Actions and conditions supporting strategic integration of BPM

2015 ◽  
Author(s):  
Izienne Loriston ◽  
Lisa Seymour
Keyword(s):  
Strategic Integration

The effect of green purchasing on purchasing performance: the moderating role played by long-term relationships and strategic integration

2016 ◽  
Vol 31 (2) ◽  
pp. 312-324 ◽  
Author(s):  
Javier González-Benito ◽  
Gustavo Lannelongue ◽  
Luis Miguel Ferreira ◽  
Carmen Gonzalez-Zapatero
Keyword(s):  
Design Methodology ◽  
Purchasing Management ◽  
Environmental Practices ◽  
Content Type ◽  
Strategic Integration ◽  
Green Purchasing ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – The purpose of this paper is to analyse the relationship between the environmental management of purchases and firm performance. The authors examine the moderating role played by two variables: the establishment of long-term relationships with suppliers and the strategic integration of the purchasing function. Design/methodology/approach – The authors conduct an empirical study on a sample of 100 Portuguese firms. Findings – Evidence reveals that green purchasing management improves the performance of the purchasing function, although the impact is greater when the organisation forges lasting alliances with its suppliers. Originality/value – This paper contributes to the study of the consequences of introducing environmental practices into the purchasing function, especially with regards to the formation of a panel of sustainable suppliers. Specifically, this research provides evidence to show that the implementation of those practices has positive impacts on the operating performance of the purchasing function and that the said effect is greater when a firm establishes long-term relationships with its suppliers.

scholarly journals Towards strategic integration in marketing communications in a decentralised organisational structure

2020 ◽  
Author(s):  
◽  
Enno Frehse
Keyword(s):  
Conceptual Model ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Marketing Communications ◽  
Successful Implementation ◽  
Marketing Communication ◽  
Organisational Structure ◽  
Strategic Integration ◽  
Guiding Principles ◽  
Successful Integration

The concept of integrated marketing communications (IMC) was developed in the early 1990s and has gained significant interest from academics and practitioners alike. Although the concept is widely known for its theme of achieving consistency in messages sent, integration of marketing communications with corporate strategy is arguably the defining construct of IMC. In contrast to the attention the concept of IMC has achieved, integration of marketing communications with corporate strategy is rarely achieved. Correspondingly, there is a gap in understanding why such successful integration remains scarce. In order to support closure of this knowledge gap, the aim of this research is to support the successful implementation of IMC at a strategic level through the development of a conceptual model that is capable of helping to overcome barriers to successful integration. The objectives of the study are therefore to explore how decisions about marketing communication activities are taken and how customer knowledge generated through marketing communication activities is used to inform business strategy decisions. The knowledge needed to fulfil the research aim was generated from a case study setting of a global company, operating a decentralised organisational structure in the healthcare industry. The resulting research findings were grouped into three thematic areas which are termed efficiency, consistency, and relationship. These thematic areas, if unmanaged, may inhibit company-wide alignment of marketing communications activities with business strategy. This thesis contributes towards facilitating integration of marketing communications with strategy by providing a conceptual model which is termed ‘integration areas’. This model is based on the idea of using guiding principles for aligning marketing communication activities throughout a company. The integration area concept helps in the development of these guiding principles by providing thematic areas which should be considered in the course of this development so that integration of marketing communication activities with business strategy is achieved. Such support for guiding principles development for the purpose of achieving strategic integration of marketing communication activities has not yet been provided.

scholarly journals “Bologna Digital”—Actively Shaping the Digital Transformation in European Higher Education

2020 ◽  
pp. 583-596
Author(s):  
Dominic Orr ◽  
Florian Rampelt ◽  
Alexander Knoth
Keyword(s):  
Higher Education ◽  
Higher Education Policy ◽  
Social Innovation ◽  
Bologna Process ◽  
Digital Transformation ◽  
Policy And Practice ◽  
Strategic Integration ◽  
Strategic Impact ◽  
European Higher Education ◽  
New Vision

Abstract Digital transformation will impact the European Higher Education Area (EHEA) and could contribute to developing a new vision for the Bologna Process and for higher education in Europe and beyond. In recent years, research on European and national levels has shown increasing attention being paid to digitalisation and digital transformation by higher education leadership. The 2015 and 2018 Ministerial Communiqués also clearly emphasised the importance of the topic for the EHEA. Yet, a strategic integration of digitalisation into higher education policy and practice remains hard to find. This is for two main reasons: (1) because although digitalisation is often seen as a technical innovation, it must, in fact, be a social innovation for it to have any impact and (2) because higher education as a field of practice, especially in Europe, is a multi-layered system where strategic impact is only possible if all layers are broadly following the same objectives. With reference to policy theory, the authors conjectured that reducing goal conflict and practice ambiguity would help to facilitate a more integrative digital policy and practice. With this aim, the authors launched a White Paper in 2019 to facilitate broad agreement on the potential of digitalisation within the Bologna framework. This contribution provides an interim evaluation of the initiative and its next steps. In this, it provides a reflexive review of how practitioners and researchers in the field might hope to influence policymaking and practice in the area of digitalisation.

Exploring the Strategic Integration of Sustainability Initiatives: Opportunities for Accounting Research

2012 ◽  
Vol 26 (2) ◽  
pp. 265-288 ◽  
Author(s):  
Brian Ballou ◽  
Ryan J. Casey ◽  
Jonathan H. Grenier ◽  
Dan L. Heitger
Keyword(s):  
Financial Reporting ◽  
Corporate Responsibility ◽  
Risk Identification ◽  
Data Availability ◽  
Strategic Integration ◽  
Consulting Firms ◽  
Independent Review ◽  
Research Questions ◽  
Sustainability Initiatives ◽  
Accounting Expertise

SYNOPSIS We report the results of a survey of 178 corporate responsibility officers designed to explore how accountants can add value to sustainability initiatives. Specifically, we examine how three areas of accounting expertise (risk identification and measurement, financial reporting, and independent review/assurance) contribute to the strategic integration of sustainability initiatives (cf. Porter and Kramer 2006; IIRC 2011). Our results indicate that accounting professionals are rarely involved in sustainability initiatives, but their involvement is highly associated with strategic integration. This finding suggests that increased involvement likely would provide significant benefits to organizations and their stakeholders. We use these and other important insights into a series of research questions for future accounting or interdisciplinary research in sustainability. These insights about accountants' ability to enhance the strategic integration of sustainability initiatives also should be of interest to accounting and consulting firms as they design and market their sustainability services. Data Availability: Data are available upon request.

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Changju Kim ◽  
Bin Hu
Keyword(s):  
Competitive Advantage ◽  
Brand Equity ◽  
Positive Impact ◽  
Low Cost ◽  
Sustainable Growth ◽  
Competitive Strategies ◽  
Content Type ◽  
Strategic Integration ◽  
Novel Approach ◽  
Relational Outcomes

Purpose Drawing on the resource-based view, this study aims to investigate the conditions under which small- and medium-sized retailers can improve competitive benefits through the lens of brand equity and strategies for competitive advantage in retail buying groups. Design/methodology/approach This study collected 241 samples from small- and medium-sized supermarket retailers who joined retail buying groups in Japan. Findings This study offers two key findings. First, the results indicate that a buying group’s brand equity partially mediates the relationship between member retailers’ strategic integration and their buying group benefits. Second, member retailers with a stronger differentiation orientation strengthen the positive impact of strategic integration on the buying group’s brand equity and buying group benefits. The moderating effects of low-cost orientation were not found to be significant. Practical implications To highlight the sustainable growth of small- and medium-sized retailers in retail buying groups, which are often ignored in the extant literature, this study offers practical guidance on the importance of a buying group’s brand equity. In addition, based on the findings, this paper postulates that member retailers pursuing differentiation orientation, rather than low-cost orientation, are more beneficial to retail buying groups in terms of relational outcomes and performance consequences. Originality/value By conceptualizing brand equity in retail buying groups, this study suggests a novel approach for retail management that investigates how a buying group’s brand equity is linked to strategic integration, strategies for competitive advantage and buying group benefits from the viewpoint of member retailers.

Unrecognised Reality

2019 ◽  
pp. 249-275
Author(s):  
Laurence Broers
Keyword(s):  
Political Economy ◽  
The Political ◽  
Strategic Integration ◽  
Political Structures

This chapter examines the unrecognized entity, or ‘de facto state’, that has emerged and survived in Nagorny Karabakh since 1991. The chapter begins by examining the polarised portrayals of the Nagorno-Karabakh Republic (NKR) as either a vibrant self-determining state or the puppet of an occupying power. The chapter then examines the political structures and institutions of the NKR, before then examining its political economy. It argues that the NKR is a political formation characterised by strategic integration with Armenia and tactical expressions of independent sovereignty. The chapter then examines the scope of democratisation in the entity, and the challenges posed by its layered geographies and the emergence of new human geographies within them.

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