scholarly journals ECONOMIC ASPECTS OF CITIES SUSTAINABLE DEVELOPMENT STRATEGIC PLANNING

2005 ◽  
Vol 11 (4) ◽  
pp. 260-269 ◽  
Author(s):  
Remigijus Čiegis ◽  
Dainora Grundey ◽  
Dalia Štreimikiene
Keyword(s):  
Sustainable Development ◽  
Strategic Planning ◽  
Strategic Management ◽  
Management Process ◽  
Economic Aspects ◽  
Critical Factors ◽  
Strategic Plans ◽  
Management Processes ◽  
Development Processes ◽  
Planning Processes

In Lithuania, like in other post communistic countries, the principles of sustainable development were used only few years ago, basically only in case, that it was “in vogue” in the whole world. Strategic plans were created usually in such a way that everyone understood, not paying attention to quality and real destination. Most of investors choosing places for their investments usually analyse strategic plans and this is one of the critical factors for choosing the place for investments or at least choosing possible variants. At present Lithuanians are starting to understand the importance of sustainable development and the principles of sustainability are being implemented realistically. During this process a lot of obscurities were observed which have conditioned the problematic of the article: misunderstandings of cities’ sustainable development strategic planning principles, in the appreciation of community's involvement importance into strategic management processes, the absence of the united methodology for sustainable development strategic planning processes. Therefore the principles of sustainable development and possibilities for their use in the development processes of cities’ communities are analyzed in this article. Summarizing the principles of sustainable development of cities it is possible to separate three basic stages of strategic planning, which are (1) creation of vision, (2) strategic planning, and (3) implementation of the plan. In every stage there is a management process which is adjusted to new conditions, changed tactics, but doesn't go far from the vision which was formulated by authorities and inhabitants.

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.

Efficient Deployment of ICT Tools in Disaster Management Process

2011 ◽  
pp. 95-107 ◽  
Author(s):  
Aysu Sagun
Keyword(s):  
Disaster Management ◽  
Information Flow ◽  
Management Process ◽  
Critical Factors ◽  
Management Processes ◽  
Nature Of Information ◽  
Information And Communication ◽  
Efficient Integration ◽  
Ict Tools ◽  
Three Stages

This chapter will emphasize that efficient integration of Information and Communication Technology (ICT) in disaster management process can help mitigation of impacts of disasters on people and the environment, minimizing the failures and maximizing the collaboration. It summarizes the nature of information flow and management processes during disasters and the potential of recent ICT at three stages of disaster management. The requirements and problems faced during their deployment at different stages of disaster management process are stated. The solutions for common constraints are discussed as well as the critical factors that should be considered in efficient deployment of ICT in the disaster management process.

scholarly journals Towards Sustainable Strategic Management: A Theoretical Review of the Evolution of Management Perception

2019 ◽  
Vol 10 (4) ◽  
pp. 58
Author(s):  
Katarzyna Szymczyk
Keyword(s):  
Sustainable Development ◽  
Natural Resources ◽  
Strategic Management ◽  
Social Care ◽  
Management Strategies ◽  
Environmental Issues ◽  
Business Environment ◽  
Future Generations ◽  
Economic Aspects ◽  
Environmental Interests

The article discusses issues related to the evolution of the concept of strategic management towards sustainable strategic management. In the literature, the idea of strategic management refers basically to the functioning of the organization and its activity in the economy. Currently, there is also an emphasis put on integrating environmental issues into the organization’s activities and taking care of the interests of the society, so the strategic management should combine economic aspects with ecological and social care in mind of future generations. A change of an approach from strategic management to sustainable strategic management assumes implementation of management strategies that will protect natural resources, reduce the harmful activity of enterprises on the environment and take care of current and future populations. Just as the business environment and the perception of environmental interests change, so the strategic management itself does, as a concept itself and as a guideline for the business’ functioning. Organizations following the idea of sustainable development, based on environmentally and socially friendly strategies, and aware of the consequences of their actions, here and now, are considered more productive and attractive, as well as stronger and more competitive. The evolution of general assumptions and approaches of strategic management changing within years towards the concept of sustainable strategic management enriched with the crucial environmental issues are discussed in this paper.

Revisiting ethics in strategic management

2011 ◽  
Vol 11 (2) ◽  
pp. 214-223 ◽  
Author(s):  
John McManus
Keyword(s):  
North America ◽  
Strategic Management ◽  
Ethical Issues ◽  
Methodological Approach ◽  
Future Research ◽  
Management Process ◽  
Content Type ◽  
Corporate Scandals ◽  
Management Processes ◽  
Strategic Management Process

PurposeThe purpose of this paper is to explore the challenges faced by corporations in incorporating ethics into their strategic management processes.Design/methodological approachThe research is based on a survey of the issues and the literature published in Europe, North America and Asia.FindingsFindings indicate a definite gap between the implementation of strategy and the moral and ethical obligations of corporations. Given the decline in business ethics and recent corporate scandals it is proposed that ethics be brought back to the forefront of strategic management and integrated into the strategic management process.Research limitations/implicationsThe paper serves as a instrument for debate and future research in that the ethical issues faced by corporations will continue to gather momentum as will the issues faced by traditional strategists.Originality/valueThis paper allows researchers and practitioners to gain an understanding of the issues and shortcomings in strategy and ethical integration, which allows for future research.

scholarly journals International benchmark and best practices on national infrastructure plans. Application to Spanish strategic planning

2016 ◽  
Author(s):  
Eva María Pino Hernández ◽  
Cristina Delgado Quiralte
Keyword(s):  
Strategic Planning ◽  
Best Practices ◽  
Time Frame ◽  
Present Moment ◽  
Strategic Plans ◽  
Planning Processes ◽  
The Government ◽  
High Level ◽  
Key Aspects ◽  
National Infrastructure

The need for planning regarding investment in infrastructures is recognised and supported by most governments around the world. Planning helps to take effective and correct decisions, provides a basis for monitoring its impacts and also facilitates further developments. However it requires a high level of organization, coordination among stakeholders and anticipation of transport needs. There are some different methodological approaches for strategic planning. This paper examines the importance of infrastructure planning and how it is undertaken in different countries from Europe and other continents. It is based on a benchmarking about planning procedures of 7 reference countries (UK, France, the Netherlands, Poland, Germany, Japan and USA), in addition to others whose strategic plans are being developed at the present moment such as Croatia or Romania. This benchmarking aims to extract and compare best practices carried out in this field and to define the optimal formulation of strategic planning. In this regard, the benchmarking is focused on some key aspects: firstly, on the plan structure and its main contents. There are a lot of differences about how each country defines the future needs for transport and how it establishes the objectives and the strategies to be followed. Secondly, on the characterisation of the authorities which are responsible of the plan development (level of dependence from the government, know-how…) along with the time frame and final validity of the plans. And finally, the level of detail of the proposed actions and budgetary commitments provided by the strategic plans. Throughout the comparative analysis, the knowledge generated by this benchmarking has allowed setting a series of specific recommendations in strategic planning which can be applied as innovative solutions and best practices in future planning processes in Spain.DOI: http://dx.doi.org/10.4995/CIT2016.2016.3459  

scholarly journals Sustainable Development of Agriculture: Modeling of Strategic Management in Transition Countries

2019 ◽  
Vol 2 (1) ◽  
pp. 75-88
Author(s):  
Reznik Nadiia ◽  
Ostapchuk Anatoliy ◽  
Koshchenko Kateryna
Keyword(s):  
Sustainable Development ◽  
Strategic Planning ◽  
Strategic Management ◽  
Regional Development ◽  
Transition Countries ◽  
Concept Development ◽  
Evidence Based ◽  
Industry Development ◽  
Agricultural Enterprises ◽  
Sustainable Regional Development

The aim of the paper is to provide a new view on the practice of concept development and the implementation of strategic management in the context of the return of some agricultural enterprises to the principles of a planned economy. Lack of research on this direction makes a topic of the paper is promising for consideration. This paper provides evidence-based explanations of the problem. As a result of research followed steps were made: the components of the algorithm of actions for the main executor of the strategy are singled out; the scheme of realization of strategic planning is offered; a list of predictive calculations has been compiled, which underlie modeling of the main directions of the industry development and are necessary for forecasting the development of agriculture; the criteria and principles of sustainable regional development have been determined and a scheme for its implementation has been developed.

scholarly journals Foresight as a strategic planning and forecasting tool of sustainable development of rural areas

2019 ◽  
Vol 190 (11) ◽  
pp. 92-110 ◽  
Author(s):  
Евгений Стовба ◽  
Evgeniy Stovba ◽  
Миляуша Лукьянова ◽  
Milyausha Luk'yanova ◽  
Виталий Ковшов ◽  
...  
Keyword(s):  
Sustainable Development ◽  
Strategic Planning ◽  
Russian Federation ◽  
Rural Areas ◽  
Strategic Plans ◽  
Republic Of Bashkortostan ◽  
The Russian Federation ◽  
The Republic ◽  
Municipal Level

Abstract. The article actualizes the need of foresight technologies in the sustainable development of strategic plans of sustainable development in rural municipalities at the level of the Russian Federation. It is pointed out that the modern methodology of foresight studies is quite flexible and multifaceted, has wide application at different hierarchical levels of management. The purpose of the study is to prove the need to use the foresight methodologies for rural development strategic planning and forecasting tool. In the course of the study, the following methods were used: strategic planning and forecasting, foresight technologies (expert survey and expert opinions), comparative analysis. The scientific novelty of the study is determined by the formation of a set of practical recommendations on the use of foresight tools at the municipal level of management in rural areas. The systematic approach usage in combination with foresight technologies allows to develop strategic plans for the development in rural areas from the perspective of long-term improvement of their economic and social component. A brief analysis of the current state and development of foresight research in the Russian Federation is presented. It is concluded that in modern conditions of rural development it is necessary to develop strategic programs and anti-crisis measures that should focus on the application of the foresight technologies. It shows that the characteristic features of the rural municipal foresight are, on the one hand, the obligatory interconnection of strategic priorities for rural areas development in the long term and, on the other hand, the need to achieve the interest of key factors in regional development. Results of a research: the algorithm of strategic planning of sustainable development of rural areas of the region based on foresight technologies and the mechanism for its implementation at the municipal level are considered; strategic goals and priority areas for sustainable development of rural areas of the Republic of Bashkortostan in the sub-regional context were defined. On the basis of the foresight analysis, a three-level branding of agri-food products manufactured in the region was carried out, and brands within the considered rural municipalities were identified. It is concluded that foresight technologies should be used as the system tool for the formation and implementation of sustainable development strategy in rural areas of the Republic of Bashkortostan.

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.

Strategic Planning and Strategy

2013 ◽  
pp. 1-23
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Business Strategies ◽  
Management Process ◽  
Construction Companies ◽  
Corporate Strategies ◽  
Construction Market ◽  
International Construction ◽  
Global Construction ◽  
Strategic Management Process

This chapter provides an understanding of why strategies are important to businesses. It begins with defining strategy, what it was before and what it is now, and the steps that it consists of that can be taken to realize that future desired state for the business. The direct relationship between competition and strategy is described to emphasize to businesses how competitive forces shape strategy. An overview of strategic planning, as well as the process of managing it, is presented to explain why businesses need to plan, what stages are there in the strategic management process, and how businesses can achieve their goal through adopting a formalized strategic management process. The two main categories of strategy—business and corporate strategies—are described to explain that the actions to be taken by businesses in order to gain competitive advantages from them are different in scope and purpose. In the context of the construction industry, the nature of business activities that take place during a cycle of economic expansion and contraction is explained. The topic of strategy is discussed further, making reference to its application as business strategies, as well as corporate strategies, by construction companies. Focusing on the global construction market, the business and corporate strategies practiced by some international construction companies are described in the form of case studies. The chapter concludes with a summary of the main points covered on strategic planning and strategy.

scholarly journals Building Capacity for Sustainability: Strategic Planning Processes for Local Sustainable Development Practices in Western Balkan

2010 ◽  
Vol 8 (3) ◽  
pp. 293-311 ◽  
Author(s):  
Slobodan Milutinovic ◽  
Ana Jolovic
Keyword(s):  
Sustainable Development ◽  
Local Governments ◽  
Local Community ◽  
Local Development ◽  
Development Planning ◽  
Management Skills ◽  
Strategic Plans ◽  
Strategic Approach ◽  
Planning Processes ◽  
Local Sustainable Development

Municipalities on the Western Balkan have made significant progress in their strategic approach to local development after 2000. A number of municipalities have already developed and implemented strategic plans for local sustainable development. However, differences in capacities, management skills and motivation among local governments are easy to observe. The lack of substantial decentralization efforts, low internal capacity in municipalities, overlapping jurisdictions between central and local levels, a culture of non-participation and an unfavorable economic environment jeopardize the success of local development efforts. This paper analyzes local sustainable development planning processes and practices in three Western Balkan countries (Serbia, Montenegro and Bosnia - Herzegovina) by using the Drina River Basin as a case study. KEYWORDS: • sustainable development • local community • Western Balkan • Serbia • Montenegro • Bosnia -Herzegovina

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