Strategic Changes in the Post-Maintenance Era

2021 ◽  
pp. 65-96
Author(s):  
Kern Peng
Keyword(s):  
2020 ◽  
Vol 5 (98) ◽  
pp. 115-124
Author(s):  
ANDREI N. VESELOV ◽  
OLGA A. DENISOVA

In the article, the authors consider the strategic changes in the students’ educational process from the perspective of the development of professional integral methodological competencies among teachers in basic school. A special emphasis is placed on the description of the technology for the development of the integral methodological competencies in special education teachers who train children with intellectual disabilities in basic school.


Author(s):  
Robert R. Cargill

This book argues that the biblical figure Melchizedek mentioned in Gen. 14 as the king of Shalem originally appeared in the text as the king of Sodom. Textual evidence is presented to demonstrate that the word סדם‎ (Sodom) was changed to שׁלם‎ (Shalem) in order to avoid depicting the patriarch Abram as receiving a blessing and goods from the king of Sodom, whose city was soon thereafter destroyed for its sinfulness according to the biblical tradition. This change from Sodom to Shalem caused a disjointed narrative in Gen. 14:18–20, which many scholars have wrongly attributed to a later interpolation. This book also provides textual evidence of minor, strategic redactional changes to the Hebrew Bible and the Samaritan Pentateuch that demonstrate the evolving, polemical, sectarian discourse between Jews and Samaritans as they were competing for the superiority of their respective temples and holy mountains. These minor strategic changes to the HB were used as the ideological motivation in the Second Temple Jewish literary tradition for the relocation of Shalem away from the Samaritan religious center at Mt. Gerizim to the Levitical priestly center in Jerusalem. This book also examines how the possible reference to Melchizedek in Ps. 110 may have influenced later Judaism’s understanding of Melchizedek.


2021 ◽  
Vol 03 (08) ◽  
pp. 387-407
Author(s):  
Ohood Abbas Ohood Abbas

At the beginning of the nineties of the last century, one of the most prominent Arab problems appeared ‎in the Middle East, which was represented by Iraq‏’‏s invasion of Kuwait, which was the most prominent ‎event at all levels, regional and international, given the great political and strategic changes that the ‎invasion provoked in the region and the difference in attitudes and consensus at other times, ‎including‏ ‏It was necessary for us to study and analyze the position of one of the most important Arab ‎countries in the region, which is the Syrian position on the issue of Iraq‏’‏s invasion of Kuwait and its ‎repercussions, and the Syrian government‏’‏s attempt to settle that conflict by adopting various effective ‎ways to contain the crisis and prevent the dispersal of the Arab nation with its focus on finding a ‎peaceful solution to avoid the countries of the region from possible future dangers‏. ‏It cannot be ‎controlled later, which is what prompted it to go along with all the Arab and international resolutions ‎that condemned that invasion. That is why it sought to announce its position on the issue of the ‎invasion clearly and transparently, and on several occasions, it did not deviate from its national and ‎Arab principles until the date of the liberation of Kuwait and the resolution of the crisis and its end‎‎. Keywords: Iraq, Syria, Invasion, Security Council, Saudi Arabia, Arab League, Kuwait


Author(s):  
Marina Khabib ◽  
Marina Teplyakova ◽  
Miroslav Oblogin ◽  
Nikita Kishkin

The purpose of this article is to identify strategic changes in Russian companies belonging to different industries, and to determine patterns in the transformation of domestic business benchmarks in accordance with the principles of sustainable development. The results showed that all companies underwent strategic changes related to strengthening social and environmental dimensions. From product and market diversification, companies have moved on to consolidating their own posi-tions, innovations, technological improvement to reduce the negative impact on the environment. As a result, by 2019 they have significantly increased the level of annual income. The results can be useful to enterprises when choosing the optimal strategy and tactics for development.


Author(s):  
Leonidas G. Anthopoulos ◽  
Panagiotis Siozos

Economic recession has expanded during the last five years from U.S.A. to Europe and sprawls at an international level. Governments try to redefine their strategies and policies in order to recognize and deal with this unexpected environment, while they prioritize alternative methods in order to return to growth and to control national and supranational economics. Some of these strategic changes emphasize on innovation and research as the means to overcome this recession. The aim of this paper is to question and illustrate the connection between innovation and fiscal growth and in this order to explore whether Governments can capitalize innovation against fiscal crisis. Emphasis will be given on Information Technology (IT) innovation initiatives that are being undertataken with these updated strategies. Literature findings depict such an interconnection, while findings from the latest European strategies are compared to data from other countries regarding innovation's capitalization against fiscal recession and national downturn.


1988 ◽  
Vol 9 (4) ◽  
pp. 573-597 ◽  
Author(s):  
Sirinimal Withane

This paper proposes a conceptual framework and examines the pattern of strategy- making in regulatory organizations. It analyzes longitudinal data on eight United States agencies. The paper suggests that strategic changes are triggered by various strategic, organizational and environmental variables, and concludes that there is a distinct cycle of strategies in American regulatory agencies. This cycle is progressive, moving from defensive through analytical to growth strategies.


2018 ◽  
Vol 39 (4) ◽  
pp. 11-18 ◽  
Author(s):  
Sonja Lahtinen ◽  
Hannu Kuusela ◽  
Mika Yrjölä

Purpose This study aims to identify and analyze the different roles corporate social responsibility (CSR) can play in corporate strategy. By acknowledging that one of the biggest challenges for companies in committing to sustainability is the strategy work, the authors outline specific strategic initiatives to achieve these roles and the strategic outcomes that will follow such initiatives. Design/methodology/approach Four illustrative case examples show how companies are recasting the role of CSR. The new CSR roles are characterized through two strategic dimensions: an inside-out (firm-oriented) vs outside-in (market-oriented) orientation and an emphasis on leveraging vs an emphasis on prospecting activities. Findings The findings show that to realize the opportunities of CSR for business, the environment and society at large, the role of CSR in the boardroom must be reconfigured. By recasting its role, CSR can become a driver for the strategy process and a transformative force generating strategic changes. Practical implications This paper aims to encourage top executives to take a proactive stance toward responsibility, recognize the new roles and potential impact that CSR can have in corporate strategy and assist strategic decision-making regarding CSR. Originality/value The paper aims to move beyond integrating sustainability into existing strategies and business models by demonstrating how sustainability can also inspire strategic changes a priori when the role of CSR is recast in companies. By viewing CSR as a driver of corporate strategy and strategic initiatives, the authors suggest that besides helping the environment, the community and society, CSR can take care of corporate strategy.


Sign in / Sign up

Export Citation Format

Share Document