiar with the changes, provide managers diversity in assessing investment requirements, help them in unifying the numerous strategic decisions taken by the managers, to create a proactive role of management, etc. Analyzing strategic segments creates the basis for conducting competitive analysis, where this represents an analysis of every company with which it directly competes in the market, so for this purpose managers must use various techniques and tools for strategic analysis. Although several times it is argued that the presence of the strategic management process or strategic leading is closely linked to the successful operation of enterprises, many enterprises do not practice it. As a result of this neglect, businesses can not achieve their full potential and they are threatened regarding to the survival of their business.

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 Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Vol 3 (4) ◽  
Author(s):  
Hebron L. Adoli ◽  
◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

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 Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Author(s):  
Hebron L. Adoli ◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

Paradigm Change in Strategic Management

2019 ◽  
pp. 179-195 ◽  
Author(s):  
Mustafa Atilla Arıcıoğlu ◽  
Büşra Yiğitol
Keyword(s):  
Strategic Management ◽  
Environmental Changes ◽  
Point Of View ◽  
Management Process ◽  
Paradigm Change ◽  
Business World ◽  
The Third ◽  
Strategic Management Process

In this chapter, three fundamental paradigm changes related to strategic management are discussed and analyzed. Firstly, change of the long-term concept is emphasized. Reasons such as the emergence of global enterprises, increasing number of tools using on prediction of future, as well as the increasing complexity in business world shows that time-based mentality of planning that used by public strategy is no longer valid. The second discussion is the strategic consciousness that is not included in the strategic management process and is ignored in most of the strategy literature. The level of strategic consciousness refers to the ability of organizations to be aware of environmental changes. Therefore, strategic consciousness should be included in the entire strategic management process. The third discussion is that strategic management is not valid for SMEs. Because of characteristics, it is not possible for SMEs to have a strategic point of view.

scholarly journals ANALYSIS OF BOARDS OF DIRECTORS' INVOLVEMENT IN STRATEGIC MANAGEMENT DOI: 10.5585/riae.v8i1.1630

2009 ◽  
Vol 8 (1) ◽  
pp. 139-159
Author(s):  
Sérgio Nunes Muritiba ◽  
Eduardo Pinheiro Gondim Vasconcellos ◽  
Patricia Morilha Muritiba ◽  
John Lawrence French
Keyword(s):  
Corporate Governance ◽  
Strategic Management ◽  
Boards Of Directors ◽  
Three Dimensions ◽  
Management Process ◽  
Strategic Decisions ◽  
Top Managers ◽  
Different Types ◽  
Strategic Management Process

This study analyzes the involvement of boards of directors in strategic management. Through a survey of 36 Brazilian companies affiliated with the Brazilian Institute of Corporate Governance, we intend to analyze the factors that determine the degree of involvement of boards of directors in strategic decisions. Three dimensions were focused: which strategic decisions are under the boards' responsibility; which criteria are used to determine the optimum involvement of the board; and to what degree boards centralize strategic decisions. Results showed that boards are increasing their involvement in different types of strategic decisions, not limiting themselves to monitoring and controlling the company. Also, boards will tend to reach a balance when it comes to centralization of authority, sharing decisions with top managers and acting like counselors in the strategic management process.

scholarly journals Conceptualizing the Role of Leadership Strategy in the Context of Strategic Management Process: A Review of Literature

2020 ◽  
Author(s):  
Hebron L. Adoli ◽  
James M. Kilika
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Organizational Capabilities ◽  
Future Research ◽  
Management Process ◽  
Sustainable Competitive Advantage ◽  
Strategic Choices ◽  
Leadership Strategy ◽  
Strategic Management Process

A focus on the nature of strategic management process and its contribution to answer fundamental question of how firms achieve sustainable competitive advantage and improved performance through use of suitable leadership has led to organizational leaders formulating strategies through approaches that are systematic, rational as well as logical to strategic choices at corporate, business and functional levels. This has continued to be a major milestone in strategic management process in establishing a clear strategy that makes an organization competitive through suitable management of its workforce and application of strategies that are not easily imitated. This calls for an appropriate leadership strategy aimed at eliminating the gap in human capital that exists in various levels of strategic management process in an organization between the current and desired state of leadership in the future that will address the organization deficiencies by considering the right number of leaders required by the firm for the next at least 5 years with required leadership qualities, skills, behaviour, team capabilities and appropriate culture. This study has focused on a comprehensive review of conceptual and theoretical literature that brings out the role of leadership strategy in the context of strategic management process that leads to improved organizational performance. The concept of organizational capabilities and organization context were found to play a relevant role that mediate and moderate this relationship respectively. The study has proposed a suitable theoretical framework that links leadership strategy, organizational capabilities, and context and organization performance based on the identified gaps for guiding future research on leadership strategy. Six theories including; Pasmore model as lead theory, Path-Goal theory, Contingency theory, transformational leadership, Resource based view and Upper echelon theory underpinned the study in understanding the constructs. In summary, based on the reviewed literature, the study on leadership strategy is found critical for organization success and this calls for further testable empirical data and analysis to validate this claim.

scholarly journals Operational risk associated with the strategy implementation

Management ◽  
2014 ◽  
Vol 18 (2) ◽  
pp. 31-43 ◽  
Author(s):  
Joanna Radomska
Keyword(s):  
Strategic Management ◽  
Operational Risk ◽  
Strategy Implementation ◽  
Management Process ◽  
The Subject ◽  
Strategic Management Process

SummaryThe paper discusses the subject of the strategy implementation and the operational risk that accompanies this stage of the strategic management process. The studies confirmed the existence of a relationship between the effectiveness of the strategy implementation and the operational risk aspects (including internal processes, systems, people and the environment). This indicates the role of risk aspects when implementing development concepts. Therefore it seems necessary to take these elements into account in the course of the strategic management process in order to achieve a greater effectiveness of the implementation work..

scholarly journals The Role of Trust in the Strategic Management Process: A Case Study of Finnish Grocery Retail Company Kesko Ltd

2021 ◽  
Vol 10 (1) ◽  
pp. 21-34
Author(s):  
Kirsti Malkamäki ◽  
Esa Hiltunen ◽  
Eeva Aromaa
Keyword(s):  
Strategic Management ◽  
Strategy Implementation ◽  
Strategy Management ◽  
Management Process ◽  
Strategic Choices ◽  
Strategy Formulation ◽  
Trust Development ◽  
Retail Company ◽  
Strategic Management Process

Previous strategy management studies have devoted scant attention to the role of trust in the strategic management process (SMP). The purpose of this study is to investigate trust in the management of a grocery trade business. Prior literature was reviewed to deepen the current understanding of trust in the SMP, and then explored through a case study on a Finnish grocery retail company, Kesko Ltd. The study was conducted by employing a qualitative research methodology and is based on an interview with the president of Kesko, who is intensively involved in the SMP. This study stresses the consideration of trust development in strategy work. The findings indicate that trust considerations in the strategic choices of the top management team can provide efficiency, innovation, and engagement in strategy implementation. Research Questions In this article, we ask how trust develops during three phases of the strategy process: strategy formulation, strategic choices, and strategy implementation. Links to Theory Our analysis of trust development focuses on the five most operationalized dimensions of trust: (a) ability and competence, (b) benevolence, (c) integrity, (d) affective-based trust, and (e) cognitive-based trust (McEvily & Tortoriello, 2011). Strategic management is separated into three interlinked phases: strategic formulation, strategic choice making, and strategy implementation (Johnson et al., 2008). Phenomenon Studied The case focuses on trust development in the strategy management process. Case Context The context of the case is a participatory strategic management process in a large Finnish grocery retail chain in a highly competitive and concentrated market. The role of trust development was studied in the case company between the K-retailers, who are independent entrepreneurs, and Kesko management staff and actors responsible for management and constant development of the business model. Findings This study shows how trust emerged as a result of participatory practices and dialogue between actors from different levels of organization in the strategy formulation phase. Increased understanding and contribution to strategy empowered top management to make new and brave strategic choices. This study illustrates how consistency between the strategic choices and actions for implementation enhanced trust among the organizational actors, who felt a sense of enhanced engagement in the implementation of the new strategy in their everyday work. Discussions This study highlights the role of trust in strategy formulation, strategic choices, and strategy implementation. It contributes to the understanding of trust in the SMP, which has not been widely researched in previous literature. Based on our results, we suggest that trust between parties is earned and evolves at each of the three stages of the SMP.

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